Running head: CUSTOMER RELATIONSHIP MANAGEMENT CASE STUDY 1 PAGE 6 Customer Relationship Management for San Francisco's City Government Customer Relationship Management for San Francisco's City Government AAAA IT 500 Professor June 30, 2013 University 1. How did the DTIS CRM team change the business process for dealing with abandoned vehicles in San Francisco? How did the old business process work, and what kinds of problems arose? Why was it necessary to change the business process before developing a new CRM system? They created a single reporting database and the 311 single call center for people to call by using technology with software. Therefore, people can call and talk to a person without leaving a voicemail. They made the process of calling into the city similarly to every department. This helped make this process efficient and user friendly as well as helped employee deal with the customer in every kind of problem (Loftus, 2007). The old process used a voicemail system and customers would have to leave a voicemail with complaint. In addition, this could make people call multiple reports about the same vehicle. It is impossible to develop a new CRM system with the old process. As the old system created a lot of problem, it is necessary to change the business process. The new business process would make a faster response because it makes people talk to people. One of the greatest problems that were experienced by the DTIS in San Francisco was the use of automated calls which made the recovery of abandoned vehicles slow. Although, systems could receive as many calls as possible, decision support was slow since it mostly required human decision for quick recovery. Noting the CRM that was instituted by the San Francisco department was necessary since the system included both automated calls and human interface. This indeed helped in increasing the speed of vehicle recovery (Francis, 2012). 2. Why is a CRM particularly useful for the support of "interaction" jobs (described in the text chapter) as opposed to "transaction jobs?" The reason why CRM is useful is CRM has to do with people to people interaction not only doing the transaction. Therefore, CRM is very useful to interaction job and can add value in order to maintain existing customers as well as attract new customers (Laudon, 2012). CRM is one of the most useful organs in any organization and the San Francisco case is an example. The customer is the most useful part of any dealing. The forces of demand and supply are in deed regulated around the customer. In the case of a government like San Francisco, the common man is the customer; they are the person who chooses the government and upon whom the sovereignty of the government is based (Peel, & Mike, 2002). Thus, CRM is the organ that helps any king of management to ensure that the automate boss is heard and considered in decision making (Francis, 2012). The automate boss here, the customer, is a large ...

1. Running head: CUSTOMER RELATIONSHIP MANAGEMENT
CASE STUDY
1
PAGE
6
Customer Relationship Management for San Francisco's City
Government
Customer Relationship Management for San Francisco's City
Government
AAAA
IT 500
Professor
June 30, 2013
University
1. How did the DTIS CRM team change the business process for
dealing with abandoned vehicles in San Francisco? How did the
old business process work, and what kinds of problems arose?
Why was it necessary to change the business process before
developing a new CRM system?
They created a single reporting database and the 311 single call
center for people to call by using technology with software.
Therefore, people can call and talk to a person without leaving a
voicemail. They made the process of calling into the city
similarly to every department. This helped make this process
efficient and user friendly as well as helped employee deal with
the customer in every kind of problem (Loftus, 2007).
The old process used a voicemail system and customers would
have to leave a voicemail with complaint. In addition, this could
make people call multiple reports about the same vehicle.

2. It is impossible to develop a new CRM system with the old
process. As the old system created a lot of problem, it is
necessary to change the business process. The new business
process would make a faster response because it makes people
talk to people.
One of the greatest problems that were experienced by the DTIS
in San Francisco was the use of automated calls which made the
recovery of abandoned vehicles slow. Although, systems could
receive as many calls as possible, decision support was slow
since it mostly required human decision for quick recovery.
Noting the CRM that was instituted by the San Francisco
department was necessary since the system included both
automated calls and human interface. This indeed helped in
increasing the speed of vehicle recovery (Francis, 2012).
2. Why is a CRM particularly useful for the support of
"interaction" jobs (described in the text chapter) as opposed to
"transaction jobs?"
The reason why CRM is useful is CRM has to do with people to
people interaction not only doing the transaction. Therefore,
CRM is very useful to interaction job and can add value in order
to maintain existing customers as well as attract new customers
(Laudon, 2012). CRM is one of the most useful organs in any
organization and the San Francisco case is an example. The
customer is the most useful part of any dealing. The forces of
demand and supply are in deed regulated around the customer.
In the case of a government like San Francisco, the common
man is the customer; they are the person who chooses the
government and upon whom the sovereignty of the government
is based (Peel, & Mike, 2002).

3. Thus, CRM is the organ that helps any king of management to
ensure that the automate boss is heard and considered in
decision making (Francis, 2012). The automate boss here, the
customer, is a large population who has a diverse opinion. The
needs analysis of the whole customer base cannot be completed
in a single unit as preferences and tastes keep changing. In this
view, CRM comes in handy to ensure that the changing tastes
and preferences f the customer are considered for the going
concern of the organization.
3. How does this city-wide system help different agencies
collaborate with one another?
The city wide system, which is adopted by the San Franciscan
government, assists in the interdepartmental collaboration. The
city wide system helps different agencies collaborate with one
another through the advanced internet system. By collaboration,
every agency can access to a single database so that they can
work, connect and contact together. First of all, there is a single
source of data, which needs to be acted upon by each of the
departments singularly and in collaboration. For example, the
case of abandoned cars is a data source that is of importance
both to the security department as well as to the environmental
department (Peel, & Mike, 2002). The planning department will
also require such data. Thus, a single system helps the city
system in sharing data and ensuring that the departments are in
consistent interaction with one another.
The city wide system also has helped the San Franciscan
administration in centralizing its activities. The security
department, for example, receives command from a central
location and this is based on the information relied to DTIS
(Jha, 2008). The unification of a command base is important in
ensuring that there is no redundancy and thus all the resources

4. that are available are optimally used.
4. How has the system installed by DTIS helped integrate
information among city agencies? What difference would this
make for customer service?
The DTIS CRM system that has been adopted by San Francisco
has indeed helped to integrate the information system in the
city. As noted in the section above, all the departments have a
single source from which they draw raw data from. Also, it is
good to note here that, most of the information that is given
through the system is unsolicited (Francis, 2012). Thus, this
helps the city management to come up with a clear guideline on
the rate of occurrence of various incidences. Such data when
coming from a single source helps in simplifying the research
work which needs to be continuous in any organization (Jha,
2008).
For example, about potholes in the street, a tree that wants
decorating and a lot more requests. The collaboration can make
thing simpler to give people options to communicate to the
government about problems that have to be reports (Loftus,
2007).
5. Considering the types of information systems discussed in the
chapter, what type of system is this? How would you
characterize this system?
This type of information system is “Enterprise System” as it is
about CRM. In addition, Transaction Processing System (TPS)
was discussed in this case study too because it supports
transaction. Executive Support System (ESS) is the last
information system that was used in this case study because it
prepared high level activity reports for senior managers.

5. In addition, in the chapter we have covered various types of
information systems. The CRM used by the San Franciscan
government is a DSS or decision support system. This is a
system that is used to make critical decisions. It also assists the
management to come up with its goals and objectives (Jha,
2008). The single source of the data system that is used by the
San Francisco government helps identify areas of concern that
must be addressed. The calls are used to determine the urgency
of the mater and thus help the city management in deciding how
to allocate resources to different occurrences (Peel, & Mike,
2002).
Furthermore, the system can be classified as the Management
information system (MIS). A management information system is
a system that helps the management of an organization by
supplying information to the management. As noted, the CRM
system adopted here is directly linking all the departments in
the management of San Francisco (Jha, 2008). However,
considering the two classifications, the system would better be
classified under the decision support system.
References
Francis, B., (2012). Customer Relationship Management. New
York: Wiley. Retrieved from
books.google.co.ke/books?id=BBat770XfJIC&printsec=frontcov
er&dq=Customer+R
elationship+Management&hl=en&sa=X&ei=MsnQUe-
BEYSN4gTUl4DoAg&redir_esc=y#v=onepage&q=Customer
Relationship
Management&f=false
Jha, L., (2008). Customer Relationship Management: A
Strategic Approach. New York:
SAGE. Retrieved from

6. http://books.google.co.ke/books?id=NbnZwhUjlF0C&printsec=f
rontcover&dq=Cust
omer+Relationship+Management:+A+Strategic+Approach&hl=e
n&sa=X&ei=tsnQ
UZmJPIeM4gSq7YGwCA&redir_esc=y
Laudon, J., & Laudon, K. (2012). Management information
systems. Upper Saddle River,
New Jersey: Pearson.
Loftus, T. (2007). Sfgtv customer relationship management
CRM San Francisco. Retrieved
from http://www.youtube.com/watch?v=2eoEoaev9BI
Peel, J., & Mike, G., (2002). Crm: Redefining Customer
Relationship Management. Mason:
Cengage brain. Retrieved from
http://books.google.co.ke/books?id=R4ath4NZcPkC&printsec=fr
ontcover&dq=Crm+
Redefining+Customer+Relationship+Management&hl=en&sa=X
&ei=A8rQUYHaLuXR4QSdm4HABA&redir_esc=y
The article talks about Big Data in reference to individuals that
are helping corporations store and track information that is very
personal to them. I think Big Data really started that simple, as
massive amounts of data stored for individuals. It seems now
that Big Data has evolved into not only massive amounts of data
but massive amounts of data that can be analyzed in ways that
can better determine who you are, what you do, what you want,
what you own, and potentially guide you to who you will
become in the future. While individuals take part in this
Quantified Self idea, they continue to provide these
corporations with more and more data to aid in their algorithms
that guide them to cater marketing and provide feedback on the
individual. To compare, social media allows individuals to
share whatever they want with the world in ways they have
never shared before but mainly through decisions the person
makes in terms of posting or not posting something. These QS

7. people are practicing the sharing of themselves but in a
different manner, in data. I imagine that most of these QS
people are focusing on improving themselves and quantifying
who they are to find ways to improve themselves. While this is
actually taking place, they are also improving the corporations
that are working harder and harder to make money off of them
and others. If every corporation cared at the end of the day
about the individual, I think this all sounds great. However,
most corporations care more about the bottom line and making
their shareholders happy. This is where the use of this data
comes into question.
The link to the article below discusses transhumanism and how
the use of technology to make decisions like this can take us
beyond human. In the case of QS, technology can guide us to
buy a product or supplement or to exercise longer or harder or
to eat something specific to be healthier by whatever standards
are built into the algorithm that guide us to 'make decisions' that
clearly aid the corporation potentially more than ourselves. The
transhuman idea is more innocent is corporations taking
advantage but cannot be ignored. The end of the article
discusses how the website Kayak places cookies on our
computers and raises prices based on how many times you have
viewed items on their website to create the illusion of value.
This illusion prompts users to buy tickets at prices higher than
they may have otherwise. While this doesn't speak directly to
the QS, it's a clear example of a corporation using big data sets
along with sales techniques to guide our behavior. Big Data
could have a place, but we need to find a way to keep profits
out of it and focus on the betterment of the human race.
Corruption has always existed though and I would encourage
skepticism with anyone showing you through data who you are
and who you will/should become.
http://highbrowmagazine.com/2558-hold-ethics-surveillance-
data-mining-and-destruction-personal-privacy

8. Chapter 6 Foundations of Business Intelligence
Case 2: Data Warehousing at REI: Understanding the Customer
Tags: integrating data from all customer contact points;
understanding customer interests; corporate
strategy; Web marketing; IBM DB2; data warehousing; retail
Summary: REI uses IBM data warehousing technology to
achieve its vision of understanding what its
customers want, and how they want to interact with the
company. L= 4:39.
URL:http://www.youtube.com/watch?v=fUSEtLlwzNg
Case
REI (Recreational Equipment Inc.) is an American consumers'
cooperative that sells outdoor recreation gear
and sporting goods via the Internet, catalogs, and over 90 stores
in 27 states. It opens six to eight new stores
each year. REI's sales exceeded $1.4 billion in 2008. Its major
competitors in the U.S. include many other
sporting goods retailers. REI is the largest consumer co-op in
the U.S.
A consumer's cooperative is a business owned by its customers
for their mutual benefit. The goal of a co-op
is to sell quality goods and services at the lowest cost to its
consumers, as opposed to the traditional model
of selling goods and services at the highest cost that consumers

9. are willing to pay. However, a co-op is no
different from traditional firms in the following regard:
databases and information management still play
key roles in efficiency and strong customer service and are
critical to the company's bottom line.
There is a one-time fee of $20 for lifetime membership to REI.
The company normally pays an annual
dividend check to its members equal to 10% of what they spent
at REI on regular-priced merchandise in the
prior year, although this is not guaranteed. The refund, which
expires on December 31 two years from the
date of issue, can be used as credit for further purchases or
taken as cash or check between July 1 and
December 31 of the year that the dividend is valid.
In order to better understand its three million active co-op
members and customers, REI launched an
initiative to build a data warehouse containing many different
types of information about its customers. To
better serve its customers, REI needs to know precisely what
they do in the outdoors. With the help of IBM,
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REI hopes its data warehouse will allow them to identify and
organize all of the ways that each customer
interacts with the company, including what they bought online
or retail outlets, whether they attended
special training sessions for equipment and outdoor activities,
or items they returned.
REI also deployed IBM's DB2 9 Viper technology to run REI's
marketing campaigns. REI's site will
recognize its members when they log in, allowing them to serve
up content customized towards individual
users
Case Study Questions
1. What is a data warehouse and why is REI building one?
2. What are some of the disadvantages of consumer cooperatives
compared to 'traditional' firms?
3. Describe some of the marketing strategies that REI's data
warehouse will allow them to use. Would these
have been possible before the data warehouse was built?
4. What are some of the risks or concerns surrounding the
creation of a data warehouse?
5. Why do you think REI chose to work with IBM's data

11. warehouse technology?
Copyright © 2009 Kenneth Laudon. Copyright © 2009 Pearson
Education.