How Did The DTIS CRM Team Change The Business Process For Dealing With Abandoned Vehicles In San Francisco
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 redesigned the business processes in a way that instead of the old voicemail system, people with complaints now could still call the old number, but would be helped by a person so complaints would be dealt with immediately and information would be more complete because the employee could ask questions during the call.
Customers needed to dial a number, leave a voicemail, which had to be listened to by an employee of the abandoned vehicles office, who had to pass it through to a field officer, who had to write a towing ticket. There were some problems connected to this method, namely the customers didn’t know what number to dial most of the time, sometimes there were multiple registrations about the same vehicle and this method took a lot of time between all the steps it took.
Because just changing the CRM-system, wouldn’t solve the problems regarding the complaint intakes. So the DTIS CRM team, first looked at the business processes and did an overhaul on the existing CRM program according to the needs of the government employees.
2. Why is a CRM particularly useful for the support of “interaction” jobs (described in the text chapter) as opposed to “transaction jobs?”
“Interaction” jobs tend to be professional jobs in the service sector that require close coordination, and collaboration. Professional jobs require substantial education, and the sharing of information and opinions to get work done. Each actor on the job brings specialized expertise to the problem, and all the actors need to take one another into account in order to accomplish the job. “Transaction” jobs a transaction usually means a sequence of information exchange and related work (such as database updating) that is
They redesigned the business processes in a way that instead of the old voicemail system, people with complaints now could still call the old number, but would be helped by a person so complaints would be dealt with immediately and information would be more complete because the employee could ask questions during the call.
Customers needed to dial a number, leave a voicemail, which had to be listened to by an employee of the abandoned vehicles office, who had to pass it through to a field officer, who had to write a towing ticket. There were some problems connected to this method, namely the customers didn’t know what number to dial most of the time, sometimes there were multiple registrations about the same vehicle and this method took a lot of time between all the steps it took.
Because just changing the CRM-system, wouldn’t solve the problems regarding the complaint intakes. So the DTIS CRM team, first looked at the business processes and did an overhaul on the existing CRM program according to the needs of the government employees.
2. Why is a CRM particularly useful for the support of “interaction” jobs (described in the text chapter) as opposed to “transaction jobs?”
“Interaction” jobs tend to be professional jobs in the service sector that require close coordination, and collaboration. Professional jobs require substantial education, and the sharing of information and opinions to get work done. Each actor on the job brings specialized expertise to the problem, and all the actors need to take one another into account in order to accomplish the job. “Transaction” jobs a transaction usually means a sequence of information exchange and related work (such as database updating) that is