CALL CENTERS (CENTRES) - Faculty of Industrial Engineering and ...

Keywords: Marketing financial services, Product strategy, Promotional strategy, Distribution of
services, Customer service
5. Roberts, M.J. ACTC Customer Service Department. Case, Harvard Business School, 1993, 10
pp. Ref. No.: 9-393-056.
Abstract. Focuses on the young general manager of a new cable TV system, and on its customer
service department. Jeanne LaFrance, the general manager, has an uneasy feeling about the way
in which the department is being managed. She sees symptoms of what she suspects are serious
problems. It takes too long for customer service reps to answer the phone, many customers hang
up before their call is answered. There is little in the way of performance standards, measures,
or controls. Yet there is not enough data in the case for students to resolve these issues. The
objective is to develop a plan for learning about these problems. What are their hypotheses
about the issues? What analysis would they need to do to address these issues? How would
they get the data to do this? A companion case to Jeanne LaFrance.
Keywords: Customer service, Growth management, Operations analysis, Organizational design,
Organizational problems, Telecommunications
6. Husock, H. Central Complaint and Information Service for Louisville: City Hall (A). Case,
Kennedy School of Government, 1996, 12 pp. Ref. No.: KSG1355.0.
Abstract. The belief of Louisville, Kentucky Mayor Jerry Abramson in improved service to
citizen “customers” leads to the 1989 establishment of a centralized complaint/information
system—a single phone number to which complaints or inquiries about any of the city’s 25
departments can be made. But despite apparent success and a high public profile, managers of
the “CityCALL” system become frustrated with what they view as inefficiencies in their relationships
with other city agencies. Some are linked to CityCALL by computer; others show little
apparent inclination to cooperate. The case calls for consideration of how City CALL could be
improved through the vehicle of Louisville’s “CityWork” system, in which public employees, in
a retreat-style setting, are called upon to offer specific suggestions for change.
The case explores the evolution of an innovative program—its unexpected side effects and the
sort of resistance it encounters. It highlights, as well, Mayor Abramson’s contention that a
system of cooperative program evaluation—CityWork—can lead to efficiencies which rival public/private
competitive bidding and other “privatization”-style strategies.
Keywords: Customer service, Innovation, Privatization, Technological change
7. Husock, H. Central Complaint and Information Service for Louisville: City Hall (Epilogue).
Case, Kennedy School of Government, 1996, 2 pp. Ref. No.: KSG1355.1.
Abstract. As above in previous item.
8. Kaboolian. Ruthless with Time and Gracious with People? Teleservice at the Social Security
Administration. Case, 1996, 9 pp. Ref. No.: KSG1338.0.
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