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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Cavin Toh
NetID ctoh185
Group Number: 505
Website Link:
http://infosys1102014group505.blogspot.co.nz/p/blog-
page_5.html
Tutorial Details
Tutor: Day: Time:
Johnnie Shubert Wednesday 12pm
Time Spent on
Assignment:
10 hours Word Count: 1421

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A CARPAION ANYWHERE ANYTIME
INTRODUCTION
Carpaion was created to solve a critical problem within society. The problem being The
reserved culture towards car pulling. This has was caused by past ill experiences to the
sterotype that car pulling is hard to coordinate and plan with other road users. This has
resulted in an increased in taffic congestion and high transportation cost. The soloution,
Carpaion, will utilise current technology such as an interactive website paired with a
smartphone app on Carpion cloud database to help improve communication and security
for potential users.
3. BUSINESS SECTION
3.1 Vision
To ensure every carpions journey is safe and efficient everywhere around the world.
3.2 Industry Analysis: Public transport industry
Industry: Carpooling transport industry
Force: High/Low: Justification:
Buyer power: High Buyer power would be high as there are many
various other companies which offer match
making car pooling services in New Zealand.
(Abrahamse, W., & Keall, M, 2012).
Supplier power: Low Supplier power would be low as there would be
many programmers and encoders which Carpion
can employ. (Wolff, E. N, 2005)

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Threat of new entrants: High Threat of new entrants would high as the barriers
to entry are low. The barriers would only be
creating a website and pairing it to a smart phone
application which can done easily. (Djankov, S., La
Porta, R., Lopez-de-Silanes, F., & Shleifer, A, 2002)
Threat of substitutes: High Threat of substitutes would be high due increase
various of transport such as trains, ferries and
buses which have been improved by the increase
spending in infrastructure and accquiring more
resources especially in major cities like auckland
where the root problem is more evident. (Lowrie,
M. 2014)
Rivalry among existing
competitors:
High Rivalry among existing competitors is high as
there are many companies competeing to supply
such a service in the New Zealand market due to
competitors realising its profitability. (Buliung, R.
N., Soltys, K., Habel, C., & Lanyon, R. 2009)
Overall attractiveness of the industry: This is not a good industry to get into as there are
already a high number of competitors within the industry and there are low barrier to entry
would could result in more competitors. And as well customers having various substitutes to
choose from.
.
3.3 Customers and Thei r Needs
My Customers would be broadly targeted at anyone going to popluation centres such as
Auckland city, coming from the surburbs going to work everyday. These would most likely
be between 18-60 which could anyone being a student to everyday workers to the elderly

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going for a stroll. Therefore as well as wanting an afforable choice (Dearnaley, M. 2013). As
well it be time efficient, reliable and especially safe.
3.4 The Product and Service
The product itself would be a website based page paired with a phone application. It would
require members to get registered and then verified on Carpions cloud database via the
website, which will screen users through various identication processes, thereby ensuring
only users serious in carpooling are online. Before setting off for any journey, users will be
able to see the drivers profile, choose the most covient fuel efficient route and then
negotiate on price. While on the journey, users can ensured of their safety as the route has
already been pre determined, and if any unforseen circumstances should occur, the smart-
phone will be tracking their movement and have a panic button which would alert the police
and family members of the situation.
3.5 Suppliers and Partners
Suppliers
A telecommunications company such as vodafone and telecom which will be supplying the
communication network for which the users will be able to access the cloud network of
Carpion. They will be able to help security to find users with problems and help users track
each other. Another would be software developers, who would be able to provide the
expertise on how to create Carpion and with any additional features. And as well they would
be able to maintain Carpion cloud services and update if necessary.
Partners
One parnter will be the police or a security company which can help with any disagreements
between users. Their presence as a parnter would as well decrease any potiential user
moviated problem to occur. And another partnership would be with local council or with
government organisation such as auckland transport which may help in providing more T2
or T3 lanes which will encourage more people to use the application.
3.6 Strategy: Cost Leadership

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Cost leadership has been determined as the strategy as Carpaion will be targeting a broad
market and providing a cheap and convient soloution. Meaning that Carpaion will be
competing between not only exisiting carpooling companies but other alternative transport
means for a share of the public transport market share. And by allowing users to negoitiate
their pricing down to the cheapest price possible, it will become relativity cheaper to other
alternatives.
The overall strategy is therefore Cost Leadership
3.7 Value Chain Activity: Service after sale
The most important value chain activity for this business is Service after sale
Service after sale is vital to the organisation, as stated in the vision, safety and efficient are
two vital conpoments of Carpion. Which is linked to Service after sale as the on going
customer support that carpion will provide ensures the trust of users by business processes
such as alerting the correct authories in an event of an emergency or updating the moblie
app on a regular basis to ensure connectivity is in check. This will combine well with
Carpions strategy as it will make Carpion a cheaper alternative to normal transport and
provide a peace of mind to users.
3.8 Business Processes
3.8.1. SOFTWARE UPDATI NG PROCESS This is important to Carpion as both platforms on
computer and on moblie devices are vital to its business process and users needs such as
reliability, convience and security. Therefore by maintaining its servers and applications
Carpion is then able to provide users the safety and peace of mind they require and as well
to listen users to any issues they may have with the application.


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BUSINESS PROCESS 1 MODEL
Start
Check server status
Status Identify problem
Fix problem
Server returns to
normal service
Problem
No Problem
End
Review Customer
feedback
Personnel Information Systems

3.8.2. EMERGENCY ALERT PROCESS This is a vital part of the organisation as users wont
want to use the app if the stigma of car-pooling is unsafe. With the applications only able to
account for so many variables, the risk of an unforseen factor occuring is high. Therefore
accquiring and communications with 3
rd
party intermediaries/security are important as
users will want to know that help will be responsive and quick.

BUSINESS PROCESS 2 MODEL

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Start
End
User requests for
assistance
Security
PersonnelGoes to
user and investigate
situtation
Needs Back-up
Problem is settled
No
Yes
User/s continues
journey
Can problem be
solved
Police are called
Yes
User at fault it
apprehended and
banned
No
Victim is offered
alternative
transport
Information Systems
Person 1
Person 2



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3.9 Functionalities
3.9.1. SOFTWARE UPDATE PROCESS
Verifying customer ID
Comparing customer feedback
3.9.2. EMERGENCY ALERT PROCESS
Filling/Submiting emergency report
Alert relevant emergency services
3.10 Systems

3.10. 1. ALERT MANAGEMENT SYSTEM It will manage any panic button situations which
may arise from any journey. By pressing the button, the user will have told Carpion cloud
service he/she is in need of assistance, whereby a standby intermediary will go to the users
location using an admin version of Carpion. Whereby the intermediary will be able to
investigate and call on other services if required. Or if the situation is in need of immediate
response from the authorities, it can enable users to reach the relevant emergency services
immediately.
3.10. 2. CLOUD MANAGEMENT SYSTEM - The cloud management system will handle the
convient automatic updates and checks on the users moblie device. It would have also
sourced any new information regarding the users trips and review customer feedback on
the moblie software. The system will firstly scan to ensure user is verified, then proceed on
to update the application and fix any bugs automaticly thereby being efficiently and
convient for users.
3.10. 3. CUSTOMER PROCESSING SYSTEM The customer process system ensures that all
customers are verifited and able to be trusted to be involved with Carpion. This would
involve screening potential new users, but also checking current users to ensure that their
reputation is the same as when they first joinned. This system will link with the cloud
management system by being able to check further into current and potential users,
thereby ensuring the safety of all users.

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3.11. Summary Table: Value Chain to Systems

Value Chain
Activity
Processes Functionalities Specific Information
System(s)
Broad Information
System(s)

Service
after sale
1. SOFTWARE
UPDATING
PROCESS
1. Verifying Customer ID.

2. Comparing Customer Feedback.
Cloud Management system

Customer processing
system
Collaboration
management System

Decisional support system
2. EMERGENCY
ALERT PROCESS
1. Filling/submitting emergency report

2. Alert relevant emergency services
Process analysis system


Alert Management system
Transaction processing
system

Decisional support system

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CONCLUSION
Carpion can be the solution to stigma soundring carpooling. It will provide the efficiency
that users have come to expect from the information age that we live, combine with the
safety of the moblie application which will provide security at the push of a button. All this
can be accomplish with online and moblie application working in sync with the various
processes and system which can make Carpion an effective answer to the problem.
REFERENCES

1. Lowrie, M. (April 26, 2014). Electric trains to make auckland transports history
books. Retrieved from
http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=11244299

2. Dearnaley, M. (July 4, 2013). NZ petrol price reach record high. Retrieved from
http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=10720098

3. Djankov, S., La Porta, R., Lopez-de-Silanes, F., & Shleifer, A. (2002). The regulation of
entry. The Quarterly Journal of Economics, 117(1), 1-37.

4. Abrahamse, W., & Keall, M. (2012). Effectiveness of a web-based intervention to
encourage carpooling to work: A case study of Wellington, New Zealand.Transport
policy, 21, 45-51.

5. Wolff, E. N. (2005). The growth of information workers in the US
economy.Communications of the ACM, 48(10), 37-42.

6. Buliung, R. N., Soltys, K., Habel, C., & Lanyon, R. (2009). Driving factors behind
successful carpool formation and use. Transportation Research Record: Journal of the
Transportation Research Board, 2118(1), 31-38.