CRM for San Francisco case of study
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?
The old process used a voicemail system in which customers would have to leave a voicemail with their complaint. Then somebody else would have to listen to it and hand write it in a book. The DTIS team changed their business process by facilitating the use of the voicemail messages by automatically cataloging them into a computer system where a employee can integrate notes and keep track of repeated calls. 2. Why is a "CRM" particularly useful for the support of "interaction" jobs as oppose to "transaction" jobs?
Because CRM has to do with customer management. Dealing with customers requires pure interaction, resulting in a need to facilitate that interaction to make processes more efficient and effective. 3. How does this city-wide system help different agencies collaborate with one another?
It makes it so agencies can display and trade their information with each other efficiently and at a low cost. 4. How has the system installed by DTIS help integrate information among city agencies? What difference would this make for customer service?
It puts the information on a computer system, so that everybody in the agency can be trained to use the same type of software to run and organize their agency. This allows for an integrated customer service system, and makes it so every agency can have the availability to work with each other's information. 5. Considering the types of information systems discussed in the chapter, what type of system is this? How would you characterize this system?
It is a type of operational management system to allow for efficient customer service in an organized, public environment.
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