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Otisline

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PRE-CASO OTISLINE
ELEMENTOS DEL PROBLEMA
Que Está Pasando
OTISLINE presenta el problema de falta de atención en el tema de garantías sobre la calidad del servicio a los clientes en horas inhábiles.
A Quien * Brad Robertson Responsable del Servicio Técnico de Otis Elevador. * Tim Clark persona Responsable Del Desarrollo De Sistemas * Bob Smith Presidente de Otis * John Miller Director del Departamento De Información * Elish Graves Otis Fundador de la Compañía.
Debido A Que
La mayor problemática de la empresa se debe a su mala respuesta rápida a los clientes, lo cual hace que los clientes queden insatisfechos y busquen a la competencia. Esto iba en contra de la misión de la empresa, ya que ellos buscaban mejorar su servicio al cliente para lo cual, se le permitió a NAO a mejorar la calidad del servicio y brindar una herramienta competitiva.

Análisis De Proyectos IT
Análisis Del Proyecto IT * Factores de Riesgo * Poder de negociación de los clientes: Al momento de los clientes no sentirse satisfechos, ellos pueden buscar a la competencia. * Mala Atención al Cliente: el tiempo de servicio y atención al cliente no era efectiva en horarios no hábiles. * Apoyo para la solución del problema: * Se contó con el apoyo de NAO y la aplicación del sistema de gestión de servicio. *
Apoyo De Dirección General
La dirección decidió involucrarse en las operaciones de OTIS, debido a esto se tomó la decisión de detener el desarrollo de sistemas nuevos para apoyar a determinar el rumbo específico de las aplicaciones que servirían para permitir al operador a responder a un cliente en menos de un segundo. Así mejorar el servicio al cliente.
Supervisión
El seguimiento de la implementación del sistema de Gestión de Servicio de NAO fue dado por el departamento de Servicio Técnico y así poder continuar con las soluciones a los clientes en un término menor de tiempo, esto para poder obtener la información del cliente y el servició de una manera rápida.
Uso De La Solución
El control remoto de los ascensores así como el desarrollo he implementación de nuevas tecnologías, los teléfonos en cabina y terminales portátiles. Estas son propuestas para la posible solución con los nuevos puntos de acceso para mejorar el servicio al cliente.

Equipo de trabajo
Las nuevas funcionalidades de los sistemas y programas requieren de que los operarios estén actualizados para el correcto uso y manejo de los mismos. El entrenamiento de los operarios para tener una respuesta inmediata a los clientes y así atender las necesidades de los clientes en caso de necesitar apoyo, las 24 horas.
Innovación
La implementación del brindó una doble utilidad de las ventas, ahorrándose así exactamente 5 millones por año. Estas mejoras disminuirán el tiempo de atención al cliente, éste nuevo sistema hace que los clientes se sientan seguros y se les proporcione un mejor servicio a los clientes, creando así una ventaja competitiva y una estrategia de diferenciación con enfoque a la respuesta rápida.
Estrategia Empresarial y Tecnológica
El bussines plan consistió en introducir tecnología de la información en 1981 para comprobar la viabilidad del departamento de atención al cliente centralizado. Se utilizaban contestadores automáticos en los fines de semana y para las llamadas no importantes, que era ineficiente. Por lo tanto Brad Robertson decidió iniciar el proyecto OTISLINE lo que mejoraría la visibilidad de la empresa de servicios y ayudar a una mejor gestión de las operaciones en curso. OTISLINE reduce drásticamente la capacidad de respuesta de las solicitudes de devolución de llamada del cliente. También mejorar la calidad de la gestión de llamadas y la retroalimentación de servicio.

Hechos e inferencias Hechos | Inferencias o Supuestos | Implementación del sistema NAO | Reducción del tiempo de respuesta, lo cual solo un sistema podría hacer. Un sistema centralizado permitiría a la empresa a aceptar llamadas en horarios no hábiles. | Implementación del sistema SGS | Obtener respuestas en tiempo de los clientes sobre la calidad del servicio, alineándose a una solución efectiva y económica. |

Problemática Problema | Causa | Herramienta de Análisis | La jornada para atender clientes a distintos horarios no existía. Horarios en donde no se puede atender al cliente 24 horas. | Clientes llamaban fuera del horario de trabajo. | Fortalezas * Respuesta rápida para los problemas técnicos. * Operarios capacitados Oportunidades * Invertir en la adquisición de nueva tecnología. * Mantener actualizado al personal operario.Debilidades * Problemas técnicos sin resolver a tiempo. * Base de datos y sistema de información obsoleto.Amenazas * Clientes con alto poder de negociación. * Alta competencia en servicio al cliente * Nuevos competidores. | El soporte técnico y así mismo el mantenimiento era demandado por el cliente. Si este no podía ser atendido este buscaba a la competencia, la cual tenia poder. | Sistema de información de retroalimentación poco efectivo. Lo cual hacía que los clientes buscaran nuevos proveedores del servicio. Poder de negociación del cliente. | |

Análisis
El utilizar OTISLINE como herramienta permitió colocar un centro de mantenimiento y atención al cliente. Una herramienta que opera las 24 horas del día, siete días a la semana, recibiendo llamadas de los clientes desde la administración de los edificios y los usuarios y así poder atender lo más rápido posible: Pudiendo OTIS enviar equipos de mantenimiento a los edificios. Podemos decir que el utilizar el servicio de OTISLINE pudo ayudar a superar las expectativas del cliente ya que aproximadamente por día se recibían 2,400 llamadas siendo éstas atendidas y sirviendo al cliente, esto le permitió a la empresa a formar una base de datos de cada eventualidad y de cada elevador en cada edificio.
Los factores clave que hicieron que la instalación de OTISLINE exitosa fueron: * Involucrar a la alta dirección para que el proyecto fuera posible. * Los equipos creían en los resultados y beneficios que esto iba a entregar al cliente. * Los reportes que creaba OTISLINE fueron valiosos para los ejecutivos ya que éstos podía tomar decisiones y prevenir un mal funcionamiento.
El éxito de este proyecto se puede medir en tres niveles: * La instalación: una instalación efectiva y sin problemas. * El uso: operadores bien capacitados, gerentes capaces de generar información valiosa. * Los beneficios para: * El cliente: generar un servicio de calidad y satisfacer las necesidades del cliente. * La empresa: reducir su mala atención al cliente, brindar un servicio real y medible, más importante un servicio de calidad. Una reputación buena utilizando una estrategia de diferenciación por servicio.…...

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