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INFOSYS.110 BUSINESS SYSTEMS:
DELIVERABLE 2: BUSINESS SECTION
2014
Name Hollie Adamson
NetID Hada975
Group Number: 400
Website Link: http://infosys1102014s1group400.blogspot.com/
Tutorial Details
Tutor: Day: Time:
Olivia Schultz Tuesday 9am
Time Spent on
Assignment:
18 hours Word Count: 1645
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GROUP IT STUDENT MOBILE APP
INTRODUCTION
There are many problems that students face these days; one of the most pressing being that
they always seem to fall short of time. Balancing all aspects of our lives including sport
commitments, working and trying to maintain some form of social life is becoming
increasingly diffuclt. The most important facet of student life is keeping up with coursework,
yet it seems to get the least amount of attention. The new application that we have
developed automatically groups and plans tasks for students, thus students will no longer
waste time planning each day.
3. BUSINESS SECTION
3.1 Vision
To enable students in the 21
st
century to utilise their time by streamlining their educational
resources through the use of modern technology and information systems.
3.2 Industry Analysis: Smart Phone Application Industry
Industry: Smart Phone Application Industry
Force: High/Low: Justification:
Buyer power: High The buyers in this industry are the people who
purchase the apps for their phone or other
suitable devices such as tablets/ iPads and
laptops.
According to Porter (1979) buyer power is high
when alternative suppliers are easily found in the
same market. The number of downloads in 2010
were around 10.5bn (Jain & Bansal, 2010).
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Buyers are subjected to copeious amounts of new
knowledge each day about new products being
launched. Information is readily available through
forums and online app stores (Jain & Bansal,
2010).
Thus, the bargaining power of buyers is high in
this industry.
Supplier power: High High supplier power is determined high when the
supplier has concentrated power over the
industry and members are limited to their options
only (Porter, 1979). The suppliers for this industry
are the platform manufacturers mainly: Apple,
Android and Windows mobile (Saha, 2011).
The applications that are developed are only
specific to that platfrom. For example, an app
developed by the Apple Store wont work on an
Andriod device (Saha, 2011).
Threat of new entrants: High The threat of new entrants is high when it is easy
for new competitors to enter the market (Porter,
1979). There are low barriers to entry to this
industry. Brands like Apple, and Google have well
established app stores that people trust
(Coursaris, Hassanein & Head, 2011). The inputs
required for this industry however are low;
because the technology, hardware equipment
and other materials are widely available at
competitive prices (Jain & Bansal, 2010). Anyone
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is able to supply applications to the market and
only a small amount of knowledge is needed to
design and develop an app.
Threat of substitutes: High The threat of subsitute products is high when
there are many alternatives to the product that
offer the same outcome (Porter, 1979).
People are able to chose how they run their lives
and there are many other online options available
to consumers. Diaries are still largely prevalent
and also new technologies that are offered by
online platforms such as google calender, that
essentially does the same thing (Saha, 2011).
Rivalry among existing
competitors:
High Rivalry amongst competitors is high when
competition is fierce in a market (Porter, 1979).
Competition became rife in this industry after the
entry of Google Android to the market
(Ifm.eng.cam.ac.uk, 2005). The app market is
witnessing its heaviest competition at the
moment due to the very large growth of
applications available. This has meant that the
selling price has decreased for launched apps.
Many of these applications are offered for free
because charging now results in an unsuccesful
app (Ifm.eng.cam.ac.uk, 2005).
Overall attractiveness of the industry: After analysing the mobile appliation market we can
clearly see that this industry is not that attractive for a company seeking profit. The feirce
competition results in a cut throat industry in which competitors are using smart tactics in
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order to gain more of a share of the buyer market and therefore generate more income.
Competition has resulted in apps having to be free and therefore the chances of making
revenue are slim (Jain & Bansal, 2010). However, if this app is able to capture a decent share
of the market it will help change the lives of students, and therefore the outcome is aligned
with the products vision and making a profit isnt of any interest.
3.3 Customers and Thei r Needs
Time management is a very important skill to have, yet not many student exhibit using such
skills. Our target customers will primarily be the UOA students. To be able to meet the
needs of the students this app would have to interact with the student services already
offered by the UOA, for example, Cecil and SSO. This interaction and constant collaboration
would essentially address and help to solve the problems students are currently facing. The
demands of University mean that tasks need to be throughly planned and thought out
within a decent time frame otherwise our assignments and coursework are met at an
unsatisfactory standard, not to mention the lack of sleep. This app will ensure that these
needs are met by streamlining and planning out each day for the student in a clear and
concise fashion.
3.4 The Product and Service
The application we have designed will satisfy the needs of the customers mentioned above
by the way it will enable students to not only save time, but also provide a framework for
getting their tasks done in an effcient, and organised manner. Not only will this application
address the needs of university projects but will also incorperate day to day tasks, such as
gym commitments and of course sleeping (a project within itself these days). By interacting
with Cecil and SSO, deadlines and expected times that students should be spending on
various tasks will be taken into account and processed to come out with a timeframe and
plan based upon to lectuter preferences and student capabilites.
3.5 Suppliers and Partners
The two suppliers for this application will be the dominating platforms of the industry of
mobile apps.
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Apple: The Apple App store will provide that apps for customers that have iPhones,
iPads, laptops as their devices, these devices run on IOS enabled servies.
Google Play: Will provide to customers who have andriod devices such as Samsung
phones and Tablets; their apps can only be downloaded and enabled through the
GooglePlay platform.
The two partners:
The University of Auckland: For this application to run it will need to be in
partnership with the UOA. The online services the UOA offers such as timetables and
assignment specifications will need to be synced and run in combination with this
app.
A partnership with Googles Gmail will be preferable in order to establish a student
database in order to keep track of customers and respond to feedback and
complaints via email.
3.6 Strategy: Focused Low Cost
Due to the target market being the UOA students the competitive scope is narrow because
of the 41,363 students enrolled at UOA (Auckland.ac.nz, 2014). Our cost strategy has to be
low cost in order to compete with current competitors as well as the other subsitute
products available on the current market. In order to gain a market share then this app
needs to be offered at at a relatively low cost.
The overall strategy is therefore Focused Low Cost.
3.7 Value Chain Activity: Make the product/ Service
The most important value chain activity for this business is Service after the sale.
This is the major value chain activity because the key aspect of our vision is to help students
save time through the use of this application, so essentially the app needs to continually
deliver the value intended, and therefore the service after the sale is of upmost importance.
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We need to make sure that we are monitoring the product that will enable students to save
time from planning. If the app is always monitored and updated, this reduces the amount of
bugs and errors and we well keep up the competitive advantage we could potentially hold in
the market.
3.8 Business Processes
3.8.1. CHECKING/ INSTALLING UPDATES PROCESS
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3.8.2. CUSTOMER COMPLAINT/ REPORTING PROBLEM PROCESS
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3.9 Functionalities
3.9.1. CHECKING/ INSTALLING UPDATES PROCESS
Scanning application for an update/ bug fix
Automatically download the updated version
3.9.2. CUSTOMER COMPLAINT/ REPORTING PROBLEM PROCESS
Retreiving the complaint via phonecall/ email.
Personalised email to customer for feedback
3.10 Systems
3.10. 1. AUTOMATI C UPDATE SYSTEM The application requires internet to be able to access
data and this is also a pathway for receiving update notifications. The automatic updating of
this application will ensure that our product is always reliable whilst maintaining
competitive advantage through satisfied and loyal customers.
3.10. 2. EMAILING SYSTEM The email system is essential for both incoming complaints and
also for outgoing customer feedback forms. This way we can ensure that we are giving
customers what they want whilst providing them with a online service for whatever queires
or problems they may be experiencing.
3.10. 3. BUGS/ ERROR SCANNING SYSTEM The automatic bug/ error scanning system will
ensure bugs are detected before the user notices/ reports a problem. Students cant afford
to have their timetable messed around and therefore bugs need to be idetified and
removed.
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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 the
Sale
1. Checking and
Installing
updates
process
1. Scanning app for update/ bug fix
2. Automatically download the updated version
Bug fix/update scanning
system
Automatic update system
CRM
CRM
2. Customer
complaint/
reporting
problem
process
1. Retrieving customer complaint via phone/
email
2. Personalised email for customer feedback
Call/ email distribution
system
Emailing support system
CRM
CRM
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CONCLUSION
The aim of this application is to streamline the learning tools that students at UOA use, by
doing this they are able to see their tasks in a simple constructed way that allows them to
manage their time more efficiently. Developing and executing this application would be
impossible without the use of information systems, these specific systems identified above
(plus many more) will allow this application to create, capture and deliver value to our
customers.
REFERENCES
1. Auckland.ac.nz,. (2014). Key statistics - The University of Auckland. Retrieved 21 May
2014, from https://www.auckland.ac.nz/en/about/the-university/new-zealands-
leading-university/key-statistics.html#da34d364754ec782bb2026b1c4d651cb
2. Coursaris, C., Hassanein, K., & Head, M. (2011). Mobile technology and the value
chain: Participants, activities and value creation. Operations Management: A Modern
Approach, 222.
3. Ifm.eng.cam.ac.uk,. (2005). Porter's Value Chain. Retrieved 22 May 2014, from
http://www.ifm.eng.cam.ac.uk/research/dstools/value-chain-/
4. Jain, S., & Bansal, N. (2010). Mobile Applications: A consulting report that defines the
entry strategy for client company. Team: E Bonds.
5. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business
Review, 57(2) retrieved from http://hbr.org/1979/03/how-competitive-forces-
shape-strategy/ar/1
6. Saha, A. (2011). Mapping of Porters value chain activities into business functional
units | Management Innovation eXchange. Managementexchange.com. Retrieved
25 May 2014, from http://www.managementexchange.com/hack/mapping-porters-
value-chain-activities-business-functional-units
