3. Revenue in excess of $2 billion as of 1985, 13% of the company’s total revenue
4. Organized into four divisions- North American, Latin American, Pacific and European Transcontinental.
5.
6. Elevator Industry overview Very competitive market with other players like Westinghouse, Dover, Montgomery, Schindler etc. Elevator market directly correlated to the building Cycle while the service market is stable A number of players in the servicing market Elevator service company selected mostly on the basis of responsiveness, quality and price. Small service providers offered discount
7. North American Operations Overview Second largest division with over 8000 employees in 1985 Until 1978 the computer systems used for production control and accounting Subsequently expanded into data entry and inventory control Cost reduction program halted all the progress and led to laying off of over 60% programmers.
8. Bring back my programmers!!! Feasibility of the using IT to establish centralized customer service system investigated in 1981 The callback time due to the mechanical system varied a lot. The process to implement OTISLINE began in 1982. The IT budget of NAO doubled with great insight in the consumer problems.
13. OTISLINE linked with Information services OTISLINE- part of NAO’s SMS data base SMS database contained all maintenance activities OTISLINE dispatcher updated the SMS database. It helped in responding to a customer in less than 60 secs.
14. Quality of Customer Service in OTISLINE Staffed by skilled dispatchers New hires received four to six weeks of in-house training Telephone system was used to produce the statistics to measure dispatcher performance One callback required four OTISLINE dispatchers. By 1985, 11 of the 47 NAO districts were using OTISLINE. 43300 calls on an average weekday.
22. TWO WAY RELATIONSHIP MEDIATING FACTORS Environment Culture STRUCTURE Business Process Politics Management Decisions INFORMATION TECHNOLOGY ORGANISATIONS
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