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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Courtney Yule
NetID cyul074
Group Number: 323
Website Link: http://infosys110group323.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Kirsten van Dorp Thursday 12pm
Time Spent on
Assignment:
20 hours
Word
Count:
1,650













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INTRODUCTION

Within the last few years, an increased number of attacks among others have changed the
perception of safety within the Auckland CBD - leading to the key issue, the safety of women
in the CBD at night. Recent reports conducted illustrates the negative issue of perception,
with 50% of respondents felt that it was not safe to be alone in the city after dark, with
women feeling more unsafe than men at night (64% compared with 42%) (Casey, 2005).
The proposed solution to combat this is a taxi service for women, by women, which will be
supported through an associated app. Currently, on the market there is both safety apps and
taxi apps, however there is yet to be a hybrid of the two that will benefit womens safety.
Women can often find themselves without a ride in the early hours of the morning, unwilling
to use public transport because of the associated dangers. In a recent survey, 51% of
women said they feel unsafe if they were to wait for a bus at night (Council, 2012, p.80). This
app will:
- Book a taxi straight from your phone
- Estimate price and time
- Track the taxi
- A Panic button linked directly to the authorities
- Informs family/friends of plans and location through a messaging system
- Information about the taxi driver and registration number of the taxi
This app should help to improve the negative perception of safety, in addition to using the
taxi service.
BUSINESS SECTION
3.1 Vision

To improve the safety concerns of young women at night by providing them with a safer
travel alternative.
3.2 Industry Anal ysis:
The industry that it operates in is the Taxi App Industry.
Force High/Low Justification
Buyer Power

High Customers have higher buyer power as a result of the
large number of taxi applications available in the app
store to choose from, with many of them being free.
(Apple, 2014)
Supplier Power High Buyers in this industry have few choices where they sell
their taxi applications. For example the Apple Store and
Android store sell the vast majority of official apps,
giving them higher supplier power. (Apple, 2014)
(Google, 2014)
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Threat of New
Entrants
High Apps are relatively easy and cost-free for anyone to
make, on websites such as Appmakr, iBuildApp and The
App Builder. This means that the threat of new entrants
is high as a result of low barriers to entry.
Threats of
Subsitute
Products/Services
High Other options exist for those looking for a way home,
such as calling a family member or friend or taking
public transport (bus, train, ferry) (Transport, 2013).
Customers are not limited to booking a taxi via an app to
get home.
Rivalry Among
Existing
Competitors
High These applications are often sold cheap, with many
even offered for free. This heightens the fierceness of
competition among existing competitors. (Apple, 2014)

It can be concluded that the Taxi App Industry does not appear to be a desirable industry to
operate in. This is because of the rivalry among existing competitors, threats of substitute
products, buyer power, supplier power and threat of new entrants being high, which means
that it may be more difficult to make a profit within this specific industry.
3.3 & 3.4 Customers and Their Needs

The customers that the taxi service serves are young women. While the safety in the CBD is
an issue among all ages and genders, there appears to be a greater negative perception
among younger females. They are the most vulnerable and those likely to find themselves
alone in the CBD at night, with 34% of young people aged under 20 more likely to feel
unsafe at night in the Auckland CBD (Council, 2012, p.28). They will want to feel safe,
secure, and no longer vulnerable. These needs will be met through the use of the cab
service. The associated app will support the service, giving consumers access to a multitude
of safety features, making them feel safer at night. For example, the panic button will allow
young women waiting for their cab at night, having quick access to the authorities. This
illustrates how it makes it efficient, faster and safer for young women travelling at night.
3.5 Suppliers and Partners

3.5.1 SUPPLIERS - One of their suppliers will be the cars used as the taxi, enabling them
to carry out the service. One example of a possible supplier could be a Toyota Prius, which
have the added benefit of its environmentally friendly nature (Our Range: Prius, 2014).
Another supplier that will be needed to run the service are the security cameras located
inside the cabs. A possible supplier of these would be IVCS (In Vehicle Camera Systems)
which would monitor each cab with a security camera, improving the safety inside the cab.
(About Us, 2012).

3.5.2 PARTNERS - A potential partner could be Auckland City Council, in which the taxi
service can benefit from the additional support. In return, the Auckland City Council can have
the negative perception of public safety decreased with the use of the taxi service. Another
partner would be the Apple App Store. This would be an effective place to house the app, an
easy way for consumers to access and download it.
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3.6 Strategy
The strategy is Focused High Cost. This is because a taxi service is more expensive
opposed to alternate options, such as public transport. Therefore, it falls into the high cost,
cost strategy, as a result of the high price of the service. Its competitive scope is focused,
because of its narrow target market, - women visiting the CBD at night specifically using the
service.
3.7 Value Chain Acti vity

The most important value chain activity for the taxi service would be delivering the service.
This is because this is the part of the journey in which the service is physically offered, and
thus the point where it will have greater value for the customer. It is also extremely important
in linking to both the companys vision and consequent strategy. It shows the importance of
the value chain activity in terms of its vision, in wanting to provide a safer journey for women
home at night, which can be done in delivering the service. It also links in within their
strategy of Focused High Cost, as it targets its service to women needing a way home in the
CBD, its competitive scope, and cost strategy of high cost as the deliverance of this service
is in a high cost range.
3.8 Business Processes

The two processes that take place within delivering the service is the Taxi Ordering process
and the Payment Management Process. These are both extremely important to the value
chain activity of delivering the service.
3.8.1. TAXI ORDERING PROCESS - The ordering process is significant as it this
process effectively enables the customer a way to order a taxi quickly and efficiently. The
following model describes the ordering process.

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Start
Customer accesses
application
Customer inputs
order information
Receive order
enquiry
Quote payment
Customer orders
taxi
End
Yes
Customer
accepts quote?
End No
Yes
Customer Service Department Order Processing System



3.8.2. PAYMENT MANAGEMENT PROCESS - The second process, the Payment
Management Process is also important, as without a process in place to collect and process
payments, they would not be able to deliver the service to its customers efficiently. The
following model illustrates this payment management process.

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Start
Customer Accepts
Quote
Customer inputs
payment
information
Are details
accepted?
No
Accept customer
order
Yes
End
Payment Management System
Send Payment
Receive Payment
Customer Service Department
End
No


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3.9 Functional iti es
3.9.1. TAXI ORDERING PROCESS FUNCTIONALITIES
Display the order quote to the customer
To be able to process the customers order

3.9.2. PAYMENT MANAGEMENT PROCESS FUNCTIONALITI ES
Process the customers payment
To be able to process and display the customers details in the database
3.10 Systems

3.10.1. PAYMENT PROCESSING SYSTEM - One specific system that would help to
support the functionalities of both business processes would be a Payment Processing
System. This would incorporate the functionality of processing the payment, so that when
the customer inputs their payment details, either online or in the cab, the system is able to
receive these details and receive the customers payments. This enables the company to
effectively deliver the service to customers. This system links into the companys vision
through providing a system to process the customers payment in exchange for the service
to take them home.

3.10.2. ORDER MANAGEMENT SYSTEM This system manages the customers
orders, assigning a customer to a taxi, and managing each order. It displays the order quote
to the customer, so they can determine if they wish to accept the order. This links into the
companys vision of providing a safer mode of transport for women as it manages their
orders in order to effectively provide a taxi service to get them home safely.
3.10.3. CUSTOMER MANAGEMENT SYSTEM - This system processes customer
details, effectively managing the customers, order to order. This is linked in with both the
order management system and the payment processing system as their details are linked
with their specific orders and payments. This also links to the vision - similar to the order
management system - it manages the customers order and payments so that they can
provide the service to safely get young women home.

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3.11. Summary Table: Value Chai n to Systems

Value Chain
Activity
Processes Functionalities Specific Information
System(s)
Broad Information
System(s)

Deliver the
product or
service
Taxi Ordering
Process

Display the order quote to the customer
Order Management System Transaction Processing
Systems

Process the customers order
Order Management System Transaction Processing
Systems
Payment
Management
Process

Process payment from customer
Payment Processing
System
Transaction Processing
Systems

Display and process customers details in the
database
Customer Management
System
Customer Relations
Management Systems
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CONCLUSION

In conclusion, both the taxi service and the associated app aim to provide a safe
method of transportation or women from the CBD at night, which will be achieved
through an effective use of technology. This helps to achieve a safer way to travel
home, linking to the vision of the company. Both systems and the business
processes help explain the functionalities and inner workings of this technology, and
overall how it this app will work in order help improve the perception of safety of
women at night.
REFERENCES
1. About Us. (2012). Retrieved from IVCS: In Vehicle Camera Systems:
http://www.ivcs.co.nz/Page/view/about-us.html
2. Apple. (2014). Apple App Store. From Apple Store:
https://itunes.apple.com/nz/genre/ios/id36?mt=8
3. Casey, C. &. (2005). Perceptions of Public Safety in the Auckland CBD.
Auckland: AUT University, NZ Police & Insitute of Public Policy.
4. Council, A. C. (2012). Public Perceptions of Public Safety from Crime in the
Auckland Region. Auckland: Auckland City Council.
5. Google. (2014). Apps. From Google Play: https://play.google.com/store/apps
6. Our Range: Prius. (2014). Retrieved from Toyota:
http://www.toyota.co.nz/our-range/prius/
7. Woulfe, C. (June 2012). Do you feel safe in Auckland at night? Retrieved from
http://www.stuff.co.nz/auckland/blogs/procrastinator/7172588/Do-you-feel-
safe-in- Auckland-at-night