Otis Elevator Case Anaylsis
Otis Elevator Case
9/7/12
Otis’s management made vast improvements in their corporate vision to obtain a strategic advantage over their competitors through the introduction of OTISLINE and their e*Logistics programs. Otis’s George Davis urged the company to create a centralized customer service system which would allow them to introduce the concept of 24 hours 7 days a week to their customers. OTISLINE was mainly set up in order to increase customer satisfaction as a result of only having a delayed response time of less than one second. OTISLINE was more than a customer service agent. OTISLINE was a service for upper management as well. OTISLINE was set up for management to be informed if a particular client had called back an “excess” amount of times for a certain product. For example, if a client had called around 8 times in 90 days the call would be routed to the regional vice president. From the success of OTISLINE, the upper management of Otis was able to be notified of problems in a short amount of time rather than going through a series of channels which would indeed slow the response time for the client. OTISLINE was the first major chance in terms of IT for Otis. Form the success of OTISLINE, elevators were able to be self-monitored and report their problems directly to field agents so that each elevator could operate at maximum efficiency. OTISLINE became just the beginning of a business model makeover for Otis. Otis first envisioned themselves as being a customer service based company. From the introduction of OTISLINE, Otis set themselves up for an IT integration that soon saw the invention and implementation of e*Logistics. OTISLINE was only a baby step for IT growth for Otis. After seeing the success and return on investment in OTISLINE, Otis’s upper management had set their sights further in terms of IT integration and the benefits that could be generated from such. From their new vision, e*Logistics was formed. The e*Logistics was a program
9/7/12
Otis’s management made vast improvements in their corporate vision to obtain a strategic advantage over their competitors through the introduction of OTISLINE and their e*Logistics programs. Otis’s George Davis urged the company to create a centralized customer service system which would allow them to introduce the concept of 24 hours 7 days a week to their customers. OTISLINE was mainly set up in order to increase customer satisfaction as a result of only having a delayed response time of less than one second. OTISLINE was more than a customer service agent. OTISLINE was a service for upper management as well. OTISLINE was set up for management to be informed if a particular client had called back an “excess” amount of times for a certain product. For example, if a client had called around 8 times in 90 days the call would be routed to the regional vice president. From the success of OTISLINE, the upper management of Otis was able to be notified of problems in a short amount of time rather than going through a series of channels which would indeed slow the response time for the client. OTISLINE was the first major chance in terms of IT for Otis. Form the success of OTISLINE, elevators were able to be self-monitored and report their problems directly to field agents so that each elevator could operate at maximum efficiency. OTISLINE became just the beginning of a business model makeover for Otis. Otis first envisioned themselves as being a customer service based company. From the introduction of OTISLINE, Otis set themselves up for an IT integration that soon saw the invention and implementation of e*Logistics. OTISLINE was only a baby step for IT growth for Otis. After seeing the success and return on investment in OTISLINE, Otis’s upper management had set their sights further in terms of IT integration and the benefits that could be generated from such. From their new vision, e*Logistics was formed. The e*Logistics was a program