OTIS Elevator was organized into four divisions globally and generated over $2 billion in revenue as of 1985. It introduced automated microprocessor-based elevators in the 1970s, increasing its market share. In the early 1980s, OTIS investigated using IT to establish a centralized customer service system called OTISLINE to address issues like variable callback times. OTISLINE linked to OTIS's maintenance database to allow dispatchers to respond to customers within 60 seconds. By 1985, 11 districts were using OTISLINE, receiving over 43,000 calls per average weekday.

1. OTISLINEALOK || ANSHAT || MOHIT || VIDISHA

2. We are OTIS..OTIS Elevator, a subsidiary of United technologies Corporation

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. Into the business of design, manufacture, installation and service of elevators. OTISLINE OverviewOTIS elevators considered the best in the market leading to consumers paying premium for its productMarkets three elevator lines- Otis Hydraulic, Otis geared, Otis Gearless The preferred elevator for large projects and state of art elevators.Introduction of automated microprocessor based elevators in 1970s led to increase in market share.

6. Elevator Industry overviewVery competitive market with other players like Westinghouse, Dover, Montgomery, Schindler etc.Elevator market directly correlated to the building Cycle while the service market is stableA 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 OverviewSecond largest division with over 8000 employees in 1985Until 1978 the computer systems used for production control and accountingSubsequently expanded into data entry and inventory controlCost 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 1981The 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.

9. Problems faced….Quality of answering services varied greatly

10. Response Time varied

11. Out of service elevators irritated customers

12. No centralized DataNAO and IS

13. OTISLINE linked with Information servicesOTISLINE- part of NAO’s SMS data baseSMS database contained all maintenance activitiesOTISLINE dispatcher updated the SMS database.It helped in responding to a customer in less than 60 secs.

14. Quality of Customer Service in OTISLINEStaffed by skilled dispatchersNew hires received four to six weeks of in-house trainingTelephone system was used to produce the statistics to measure dispatcher performanceOne callback required four OTISLINE dispatchers.By 1985, 11 of the 47 NAO districts were using OTISLINE. 43300 calls on an average weekday.

15. Dispatching and Control Of Service Mechanics

16. Benefits of OTISLINE

17. Marketing of new projectsRepresentatives used NES database to automate the production of status reportsNES had three components:

18. Marketing Service

19. Business Alignment with ITEXTERNAL ENVIRONMENTSTRATEGYIT STRATEGYIT APPLICATION/INFRA

20. TRANSACTION COST THEORYTRANSACTIONAL COSTFIRM SIZE

21. AGENCY COST THEORYAGENCY COSTFIRM SIZE

22. TWO WAY RELATIONSHIPMEDIATING FACTORSEnvironmentCulture STRUCTUREBusiness ProcessPoliticsManagement DecisionsINFORMATION TECHNOLOGYORGANISATIONS

23. VALUE CHAIN MODEL

24. Future Of OTISLINE

25. THANK YOU QUESTIONS IF ANY