Name Freddie Gillies NetID Fgil292 Group Number: 253 Website Link: http://infosys110groupxxx.blogspot.co.nz/ Tutorial Details Tutor: Day: Time: Kirsten Thursday 9am Time Spent on Assignment: 18 hours Word Count: 1621
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2 THE COMMUTER-PRO: ADDRESSSING AUCKLANDS TRAFFIC WOES INTRODUCTION Auckland City represents the central hub of New Zealand enterprise and, as a result, has experienced significant population increases. With this increase in population has come an increase in congestion on Auckalnds roads. Commuters now spend an average of 47 mins out of every hour travelled stuck in traffic (NZ Herald 1). The Commuter-Pro is a GPS+Cadence Guided Cyclo-Computer that will be supplied to local councils and sold on to citizens. It will reduce congestion on Auckllands roads by incentivising a transport alternative: Cycling. The Commuter-Pro sends information regarding speed, pedal cadence and GPS location to a Council Database, controlled by the Commuter-Pro Systems. Users are provided with a profile which displays routes travelled, petrol saved and time saved. The Commuter-Pro, in conjunction with local Councils, will provide subsidised rates (for ratepayers) based on distance travelled and other discounts and incentives for others. 3. BUSINESS SECTION 3.1 Vision To create and develop products of change that not only improve our environment, society and cities, but humanity as a conscious consumer. 3.2 Industry Analysis: Public Cycle Industry Industry: Public Cycle Industry. The Commuter-Pro offers a new alternative method of incentivising a form of congestion reducing transport. While the product is new, it is evident that there are market forces at work. Force: High/Low: Justification:
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3 Buyer power: HIGH Despite the advantages presented by changing consumer attitude and encouraging cycling as an alternative transport option, the New Zealand Government outlined Buses, Ferries, Trains and Cable Cars as significant areas of investment potential (NZTA., 2014). This means our main target consumer has a variety of potential options for investment. Supplier power: LOW The cyclo-computer industry is an industry rife with competition. Cateye represented one of the significant leaders in the industry (DGAP Corporate News). The explosion in cyclo- computer demand has led to fierce competition which would mean a number of potential suppliers would exist for the outsourcing of the production of the Commuter-Pro (DGAP Corporate News). Threat of new entrants: LOW It is unlikely that two similar systems would exist side by side as the government and or local councils would be inclined to run one system. Any competitive advantage, however, can be diminished and any industry with profit presents the opportunity for new entrants so we must maintain the highest level of innovation and price competition to maintain control over the market. Threat of substitutes: HIGH Auckland City offers Nextbike, a company dedicated to the hiring of public bikes(Nextbike
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4 Site). Although this doesnt incentivise cycling or offer the same online data processing and connectivity, it can be seen as a competitive substitute. The New Zealand government has also pledged massive investment in alternatives (Buses, Rail, Cable-Car and Ferries) which could shift government focus away from cycling as an alternative transport option. Rivalry among existing competitors: LOW The only real competition to the Commuter-Pro within the public Cycle industry is public bike hire, for example Nextbike. This presents very little competitive threat to the Commuter-Pro as there is a large degree of product and policy differentiation. The Commuter-Pro represents an unexplored product and concept and therfore it is difficult to quantify and gauge existing competition. Overall attractiveness of the industry: The public cycling industry presents many opportunities. The current trend towards environmentalism coupled with growing congestion in cities offer lucrative opportunities for businesses that can tap this niche. While significant alternatives exist, the Commuter-Pros positioning and innovation offers great opportunities for governments and councils to encourage cycling and therefore has the potential to achieve great success. 3.3 Customers and Thei r Needs Auckland represents the key economic hub of New Zealand (Commuting in Auckland, 2006). In 2006, 10% of the countrys population was said to be living in Aucklands central region yet 15% of the countrys population held jobs in the central region (Commuting in Auckland, 2006). Customers are looking for efficient, cheap and quick ways to travel in and around
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5 Aucklands congested CBD. 38,000 commuters (2.5% of all commuters) use cycle transport (Cycling Advocates Network, 2014). The Popular age demographic is 15-24 (Cycling Advocates Network, 2014). The Commuter Pro will target this market but also aims to tap into the large well of commuters who dont use a bicycle to commute. With 18% of New Zealands population cycling regularly (at least once per month), there is huge scope to expand cycle commuting but what is needed is incentive. 3.4 The Product and Service The Commuter-Pro creates an incentive for cyclists who dont commute by offering reduced rates for regular cycle commuters. The system offers an online profile on which stats such as petrol saved, distance travelled and rates saved are displayed. The reduction in rates will offer the initial incentive to engage in cycling as a method of commuting. The online data and connectivity with friends and other users will offer further incentive and will make commuting fun and productive. 3.5 Suppliers and Partners The first supplier/partner would be a cyclo-computer company such as Cateye or Garmin. Working in conjunction with an established cyclo-computer company would ensure a high quality product that would be converted and customised for the Commuter-Pro requirements. Software suppliers such as SAP would also be used to maximise efficiency. Two key partners would be the government and local councils. Being a public sector investment it is imperative that government/council policy reflects the Commuter-Pro concept. 3.6 Strategy: Focussed Low Cost The Commuter Pro will initially be marketed towards the 18% of New Zealands population that cycle regularly but do not commute. It is therefore a relatively narrow market. It is imperative that costs are kept low for consumers who will buy the product off the local council/government. Low cost will mean accessability to all and a larger market and this will not only make it more enticing to local councils but to commuters as well.
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6 The overall strategy is therefore Focussed Low Cost. 3.7 Value Chain Activity: Service After Sale The most important value chain activity for this business is Service after sale. Developing consumer consciosness and changing the way people think about commuting will require functional, easy and fun online profilling. To make sure the Commuter-Pro achieves lifestyle change regular updates, news and customer relationship building after the sale is crucial to creating a culture based around the product. After sale service will also cover updating online functions to keep usage of the Commuter-Pro fun, relevant and fresh.
3.8 Business Processes
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7 START Customer Places Order Order Received Payment Taken Invoice Processing Inventory Packaging
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$ Purchasing Distribution Items in Stock? Quality Control/ Packaging Yes Place order with Supplier Receive Order No Dispatch Order Received? Finish Yes Order Tracking En Route? Yes No 3.8.1. INVENTORY AND SALE PROCESS The Commuter-Pro involves ordering inventory from outsourced producers (Cateye/Garmin) and the onsale to the Government/council involved in the scheme. It then involves the re-sale to consumers/commuters. Essentially, Commuter-Pro as a company acts as a wholesaler to the Government/council which then
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8 sells it on (possibly at a subsidised rate) to consumers.
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3.8.2. CUSTOMER FEEDBACK PROCESS The regular update and maintenance of the Commuter Pro, in particular the online component, is a crucial process in order to build a user friendly interface that promotes cycling and the use of the Commuter Pro.
START Customer Feedback Received Product Adjustments/ Software Updates Implement Changes Customer Online Feedback Form Provided Issues with new updates? Yes Finish No Research & Development Automated Online Feedback Process CRM Department
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10 3.9 Functionalities 3.9.1. INVENTORY AND SALE PROCESS Ordering inventory Managing stock inflows and outflows (stock levels) 3.9.2. CUSTOMER FEEDBACK PROCESS Receiving online customer feedback forms and processing Implementing changes to software and communicating them 3.10 Systems
3.10. 1. INVENTORY MANAGEMENT SYSTEM The Commuter-Pro Inventory Management System would involved high levels of automation, scanning boxes as they come in and on the way out. This would ensure an up to date and accurate ledger of stock would be maintained at all times allowing for quick dispatch and sale. 3.10. 2. AUTOMATED EMAIL FEEDBACK SYSTEM This standardised online form represents the best way in which the Commuter Pro can respond to the demands of consumers and keep the product fresh and updated. Forms can be filled online and immediately sent to the Customer Relations team who would then pass on any recommendations and changes to the R & D team. 3.10. 3. CLOUD BASED DATA SYSTEM - The creation of and maintenance of a collated set of personalised online data is key with regard to maintaining the data based side of the Commuter-Pro. The regular update and maintenance of this cloud based system is a core competency of the Commuter-Pro as a product and will be key to ensuring success.
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11 3.11. Summary Table: Value Chain to Systems
Value Chain Activity Processes Functionalities Specific Information System(s) Broad Information System(s) Service after sale and delivery product 1. Inventory and Sale Process 1. Ordering inventory
2. Managing stock inflows and outflows (stock levels) Inventory ordering system
Inventory management system Transaction processing systems Transaction processing systems
2. Customer Feedback Process 1. Receiving online customer feedback forms and processing
2. Implementing changes to software and communicating them Automated email feedback system
Cloud based data system Customer relationship management
Customer relationship management
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12 CONCLUSION The Commuter Pro aims to make the world a better place by incentivising cycling as a commuting alternative. Information systems hold significant importance and relevance to the Commuter-Pro. Online databases and profiles are at the core of the concept, providing users with valuable statistics that measure and quantify the benefits of using the Commuter-Pro. Appropriate application of information systems in the day-to-day running of the business will also ensure the Commuter-Pro is relevant, efficient and an overall progressive and advanced tool. REFERENCES
1. Next Bike. (2012). Next Bike New Zealand. Retrieved from http://nextbike.co.nz/company.html
2. Lincoln Tan. (2013). Auckland Traffic Jams Creat City of Snails. Retrieved from http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=11152630
3. NZ Transport Agency. Planning for Public Transport. Retrieved from http://nzta.govt.nz/planning/process/public-transport/
4. Cycling Advocates Network. (2014). Facts About Cycling in New Zealand. Retrieved from http://can.org.nz/system/files/CAN%20Cycling%20Facts.pdf 5. Rosemary Goodyear. (2006). Commuting in Auckland. Retrieved from http://www.stats.govt.nz/browse_for_stats/people_and_communities/Geographic- areas/commuting-patterns-in-nz-1996-2006.aspx
6. Deutsche Gesellschaft fr Ad-hoc-Publizitt mbH (DGAP). (2014). Dialogue Conductors Bluetooth Smart DA14580 Sees Early Success in Health and Fitness Market. Retrieved from http://ezproxy.auckland.ac.nz/login?url=http://search.proquest.com.ezproxy.auckla nd.ac.nz/docview/1513272311?accountid=8424