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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Tanira Fisher-Marama
NetID tfis559
Group Number: 242
Website Link: http://infosys110groupxxx.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Mira Lee Friday 12pm
Time Spent on
Assignment:
25 hours Word Count: 1421

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THE I ON U SPEED MONITORING APP.
INTRODUCTION
In New Zealand, speeding is a contributor to 30% of all car accidents every year. Ranked 2
nd
in the
world as a cause for all car accidents , and 3
rd
in New Zealand, speeding has a significant effect on all
drivers. A report published by The Ministry of Transport New Zealand identified that in 2012,
speeding was a contributing factor in 68 fatal crashes, 307 serious injury crashes and 1,049 minor
injury crashes. These crashes resulted in 85 deaths, 405 serious injuries and 1,493 minor injuries.
(Transport, 2013)
Our solution; is to create a smartphone app that monitors drivers speeds, and reports the data in
real time to law enforcement. If drivers exceed the given speed limit at a dramatic speed, law
enforcement database will be notified using built in GPS system, from here the will be able to take
further action (issue speeding tickets, warnings etc.).
3. BUSINESS SECTION
3.1 Vision
Our vision is to be at the forefront of speed monitoring and to provide accurate and efficient data in
order to create and maintain safer roads for all.
3.2 Industry Analysis:
Industry: Smartphone Application Industry. The Smartphone Application Industry is competitive
industry with new applications being made every day.
Force: High/Low: Justification:
Buyer power: High
There is an over-choice in the app industry. In
October, 2012 Apple announced that there were one
million apps available in the iTunes Store and a total
of 60 billion had been downloaded already (Owsinski,
2013). There is no doubt that, that number of apps
has doubled over the years, especially with more app
stores and providers enetering the industry, giving
buyers more power deciding which apps they want.
Supplier power: Low
The high number of suppliers in this industry causes a
fluxuation of apps being supplied. This allowing buyers
to have more of an option of which apps to download.
. (Suter, Triple Happiness, 2012)

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Threat of new entrants: High
Entry barriers to this industry are low, as start up costs
are relatively low and there is not really any other
equipment neede d to enter the industry. The low
number of entry barriers attracts new entrants,
making it a high threat. (Suter, Triple Happiness, 2012)
Threat of substitutes: Low
There is really only one other substitute to apps, and
that is internet websites. But with the number of new
apps being created, and the extent to what those apps
can do, soon there may be no need for internet
websites.
Rivalry among existing
competitors:
High
Although it is relatively easy to enter the industry,
getting to the top of the industry is hard. With over
500,000 competitors in the market, the competition
for consumer attention is fierce. Differentiating your
product from others may lower the rivalry for a period
of time. (Suter, Triple Happiness, 2012)
Overall attractiveness of the industry: Relatively Low, this can be justified by low entry bariers into
the industry as new entrants dont require a lot of resources to enter, however to succeed and
differentiate yourself may cost more money, and require more resources. Success in this industry
would require innovative ideas to generate new revenue streams.
3.3 Customers and Thei r Needs
As our application is a law enforcing application, this may not appeal to the general public. However,
the New Zealand Governemnt is constantly seeking new and innovative ways to monitor speeding,
therefore, they would be our target customer. This application would enable law enforcement to
handle more serious cases as the app monitors the speed and driving habit of drivers, increasing
productivity of law enforcement. The needs of customers vary and the most important thing is to
ensure our product is efficient, fast and reliable.
3.4 The Product and Service
Smartphones are becoming increasingly popular in New Zealand, with over 50% of the population
owning a device (Anza, 2012). These numbers are expected to grow at a rapid rate making the use of
the app more accessible. Our product works as an app that monitors driving speeds using the
smartphones built in GPS system and send the data to law enforcement databases. If drivers exceed
given speed limits, the application will notify the driver with an alarming sounds, they are given two
warning before the data is sent to law enforcement. From here, law enforcement can take further
action. We propose to release our product to Auckland smartphone users as a trial launch as 64% of
Auckland residents own smartphones, which makes Auckland a good starting base for our product.

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As the number of smartphone users increase, we look to distribute the product throughout New
Zealand.
3.5 Suppliers and Partners
Suppliers of our application could be Paperkite Apps. They create apps that are tailored to clients
specific wants and needs (PaperKite, 2014) . Another potential supplier could be SmudgeApps, a
company just like PaperKite who create smartphone apps.
Important partners for our application would be Smartphone Companies, as they would allow for
our app to be submitted to their app stores for further distribution. Another important partner is the
New Zealand Government. The general public may look at the app and have no incentive to
download it to their phone. If The New Zealand Government was a partner they would be able to
ensure all smartphones had the application installed as a pre-installed smartphone function.
3.6 Strategy: Focussed High Cost
We have adopted a narrow market competitive scope as we cater to one main customer (The New
Zealand Government) and also our app would be in a specific market aimed at aiding the
government and law enforcement. We have identified that the initial cost for making the app could
cost a fair amount as we intend to create an innovative application differentiating ourselves from
other competitors. The delivery of on-going checks and software updates would also add to costs.
The overall strategy is therefore: Focussed High Cost
3.7 Value Chain Activity: Service after Sale
The most important Value Chain Activity to the company would be Service after Sale as the
companys vision is to provide accurate and efficient data which would require alot ofpost sale
checks, servicing and software updates. Although our strategy is a focussed high cost strategy there
is really only one main customer (NZ GOVT) therefore, it would not be difficult to provide this type of
service.

3.8 Business Processes
3.8.1. SOFTWARE UPDATI NG PROCESS The Software Updating Process is vital to our products
success as because our product relies on the recording of real-time data. Its important that all data

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recorded is done so in the most efficient and effective way. This means being able to identify
whether the customers software needs to be updated, and also allowing for the service after sale
department to inform the customer to update if they wish too.


3.8.2. CUSTOMER INQUI RY PROCESS The Customer Inquiry Process is another process vital to
the success of our product as our key value chain activity is service after sale therefore, identifying
how customers find our product and also where we can improve our product will help us serve them
better. This could also allow for a chance to differentiate our product from others in the industry.


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3.9 Functionalities
3.9.1. SOFTWARE UPDATI NG PROCESS
Idetify customers not on updated software
Send information regarding software update
3.9.2. CUSTOMER INQUERY PROCESS
Notify user about available survey
Identify if user wishes to take part in survey
3.10 Systems

3.10. 1. SOFTWARE ANALYSIS SYSTEM- The software examination sytem is important as it is related
to the service after sale value chain activity. It supports our companys vision of being able to provide
efficient and accurate data by identifying which customers are not using the most up to date
software, and also determines whether or not the Service after Sale department needs to inform the
user of the software update available, these of which being the main functionalities of the system.
3.10. 2. SOFTWARE UPDATING SYSTEM This sytem supports the functionality of updating the
applications software to a later version. It receives information from the software analysis system
and from there is able to identify whether or not there is a need for an update.
3.10. 3. DATA ANALYSI S SYSTEM - The Data Analysis System supports the customer inquiry
process by collecting all data received, storing the data and making that data available for future
uses. This system is important as it can help identify any faults that users find while using the
application, allowing for development and improvement of the application based on customer
feedback.

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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. Identify customers not on updated
software
2. Update software

Software analysis system

Software updating system

Enterprise Resource
Planning system
2. Customer Inquiry
Process

1. Identify if user wishes to take part
in survey
Collect and store data


Data analysis system




Customer Relationhip
Management system

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CONCLUSION
As speeding has an effect on all New Zealanders, this puts the lives of many at risk. The I on U
application could help law enforcement to monitor speeding in hopes to preventing the number of
speed related crashes per year. The systems and processes involved in making sure this product is
effetive and efficient are critical as they help us reach our goal of providing accurate and efficient
data.
REFERENCES

Anza. (2012). NZ Smartphone penetration grows. Retrieved from Anza:
http://www.anza.co.nz/Story?Action=View&Story_id=198
Owsinski, B. (2013). Enough With The Apps Already! Retrieved from Forbes:
http://www.forbes.com/sites/bobbyowsinski/2013/12/04/enough-with-the-apps-already/
PaperKite. (2014). What we do. Retrieved from PaperKite: http://paperkite.co.nz/
Suter, F. (2012). Retrieved from Triple Happiness: http://3xhappiness.com/analysis-of-the-app-market-based-
on-michael-porters-five-competitive-forces/
Suter, F. (2012). Analysis of the app market based on Michael Porters five competitive forces. Retrieved from
Triple Hapiness: http://3xhappiness.com/analysis-of-the-app-market-based-on-michael-porters-five-
competitive-forces/
Suter, F. (2012). Analysis of the app market based on Michael Porters five competitive forces. Retrieved from
Triple Happiness : http://3xhappiness.com/analysis-of-the-app-market-based-on-michael-porters-
five-competitive-forces/
Suter, F. (2012). Analysis of the app market based on Michael Porters five competitive forces. Retrieved from
Triple Happiness: http://3xhappiness.com/analysis-of-the-app-market-based-on-michael-porters-five-
competitive-forces/
Transport, M. o. (2013). Crash Fact Sheet. Retrieved from The Ministry of Transport:
http://www.transport.govt.nz/assets/Uploads/Research/Documents/speed-crashfacts-2013.pdf