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

Name Almirah Mohammed
NetID Amoh830
Group Number: 324
Website Link: http://infosys1102014s1group324.blogspot.co.nz
Tutorial Details
Tutor: Day: Time:
Olivia Schultz-Duffy Friday 9am
Time Spent on
Assignment:
31 hours Word Count: 1649
INTRODUCTION
Drivers unaware of cyclists on the road are a global issue, which must be addressed
immediately. This problem is wide as many people cycle on a day-to-day basis. This problem
is deep as it can result in injury or death. Every year approximately 9 cyclists die on NZ
public roads (Ministry of Transport, 2013).
3. BUSINESS SECTION
3.1 Vision
We envision a world where road users exercise their right to feel safe. Our vision is to create
a safe environment for road users with the belief that many road accidents are preventable
by creating tools that keep customers safe and satisifed.
3.2 Industry Analysis: Transport Mobile Application Industry
Industry:Transport Mobile Application Industry
Our organisation could enter the cyclist safety accessory industry however it needs to be
accessed by cyclists and drivers therefore a more appropriate industry is the transport
mobile application industry.
Force: High/Low: Justification:
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Buyer
power:
High There are 2192 transport applications in the NZ App store
(Apple Inc., 2014). There are no switching costs to consumers
when downloading apps.
Supplier
power:
Low There are 25 application developers in NZ (iStart,
2011).Another option is to produce the app outside of NZ.
oDesk allows users to post jobs to 16,177 application
developers worldwide. (oDesk, 2014).
Threat of
new
entrants:
High There are low barriers to entry.Apple charges a developers fee
of 99USD/year for developers to list applications on the App
Store (Apple Inc., 2014). Another barrier is development costs,
which can vary depending on skill level.For example costs
decrease if someone codes the application by themselves.
Threat of
substitutes:
High There are low set-up costs for mobile websites, which is the
cheaper alternative to applications, as they don’t need to be
listed in an app store. NZ company justresults.co.nz creates
mobile website for businesses at $499 + GST and monthly
maintenance costs of $39 (Martin, 2014).
Rivalry
among
existing
competitors:
High
In this industry there is intense competition as app features
can be copied and varied. NZ is a small market and
international firms enter this industry to increase market
share. For example NZ application Zoomy “might face
increased competition” from Uber, a US company (Adams,
2014).
Overall attractiveness of the industry:
The industry is unattractive as 4/5 forces are high. However we are entering the industry for
the prolonged positive impacts rather than profit motives. Improved safety will encourage
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people to cycle. A “5% shift from cars to cycling saves $37 million in fuel costs”(Macmillan,
2010,p.5). (Macmillan, 2014)
3.3 Customers and Their Needs
13-17 year olds experience 40 deaths/injuries per million hours spent cycling (Ministry of
Transport, 2013). Drivers are affected by this problem due to a lack of driving experience
and a lack of information (NZTA, 2014). The cyclists have a need to be seen. Approximately
58% of drivers involved in a collision claim they didn’t see the cyclist (Ministry of Transport,
2013). Drivers need to be aware of cyclists on the road. Drivers need a solution that doesn’t
distract them in the car (NZTA, 2014). Both groups need a solution that provides real-time
updates to ensure action is taken to prevent collisions.
3.4 The Product and Service
Our product satisfies the need to be seen by drivers, the need to minimize distractions and
the need to prevent collisions. CycleMinder is a mobile application that uses location
services to alert drivers of nearby cyclists, to ensure cyclists are seen. CycleMinder’s
notifications are voice based (similar to a GPS system) in order to comply with cellphone
laws and minimize distractions for the driver. CycleMinder uses GPS technology to pinpoint
the location of cyclists and drivers in real-time. The driver get a notification when
approaching the cyclists to ensure they are aware of the cyclist’s presence, then the driver
can take immediate action to prevent a collision from occurring.
3.5 Suppliers and Partners
Our suppliers include an application developer. Pocket Logistics is an NZ app developing
company. We can be confident that Pocket Logistics will supply us with an excellent app due
to their previous experience in coding location-based apps such as the Navman app.
Another supplier is a loyalty-marketing organisation. In order to attract customers we
require the services of a loyalty-marketing organisation such as AA Smartfuel. We can
appeal to drivers by providing an incentive such as discount of 2cents/litre per download.
We will partner up with local organisations such as the Cycling Advocates Network (CAN)
and the New Zealand Transport Agency (NZTA) to ensure we stay true to our vision of
creating a safe environment for all road users. CAN will help us appeal to cyclists nationwide
and in return we can assure CAN members that the risk associated with cycling will be
reduced. Another important partner is NZTA. NZTA is closely involved with the safety of
road users, they can help us promote our app to road users and we could return the favour
by reducing the number of cyclist accidents, which would reduce costs for NZTA.
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3.6 Strategy: Cost Leadership
Our vision states that road users have the right to feel safe and therefore they should’nt be
charged. We aim to keep costs low so users don’t have to pay for CycleMinder. A free app
could increase our presence in our market.
The transport mobile application market is undiversified as all customers are road users. To
ensure this app is effective we need to maximise the number of road users who download
CycleMinder. Thus we need to implement a broad market strategy to attract customers.
This will be achieved through the implementation of the loyalty-based marketing we
execute through our supplier. Our partners can help us approach a broad market as they
act as a gateway to many drivers and cyclists.
The overall strategy is Cost Leadership
3.7 Value Chain Acti vi ty: Service after sale
The most important value chain activity for this business is Service after sale
Our vision focuses on the satisfaction of customers therefore it is important that customers
are provided with ongoing service following the initial purchase. We aim to appeal to as
many customers as possible as we have a broad market. It is important that we are able to
retain our target market by keeping our customers happy.
3.8 Business Processes
3.8.1. FEEDBACK EVALUATING PROCESS
We will implement agile methodologies whereby we receive feedback from users to aid
with our app development. CycleMinder is a customer orientated app therefore it is vital
that we listen to what our customers have to say about technical issues and/or other
general inquiries. This ensures we are able to release software updates that address
customer concerns/suggestions.
FEEDBACK EVALUATING PROCESS MODEL

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3.8.2. LOCATION ANALYSIS PROCESS – To ensure effective service after sale our
customers must be happy with the performance of CycleMinder following the purchase.
CycleMinder must deliver on our promises of increased safety. This will be done through the
use of a location analysis process. This process will be used to determine the location of
cyclists and drivers and notify users in real time. Our tracking support team will assess and
improve the validity of this process. If this process is successful then the number of cyclists
collisons on the road will decrease resulting in increased customer satisfaction and/or
safety.
LOCATION ANALYSIS PROCESS MODEL


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3.9 Functionalities
3.9.1. FEEDBACK EVALUATING PROCESS
 Record feedback from customers and report back to the organisation
 Catergorise feedback and forward to the appropriate department
3.9.2. LOCATION ANALYSIS PROCESS
 Analyse a users location and be able to detect when a cyclist’s location
overlaps with a drivers location.
 Send a notification to driver to alert them of a nearby cyclist.
3.10 Systems

3.10.1. GEOGRAPHIC OVERLAPPI NG DETECTION SYSTEM – This system will track
users when they begin travelling at appropriate speeds on a public roads. This will enusre
that users location are only being tracked when neccasary and be able to detect potential
collisions that may occur. The geographic overlapping detection system runs parralel with
our vision as it enusres tha customers are safe and satisfied.
3.10.2. GEOGRAPHIC INFORMATI ON TRANSFER SYSTEM – This system will prompt
drivers when a cyclist is close to them. This notification ensures that drivers are aware of
cyclists which will reduce the number of collisions where the driver didn’t see the cyclist
causing customer satisfaction and safety to increase. This aligns with our vision as it reduces
the amount of preventable road accidents.
3.10.3. FEEDBACK RESPONSE SYSTEM - A feedback response system will align with our
vision of keeping customer’s happy as it enables us to listen and respond to customer
feedback. The acceptance of general inquiries and technical issues within the app will
ensure that we can address customer concerns and improve the experience for the
customer resulting in increased customer satisfaction. The system ensures that we are
meeting our vision by developing tools which will keep customers safe and satisfied.
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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. Feedback
evaluating
process
2. Record feedback from customers and
report back to the organisation

3. Catergorise feedback and forward to
the appropriate department

Feedback response
system

Feedback filtering system
Customer relationship
system

Decision support system


4. Geographic
analysis
process
5. Analyse a users location and be able to
detect when a cyclist’s location
overlaps with a drivers location.

6. Send a notification to driver to alert
them of a nearby cyclist.

Geographic overlapping
detection system


Geographic information
transfer system

Transaction processing
system

Geographic information
system
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CONCLUSION
CycleMinder is designed to create a safer environment for all road users. Rather than
creating advertising campaigns aimed at drivers, which have little effect on
behaviour habits, we aim to provide users and cyclists with timely information that
will require immediate action with the help of IT/IS.IT/IS supports effective service
after sales which is crucial when executing a cost leadership strategy. IS/IT will be
vital for the success of CycleMinder and consequently the safety of drivers and
cyclists worldwide.
REFERENCES

Adams, C. (2014, February 6). NZ Herald. Retrieved May 19, 2014 from Taxi App Creators in Growth Mode-
Business-NZ Herald: http://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=11197318
Apple Inc. (2014, January 1). Apple Developer. Retrieved May 19, 2014 from Purchase and Activation-iOS
Developer Program-Support-Apple Developer: https://developer.apple.com/support/ios/purchase-and-
activation.html
iStart. (2011, August 8). New Zealand Business Software Case Study Research for MIS,ERP,CRM,BI and IT
solutions-iStart.co.nz. Retrieved May 19, 2013 from http://www.istart.co.nz/index/DOCC199/F114562:
http://www.istart.co.nz/index/DOCC199/F114562
Macmillan, L. (2014, March 12). Agendas and Minutes. Retrieved May 25, 2014 from Agenda of Infrastructure
Committee- 12 March 2014:
http://infocouncil.aucklandcouncil.govt.nz/Open/2014/03/INF_20140312_AGN_4787_AT.htm
Martin, S. (2014, January 1). Just Results. Retrieved May 19, 2014 from Mobile Website Deal-Just Results:
http://www.justresults.co.nz/mobile-website-special.html
Ministry of Transport. (2013, October 4). Cyclist crash facts-Ministry of Transport. Retrieved April 1, 2014 from
Ministry of Transport Website: http://www.transport.govt.nz/assets/Uploads/Research/Documents/cycling-
crashfacts-2013.pdf
NZTA. (2014, February 11). NZ transport agency. Retrieved April 1, 2014 from Share the Road:
http://nzta.govt.nz/about/advertising/drive-social/index.html
oDesk. (2014, January 1). Odesk-Outsource App Developers. Retrieved May 19, 2014 from Odesk-Outsource
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Broad&vt_src=google&vt_med=ad1&vt_device=c&vt_kw=%2Bdevelopment%20%2Bapp%20%2Boutsource&gc
lid=CKGJ-Na6tr4CFZcTvQodb0QAgw