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INFOSYS.110 BUSINESS SYSTEMS:
DELIVERABLE 2: BUSINESS SECTION
2014

Name Jonty Thompson
NetID 8161431
Group Number: 290
Website Link: http://infosys1102014s1group213.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Yvonne Hong Wednesday 11am
Time Spent on
Assignment:
30 hours Word Count: 1649

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TRANSPORTRACKER
INTRODUCTION
Within our ever-evolving world, we are constantly encouraged to save our enviornment by
reducing our greenhouse gas emissions. To act as a solution to this problem, we are urged
to use Public Transport as opposed to our own vehicles. However, time is of the essence.
Currently the porportion of the NZ public using Public Transportation is low due to its lack of
reliability and timeliness. I believe the answer to this ongoing problem lies within the
modification of already existent solutions to better suite the technological advancements of
the 21
st
century through the effective use of a ‘TransporTracker’ accesible via smartphones.
3. BUSINESS SECTION
3.1 Vision
“To provide the NZ public and rest of the world with a technoligcally advanced smartphone
application that will transform their mentality and trust towards Public Transport through its
simplicity and affordability.”
3.2 Industry Analysis:
Industry: Mobile Transportation Application Industry
Force: High/Low: Justification:
Buyer power: Low “Customers are only looking for applications
which meet their purpose.”
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There is currently no
other live ‘Transport Trackers’ in the NZ mobile
transportation application industry, hence buyers
have limited transportation applications available
to meet their purpose/needs other than the
‘TransporTracker’.
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(Jain.S,Bansal N, 2011)

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Supplier power: Low The mobile application industry of the modern
day world is currently colossal with “over 800,000
apps in the Apple App Store.”
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Therefore the
scope ‘TransporTracker’ has in electing suppliers
of application software is very broad.
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(mobiThinking, 2013)
Threat of new entrants: High “Mobile Roadie is available in the market which
can be used by interested developers to quickly
and inexpensively build iPhone Apps.”
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Therefore
the cost of developing a new application is low
with the time taken to develop an application
being short; hence barriers to entry are low.
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(Jain.S,Bansal N, 2011)
Threat of substitutes: High The public will be able to turn to conventional
pubic transport services such as timetables and
electronic bus stop screens if they feel transport
relaibility and timeliness is satisfactory or the
application is not affordable. “Most LINK bus
stops have audible and electronic real-time
passenger information.”
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(Be. accessible, 2013).
Rivalry among existing
competitors:
Low The only existing evidence of a ‘TransporTracker’
is the “Live London Bus Tracker”
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Therefore NZ
competitors such as ‘AT Public Transport’ and
‘FerryFinder’ do not offer live tracking. Therefore
‘TransporTracker’ has competitive advantage
over existing competitiors, creating competition

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complacency.
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(Live London Bus Tracker, 2014).
Overall attractiveness of the industry: With low buyer and supplier power, organizations
such as ‘TransporTracker’ will have the upper hand with regards to control of customers and
election of suppliers within the industry. Rivalry among exisiting competitors will initially be
low however is subject to change as growth within the industry is experienced. It is also
important to recognize that as applications are released to the public and demand
increases, new entrants can be expected to enter the industry due to its clear low barriers
to entry. Overall, the prospering aspects of the industry outweigh the adverse aspects and
thus it is a relatively attractive industry to infiltrate.
3.3 Customers and Thei r Needs
The target group of customers are the NZ Public. Their needs are for transport to be highly
reliable and consistently on time. However, it is almost impossible to avoid unexpected
occurances such as motorvehicle crashes and increased traffic congestion and thus
guarantee the exact time public transport will arrive. Anthony Downs states; “rising traffic
congestion is an inescapable condition in all large and growing metropolitan areas across
the world.”
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(Downs. A, 2004) The ‘TransporTracker’ however increases timeliness and
reliability by handing responsibility over to the customer, as they are now the ones who can
ultimately determine the time of arrival and departure using the ‘TransporTracker’.
3.4 The Product and Service
For customers, their primary concern is their ability to be able to trust Public Transportation.
According to the Public Transport Users Association; “slow speeds and poor reliability are in
fact the biggest problems facing public transport”
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(Moreton. T, 2010). The GPS tracking
device placed in all modes of public transportation enables the customer to track their
transportation ‘live’ on their smartphone which therefore results in a subsequent increase
in the reliability and timeliness of public transportation as customers no longer have to
‘wonder if their transport is going to turn up’ but instead know exactly where it is and at
what time it will arrive/depart; thus increasing customers trust in Public Transport.

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3.5 Suppliers and Partners
Supplier 1 – Qualcomm
Qualcomm would supply ‘TransporTracker’ with technology software that is consistently up
to date with modern technological advancements. Examples include; Gimbal
TM
, LTE
Advanced, HSPA+ Advanced and Qualcomm Vuforia
TM
.
Supplier 2 – Smartrak
Smartrak would supply TransporTracker with the ‘Automatic Vehicle Locator GPS Unit’
(tracking device) needed to install within all modes of Public Transportation.
Partner 1 – Apple
Apple is the world leading smartphone original equipment manufacturer (OEM) and have
sole ownership over the “Application Store” which is where TransporTracker would look to
work in conjunction with Apple to market/sell their product.
Partner 2 – Auckland Transport
Auckland Transport is the Public Transport provider in NZ’s most populated city, therefore
TransporTracker would work in conjunction with Auckland Transport to install tracking
devices and determine transportation routes etc, whereby both parties will benefit.
3.6 Strategy:
Competitive Scope: TransporTracker operates and sells to a broad market as the target
market is the ‘NZ Public’ which suggests that anyone with a smartphone is able to purchase
the application, thus formulating a very broad market with the technological advancements
of the 21
st
century.
Cost Strategy: Part of TransporTracker’s vision statement is to create an application that is
‘affordable’ to the public. Hence TransporTraker adopts a low cost cost strategy whereby
the application is easily affordable to customers.
The overall strategy is therefore Cost Leadership.


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3.7 Value Chain Activity: Technology Development (and R&D)
Technology Development (and R&D) is a key value chain activity due to the ‘ever-
prominent technical advancements of the 21
st
century’ that serve as key performance
drivers amongst innovation of the modern day world. It is essential that we take full
advantage of these technological advancements in order to improve day to day
transportation activities whereby simplicity and affordability is what will ultimately create a
competitive advantage. Therefore for TransporTracker, constant Technology Development
(and R&D) is imperative in order to create business success.
3.8 Business Processes
3.8.1. SOFTWARE ADVANCEMENT AND DEVELOPMENT PROCESS – Keeping up with and
creating new technology software advancements is key to TransporTracker’s success and
maintenance of competitive advantage. Therefore it will have a team dedicated to
researching and installing new software whereby they will first carry out industry software
research, then create and place software purchase orders. Once the new software is
received, it is then able to be installed into the application whereby an application update
will take place and then made avaliable to customers.












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BUSINESS PROCESS 1 MODEL

















3.8.2. APPLI CATI ON DEVELOPMENT PROCESS – It is essential that TransporTracker has a
clear/concise application development process set out in order to optimize customer
experience and satisfaction which will subsequently increase business reputation and sales.
TransporTracker will have a team that will first analyse customer surveys and customer
complaints, followed by determining where improvements can be made and putting these
improvements into action. The modernized application will then be updated and made
available to customers whereby the effectiveness of the development process can be
evaluated and thus reviewed or protracted as needed.
Start
Research software
developments and
advancements
Create and send
software purchase
order
Receive Software
Install new software
Update Application
Make updates
available to users
End
Software Development
Department
Software Development
Department
Software Order
Processing System

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BUSINESS PROCESS 2 MODEL


Start
Understand and
analyze customer
surveys
Analyze customer
complaints
Identify where
improvements need
to be made
Execute
Modifications
Update Application
Make application
update available to
customers
End
Application Development
Department
Application Development
Department
Review and Revise
Customer Feedback
Analysis System

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3.9 Functionalities
3.9.1. SOFTWARE ADVANCEMENT AND DEVELOPMENT PROCESS
 Identification of market software trends
 Installation of new software
3.9.2. APPLI CATI ON DEVELOPMENT PROCESS
 Record inefficient/ineffective area of the application
 Determine required application modifications
3.10 Systems

3.10. 1. SOFTWARE RESEARCH SYSTEM - With developments in technology skyrocketing in
the 21
st
Century, it is imperative that TransporTracker’s research and development team
stay on top of market softare trends and remain ‘ahead’ in software advancements. The
software research system will be the pivotal factor in determining whether or not the
TransporTracker is able to maintain its competitive advantage through it’s top of the line
software designed to satsify customers needs of affordability and simplicity.
3.10. 2. SOFTWARE ORDER PROCESSING SYSTEM – Once the software development team has
reached a consensus on what updated software needs to be purchased, a software order
processing system must be put in place in order to record (inventory) purchases and
payments and thus reliably measure the inuput of software into the business so that profits
can be measured reliably and steps can be taken towards making the TransporTracker the
most ‘technically advanced smartphone application in the world.’
3.10. 3. CUSTOMER FEEDBACK ANALYSI S SYSTEM – As customer surveys and subsequent
complaints are collected by the Application Development Team, the customer feedback
analysis system will initially record the reported inefficient and/or innefective areas of the
TransporTraker as quoted by customers. The system will then effectively identify the
application modifications that are required in order to respond to and satisfy customer
needs, whereby the flow-on effect is an increase in the publics trust in Public Transport.

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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)

Technology
Development
(and R&D)
1. Software
Advancement
and
Development
Process
1. Identfication of market software trends

2. Installation of new software
Software Research Sysem

Software Order Processing
System
SCM

TPS
2. Application
Development
Process
1. Record innefective/inefficient area(s) of
the application.

2. Determine required application
modifications
Application Review and
Revision System


Customer Feedback Analysis
Systems
DSS


CRM

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CONCLUSION
TransporTraker is the evolution of Public Transportation. With Global Warming being an
ongoing problem within our modernized world, pollution needs to be reduced and New
Zealand is the place to start. The public requires constant reliability and timeliness of public
transport in order to gain it’s trust and increase its subsequent usage. With TransporTraker’s
competitive advantage combined with the infiltration of the mobile application industry
being relatively attractive; TransporTraker will look to shed a positive light on Public
Transportation in NZ through the transformation of the publics mentality and trust.
REFERENCES

1. Jain. S., Bansal. N. (2011) Mobile Applications. A consulting report that defines the
entry strategy for client company, (1), 17. Retrieved from
http://www.slideshare.net/shwetaj/mobile-applications-7643425

2. mobiThinking. (2013). Global Mobile Statisitics 2013 E: Mobile Apps, app stores,
pricing and failure rates. Retrieved from http://mobithinking.com/mobile-marketing-
tools/latest-mobile-stats/e#appwebsubstitute

3. Be Accessible. (2014). Buses around Auckland City. Retrieved from
http://www.beaccessible.org.nz/find/get-around/buses/buses-around-auckland-city

4. Apple iTunes. (2014). Live London Bus Tracker – TFL Transport Bus London Live
Countdown Time, Route and Map. Retrieved from
https://itunes.apple.com/nz/app/live-london-bus-tracker-tfl/id514508445?mt=8

5. Downs. A. (2004). Why Traffic Congestion Is Here to Stay … and Will Get Worse. (25),
19. Retrieved from http://www.uctc.net/access/25/Access%2025%20-%2004%20-
%20Traffic%20Congestion%20is%20Here%20to%20Stay.pdf

6. Morton. T (2012) Common Urban Myths about Public Transport. Public Transport
Users Association (8). Retrieved from http://www.ptua.org.au/fast.shtml

Qualcomm. (2014). Transcendent Technologies. Looking to push the boundaries oh
what’s possible in mobile. Retrieved from http://www.qualcomm.com/technologies

Smartrak. (2014). AVL GPS Unit. The Smartrak AVL GPS Unit for accurate GPS vehicle
tracking. Retrieved from http://www.smartrak.co.nz/info/vehicle-tracking.aspx