Amtrak 2012 Annual Report Download - page 63

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The full deployment of back office Food & Beverage and Warehouse Inventory Management
System occurred in June 2011. This deployment replaced EATEC, an outdated and unsupported
system, as the system of record for Food & Beverage data and provided significantly enhanced
controls and reporting. Deployment of a base POS solution in Acela Express bistro cars began in
September 2011 and concluded in November 2011. Development of full POS functionality for
café and dining cars, begun in FY11, will conclude in FY12. This will allow for POS deployment
in all food service cars across the system in FY12.
Pricing - $0.5M
o Service Fees - $0.5M: The goal of the Service Fee project is to build the ability to apply a "ticket
fee" based on the channel utilized to perform a specified transaction. This is intended to
influence customer behavior, specifically to encourage customers to use self-service distribution
channels when that option is available to them. It is envisioned that such fees will be applied on a
per-reservation or per-passenger basis.
Authorized users will be able to establish and manage a service fee structure that will be assessed
when a customer books and pays for travel based on the channel selected for the transaction.
Customer Service- $3.0M
o Human Emulation Technology - $3.0M: The goal of the Human Emulation Technology (HET)
project is to procure and install an application that will enable Amtrak staff serving multiple
service channels to answer customer questions and or/provide issue resolution. The HET
software will help improve customer self service online by querying an automated system that
recognizes natural language dialog and searching through an intuitive knowledge base. A key
component of the HET software solution will include a state of the art user interface (often
referred to as a virtual agent). Amtrak expects to derive many benefits from deploying a Human
Emulation Software application, including:
Delivering enhanced customer experience: By providing fast and accurate answers to
questions without interrupting their online service this will improve customer satisfaction
and customer experience across multiple service delivery channels (Amtrak.com, Contact
Center, Station Agents, etc)
Lowering customer service costs: Reduce the number of questions submitted to live
agents via phone or email. This application will be used across all customer service
channels to minimize human interaction and the associated costs
Increasing Sales Opportunities: By providing personalized product suggestions in an
interactive manner this will help customers find the right products and services and also
lead to potential up-sell/marketing opportunities
Improving understanding of our customers: Through these interactive self service
engagements with customers we will gather valuable “voice of the customer” and
competitive market intelligence data from customers based on analyzing conversation
flows between the virtual agent and customer
Mechanical
Overview of the Department
FY2012 Budget Post Board 1.20.12.doc 63 of 79
The Mechanical Department is responsible for the maintenance, repair and upgrade of all of Amtrak’ s
rolling stock (cars and locomotives). With a total labor force of approximately 4,900 employees who are
located at eleven (11) major terminals and three (3) back shops throughout the Amtrak system, this
department cleans, maintains, repairs, modifies and overhauls the fleet of cars and locomotives to provide