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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Jason Barker

NetID jbar442

Group Number: 400

Website Link:
http://infosys1102014s1gr
oup400.blogspot.co.nz/

Tutorial Details Tutor: Day: Time:
Olivia Schultz Tuesday 9-10am
Time Spent on
Assignment:
20 Hours
Word
Count:
1573


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GROUP IT- TIME SAVING MOBILE APP
INTRODUCTION
The problem that students face is time is a commodity that we are always short of. Keeping
up with course work is becoming increasingly difficult as we must balance all aspects of our
lives. Our new application would automatically group day to day tasks to save students from
having to waste time planning each day
3. BUSINESS SECTION
3.1 VISION
To enable students in the 21st century to effectively utilise their time by streamlining
their educational resources through the use of modern technology and information
systems.
3.2 INDUSTRY ANALYSIS
Industry: Smart Phone Application Industry.
Force: High/Low: Justification:
Buyer power: High Those who purchase apps for phones and mobile
devices:
Buyers are able to chose from a great selection
on the itunes, android and windows stores, as the
buyers have a selection they will have the ability
to select which apps they want. Buyer power is
High as outlined by Porter (1979) when
alternative suppliers are easily found in the
market. As all suppliers for each platform are
found in the same place it gives the supplier all
the alternative options at once.
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Supplier power: High Those that sell applications to the users:
The suppliers are limited to three main groups.
Google, Apple and Windows. These are the three
places that offer smart phone application sale
grounds. Each one is able to refuse the sale of
any app and the have a complete monopoly on
their platform type. Again Porter (1979) details
that High supplier power is present when
suppliers dominate the market and members of
the industry are limited to these options.[2]
Threat of new entrants: High Anyone is able to supply smart phone
applications to the market. It takes only a small
knowledge of computers and an app can be
created in a day or two. This means that people
that like our application or have similar ideas to
us may choose to offer the product as us.
application development has no real barriers to
entry. Porter (1979) detail six major barriers to
entry: Economies of scale, Product
differentiation, Capital requirements, Cost
disadvantages, Access to distribution channels
and Government Policy. In the smartphone
application industry these barriers are virtually
non-existent as Economies of scale isnt an issue,
Products can have minimal difference, an
example of this is the several thousand different
calculator apps that are available, The capital
required is a single computer for some apps or
for others a small to medium serve, Costs to

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provide apps on the app store goes relatively
unchanged and is based on a per unit download.
Government policies around applications are not
strict and not enforceable for the most part due
to the global stretch of organisations.[3]
Threat of substitutes: High People are able to chose how they do schedule
their lives, they can use online programs such as
google calendar or computer programs such as
outlook to schedule as well as being able to keep
a journal with important times in it, The
consumer can choose to do whatever is
convenient for them and they arent limited to do
what others say. Porter (1979) says that
Substitute products effectively create a price
ceiling as if a smartphone application costs more
than an alternative then it wont be as attractive
for the consumer to use this product, and the
customer will consumer the cheaper substitute in
order to save money [4]
Rivalry among existing
competitors:
High There is already a selection of different
applications that offer scheduling. smartphone
applications are constantly updating in an
attempt to gain competitive advantage over
others in the market. using tactics like price
competition, product introduction, and
advertising slugfests.*4+(Porter, 1979) are
indicative of high levels of rivalry. In the
smartphone application industry we see many
applications offered free, as the price

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competition has reached a point where if an
application charges for its product it will be very
unlikely that the application will succeed,
revenue is generated through other streams such
as in application advertising, or offering pro
editions for an application. This shows how the
Existing rivalry is extreme as the industry is
unable to charge users for their product and must
use more clever tactics to capture value.

Overall attractiveness of the industry: Overall the industry is not that attractive for most
profit seeking company as the cut throat nature of the smartphone application
development industry has competitors pinned against each other fighting for downloads.
Income from apps are not guaranteed as revenue is mostly generated from in application
advertisements. On the other hand if an application is to capture a fair market share and
retain it such a Pages by Apple
tm
it will be able to change from a free app to a pay to use
(Pages now costing 24.99 USD) thereby capturing increased revenue.
3.3 Customers and Their Needs
Our target customer would initially be the University of Auckland students. Our application would
meet the needs of UOA students through the interaction with the University of Auckland student
services and CECIL online tools. This will address the problem as time will be saved for students, and
they will be aided in their studies. It is important to thoroughly plan our time as often tasks are
completed to unsatisfactory standards, sleep is lost College students today sleep and average of
two hours less per day than college students in the 1980s (Oelschlager, n.d) and student wellbeing
is being jeopardised.
3.4 The Product and Service
The application we have set out to develop would save students time and ensure that they
are able to complete all their work on time and ensure that they spend sufficient time on
each project that they undertake, whether its the 8 hours of sleep they need each night to
when to spend an hour or two completing their Information systems Deliverable part two.

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Apart of the service that our application undertakes will be the collecting of how much
people require for a particular assignment based not only what lectures suggest but the
average time it takes other students to complete.



3.5 Suppliers and Partners
Suppliers:
Apple- Will supply those that have IOS based devices from ipads to iphone.
Google play - Will supply everyone who has android enabled devices.
Partners:
The University Of Auckland- to ensure efficient communication between the
application we plan on creating and the online services that are offered from
the university we will need to develop a partnership to ensure
communication between the two organisations is fluid.
Auckland Transport- With the interaction of our application and Auckland
transport Bus, train and Ferry services. Students would know which
bus/train/Ferry to catch, when to catch it and where from. While also
allowing Auckland Transport to better schedule timetables as phones reserve
space on buses via the application.
3.6 Strategy:
The overall strategy is therefore Focused low cost. This is the most suited strategy as the
applications target audience is Auckland Uni students, This competitive scope would fit the
Narrow market definition as its limited to 33,028 students[6] limiting the amount of
downloads. The cost strategy must be viewed as Low Cost as to compete with current
competitors, as well as substitutes as defined earlier The application must be cheaper
enough to establish a market share. By targeting 18-22 year olds with advertisements we
should be able to generate a profit.
3.7 Value Chain Activity:

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The key Value chain activity for our Application is the Making of the product/service. This is
identified as our major value chain activity as the key aspect of our application is helping students to
save time. This is the most important value chain activity as our vision looks for us to help students
in the modern era and to do this we will not only need to create the application but we will need to
ensure that the application is giving the services we seeked to give out to those who were interested

3.8 Business Processes
3.8.1. Class attendance recognition process


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3.8.2. Assignment Completion process


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3.9 Functionalities
3.9.1. Class Attendance Recognition Process
Records classes that have been attended
Downloads and stores classes that were missed.
3.9.2. Assignment Completion process
Delegating the appropriate amount of time
Retrieving assignment specifications

3.10 Systems

3.10.1. Automatic Update System
Due to applications having internet access they can find new updates as they become
available. By automatically updating we can ensure that our product retains competitive
advantage
3.10.2. Time management System
Through algorithms our App will schedule time in the most efficient manner
3.10.3. Information streamline system
Information is presented to the student in a simple and easy to understand way, were they
are able to cut out time expensive processes

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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)

Making of
the
product/
service
Class
Attendance
Recognition
Process
1. Records classes that
have been attended
2. Downloads and
stores classes that
were missed.
Time
management
System
Information
streamline
system


Decision
support
system

Assignment
Completion
Process
1. Delegating the
appropriate
amount of time
2. Retrieving
assignment
specifications
Time
management
System
Information
streamline
system

Decision
Support
system

Conclusion
The idea of creating an application that allows users to streamline their learning tools
into a simple to use and effective mobile application is impossible to perform without the
use of Information systems, the use of information systems allows us to create and capture
value from our customers and generate profits.












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REFERENCE

1. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business
Review, 57(2), 140-141.
2. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business
Review, 57(2), 140.
3. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business
Review, 57(2), 138.
4. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business
Review, 57(2), 142.
5. Oelschlager, Jame R. (n.d.). Sleep and College Life. Retrieved from
http://www.fit.edu/caps/documents/SleepandCollegeLife.pdf
6. The University of Auckland. (u.d.). Key Statistics. Retrieved from
https://www.auckland.ac.nz/en/about/the-university/new-zealands-leading-
university/key-statistics.html#8191da4fdd1067b1a87690185aa2f2ba