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

Name Jarrod Morton
NetID jmor965
Group Number: 444
Website Link: http://infosys110group444.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Mira Lee Tuesday 9am
Time Spent on
Assignment:
25 hours Word Count: 1494

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EMERGENCY ALERT HAS NEVER BEEN
EASIER
INTRODUCTION
A widespread problem that is having escilating effects on society is the inability to contact
emergency services without a phone and the safety issues that result.
The emergency alert bracelet merges the commericalised time piece with gps technology.
This device functions to alert emergency services in the event of a crisis with the press of a
button, providing the nearest respective department with the customers details and
location in real time.
3. BUSINESS SECTION
3.1 Vision
To make the world a safer place by providing personal locator technology.
3.2 Industry Analysis: Locator Beacon industry
Industry: Locator Beacon industry
Force: High/Low: Justification:
Buyer power: High There are multiple product options for customers
to choose from in the Locator Beacon Industry
including ACR, McMurdo and Kannad, which
result in buyer power being high. (NOAA, n.d).
Supplier power: Low There is a broad array of GPS suppliers that
companies in the Locator Beacon Industry can
choose from, which results in low supplier power.

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(Arknav, n.d.)
Threat of new entrants: Low Barriers to entry in the locator beacon industry
are significantly high. This is due to the large set
up costs including factory, machinery and
research and development.
Threat of substitutes: High Locator beacons can be substituted for traditional
means of contact such as radio, mobile phone
and distress flares.
Rivalry among existing
competitors:
High Locator Beacons are becoming increasingly
popular which is raising the rivalry among existing
competitors. Between 2011 and 2012 the number
of locator beacons registered by NOAA increased
by 4,194. (O’Connors, 2013).
Overall attractiveness of the industry: High buyer power, high threat of substitutes and
high rivalry among competitors, along with a large initial financial outlay are all contributing
factors to the fairly unattractive appearance of the locator beacon industry.
3.3 Customers and Thei r Needs
Breaches of safety has a global reach and is often unforeseen. The unpredictable nature of
this problem ultimately results in victims being anyone, anywhere, anytime. In effect, the
product will be sold to the general population, however the target audience that will take
primary importance is elderly gentlemen and adventure seekers.
Elderly gentlemen require a product that can alert emergency services if they are in a
dangerous predicament and are unable to reach a phone. This target audience is in dire
need of the emergency alert bracelet as falls are the primary reason for injury in New
Zealand (St John, n.d). Adventurists such as trampers and boaties constantly place
themselves in high risk situations without an easy tool of emergency communication. In the

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United States 476 lives were lost in 2011 before the coast guard could be notified (United
States Coast Guard, 2011). Also in the United States between the years 1992 and 2007,
rescue operations were conducted for 78,488 individuals (Thomas, 2009).
3.4 The Product and Service
The watch design of the emergency alert bracelet targets elderly gentlemen as they are
often stuborn and believe that wearing obvious alert equipment will suggest incompetence.
The device is constantly attached to the user which allows it to be used if an individual falls
over and is unable to reach a phone or verbally request assistance.
Waterproof capabilities of the device allow it to be used in a range of environments,
including on a boat and during bushwalks. If an individual gets lost or finds themselves in
difficulty, the simple press of a button will alert the respective authority and allow the
emergency department to track the location of the individual in danger.

3.5 Suppliers and Partners
Suppliers of advanced and reliable GPS technology will be required for the tracking function
of the product to be successful. Arknav International, Inc is a supplier of GPS tracking
software that can mould supplies based on criteria advised by the customer (Arknav, n.d).
Alert software supplier Alarm NZ will be used to connect the alarm to emergency services
using broadband technology (Alarm New Zealand, n.d). This will provide the device with a
reliable method of alerting authority.
Major partners of the emergency alert bracelet are the three primary fields of emergency
service; NZ Police, St Johns Ambulance and NZ Fire Department. A concrete relationship
with these partners is crutial to the products survival and growth. For a mutual benefit to be
achieved, emergency services must establish corresponding systems that compute with the
product’s functions. The emergency alert bracelet will partner with Casio which is a high
quality waterproof, digital watch manufacturer. This will create a competitive advantage for
the product by providing a point of difference in the locator beacon industry. By using

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foundations of the well known G-Shock watch, customers will have confidence in the
products reliability due to their highly regarded procurement activities (Casio, 2013). This
will benefit both the company and Casio financially.
3.6 Strategy: Differentiation
The intended customer audience is widespread as the problem in question has the potential
to affect anyone, therefore the competitive scope will follow a broad market approach.
On account of the high research and development costs, production costs and marketing
costs, including fusion with a high quality watch manufacturer, the product will be available
to customers at a relatively high price. The initial release of the product will follow a high
cost, broad market strategy.
The overall strategy is therefore Differentiation
3.7 Value Chain Activity: Service after sale
The most important value chain activity for this business is Service after sale.
Cooperation with customers is the primary component of ‘service after sale’ that adds value
to the product. In order to confidently charge a high price for the product it is crutial to
ensure that the product is complying with a high standard of reliabilty and is providing
customers with an easy to use tool of alerting emergency services. The performance of the
product must be monitored in regards to consumers success in alerting authority of
location.
3.8 Business Processes
3.8.1. CUSTOMER COMPLAINT PROCESS – A process must be implimented in order for
customers to relay information and complaints about the product. This information can be
used to improve or fix aspects of the product so that it aligns seamlessly with customer
requirements and expectation.


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3.8.2. PRODUCT UPDATE PROCESS - A continual assessment of the product’s quality and
features is required to ensure that the product is keeping up with technological
developments and therefore continuing to provide up to date personal locator technology
as a safety tool for customers. All updates made to the product must be relayed to the
customer to ensure that they continue to use their device in the correct manner.

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3.9 Functionalities
3.9.1. CUSTOMER COMPLAINT PROCESS
 View and assess complaints from customers
 Resolve issues for customers
3.9.2. PRODUCT UPDATE PROCESS
 Create updates for product
 Release updates to customers
3.10 Systems

3.10. 1. CUSTOMER SERVI CE SYSTEM - Complaint information captured from the feedback
system will be automatically transferred to the appropriate department to resolve customer
issues. To “resolve issues for customers” the system will use customer service operators and
specialist technicians to resolve any problems cutomers may face quickly and efficiently to
ensure ultimate customer satisfaction. The customer centred system will automate the
linkage between departments to ensure cohesiveness when dealing with the customer.
3.10. 2. UPDATE IMPLEMENTATI ON SYSTEM – This system creates a strong communication
bridge between the company and its customers. Customers can be informed immediately of
any product updates through relationship management tools such as personalised email
alerts. These automated customer relationship tools will drive the “release updates to
customers” functionality of the product update process. Quick, personalised information to
customers will aid in maintaining high satisfaction and retention.
3.10. 3. CUSTOMER FEEDBACK CAPTURING SYSTEM - This system will involve a customer
feedback forum and a 24 hour call center to manage the functionality of “view and assess
complaints from customers”. All customer feedback will be addressed and filtered into
improvement information or complaint information. Improvement information captured in
this system can be used to “create updates for customers”, while complaint information will
be relayed to the customer service system. Customer feedback is crucial to the company’s
vision, as it is manditory that customers constantly feel safe as a direct result of the personal
locator technology.

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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. Customer
complaint
process
1. View and assess complaints from customers

2. Resolve issues for customers
Customer feedback capturing
system

Customer service system
Transaction processing
system

Customer relationship
management system
2. Product
update
process
1. Create updates for product

2. Release updates to customers
Update implementation
system

Update implementation
system
Collaboration system

Customer relationship
management system

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CONCLUSION
In order to create a safer world through personal locator technology, information systems
and technology must be enforced in all aspects of the company. In an industry where
instantanious product response is expected and required, it is key for the entire process to
be faultless. Therefore the automation of business processes is an instrumental requirement
for the company to thrive in the industry.
REFERENCES

1. O’Connors, C. (2013). Taking the “Search” out of Search and Rescue. The SARSAT
Beacon, 3(1), 1-7. Retrieved from
http://www.uscg.mil/hq/cg5/cg534/EmergencyBeacons/2013SARSATBeacon_Vol_3.
pdf

2. NOAA. (n.d). What’s new at SARSAT. Retrieved from
http://www.sarsat.noaa.gov/new.html

3. ARKNAV. (n.d). GPS Tracking Software. Retrieved from
http://gpstracker.arknavgps.com.tw/en/2_221/manufacturer/GPS_Tracking_Softwar
e_id23464.html

4. St John. (n.d). Information for GP’s. Retrieved from
http://www.stjohn.org.nz/Medical-Alarms/For-GP/
5. United States Coast Guard. (2011). United States Coast Guard Search and Rescue
Summary Statistics 1964 thru 2011. Retrieved from
http://www.uscg.mil/hq/cg5/cg534/sarfactsinfo/SAR_Sum_stats1964-2011.pdf

6. Thomas, P. (2009). Search-and-rescue operations in national parks numerous and
costly, but effective. Retrieved from
http://latimesblogs.latimes.com/outposts/2009/10/searchandrescue-operations-in-
national-parks-numerous-costly-but-effective.html

7. Alarm New Zealand. (n.d). Medical alarm servers. Retrieved from
https://alarmnz.com/Public/Technology/Medical/Default.aspx

8. Casio. (2013). Responsibilities to suppliers. Retrieved from
http://world.casio.com/csr/exchange/




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