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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Craig Philip
NetID cphi041
Group Number: 082
Website Link: http://infosys110groupxxx.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Kayur Monday 2pm
Time Spent on
Assignment:
25 hours Word Count: 1276

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INFOSYS 110 DELIVERABLE 2
INTRODUCTION
The problem is that people are spending too much time driving to their destinations, and
are focusing a lot of their time commuting. The solution is to build a car which can drive
itself which would allow optimal route travelling and better reaction time to get to the
destination faster and not have the user worry about commuting.
3. BUSINESS SECTION
3.1 Vision
Helping people get to where they want to go faster.
3.2 Industry Analysis: Car Manufacturing Industry
Industry: Car Manufacturing. Cheese strings pepper jack ricotta chalk and cheese cut the
cheese gouda airedale feta.
Force: High/Low: Justification:
Buyer power: High Buyers have huge amounts of choices they could
make in decide which car they could buy from car
manufacturing companies out there. From
Plunkett Research, (2014) we see a list of some of
the best sales from car manufactures: namely
General Motors, Volkswagen, Toyota,
Hyundai/Kia, Ford, etc.
Supplier power: Low There are a lot of suppliers out in the car
manufacturing industry. pwc (2013) shows us that
there are hundred of suppliers out in the

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industry.
Threat of new entrants: Low There are quite high entry barriers to the car
manufacturing industry. From (Kimmons, n.d.) he
refers to identifying the taget niche, creating a
business plan, getting funding, arrange and
complete all business licenses and permits, have a
design team, and finding a business offices unit
for just getting a car manufacturing company
started.
Threat of substitutes: High There are many substitutes to getting to your
destination without using a car, and for this
reason the threat of substitutes is high. From
(Ghent, n.d.) he lists walking, cycling, busing,
training, taking the taxi, etc. are better
alternatives than driving.
Rivalry among existing
competitors:
High There is a huge amount of rivary in the car
manufacturing industry as each company in the
industry wants to make a better car than their
competitors. From (Anderson, 2012) he lists some
major rivalries to illustrate how competitive it is.
Overall attractiveness of the industry: Is low since there are already so many competitors in
the industry and the car manufacturing market has high entry barriers to get into.
3.3 Customers and Thei r Needs
My customers are anyone who would want to get to any destination by car.
Some of the customers needs are that they need to use a car but do not have a drivers
licsense. Other customers needs are that they need to spend more time doing other things

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while travling to their destination. But almost all customers share the need to get to where
they want to go as fast as they possibly can.
3.4 The Product and Service
The car satisfies the needs of the customers by being efficient, easy to use, and
independent. Thus giving customers so much more free time instead of having to spend
time focusing on commuting, enables those who are not able to drive to use a car and more
importantly reducing the time to get from A to B by car.
3.5 Suppliers and Partners
The suppliers for my company would be some auto parts suppliers which would provide the
parts I would need to build cars. Another supplier would be electrical companies which
would be able to supply the interface hardware, e.g Servos, Relays, Control Circuits, etc.
The partners associated with my company would be software companies which would be
able to provide the specific technologies for the car to work without someone driving it.
Another partner would supply engines since the this not a generic thing that could be
supplied by an auto-parts supplier.
3.6 Strategy: Differentiation
Since the cars will be rather expensive to make with all the technologies implemented it
would be a high cost strategy, and because this product would be avaliable to be used by
almost anyone its competitive scope would be a broad market.
The overall strategy is therefore Differentiation.
3.7 Value Chain Activity: Making the product
The most important value chain activity for this business is making the product.
The reason for this is because the company would not be able to achieve its vision of
helping people get to where they want to go faster if they cant make the high quality car
which gets them where they want to go.

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3.8 Business Processes
3.8.1. PRODUCT MANUFACTURING PROCESS The product manufacturing process consists of
getting the materials out of storage and on to the factory according to the schedule, then
have the machinery process all of that equipment into the car being built. After it has been
built it goes through various safety checks to make sure the car is safe. These process are
important as they help achieve the goal of making a good quality product.
Start
End
Bring materials from
storage to plant
Process the
materials to make
the car
Does car pass
saftey checks?
Keep the car
Destroy car
End
Yes
No
Warehouse
Material Scheduling System

3.8.2. SOFTWARE INSTALLATION PROCESS The software installation process consists of
installing the software on to the car, check that the version is up to date and a quality
assurance test is done on the software. These processes are important because they make
sure that the car passes its software test making it reliable to drive independantly.

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Start
End
Install the software into the
car
Check for latest version
Does software pass
Quality Assurance test
Latest version
Update software Not latest version
Re-install software No
Send car to store
Yes
Quality Assurance Department
Instruction verification system


3.9 Functionalities
3.9.1. PRODUCT MANUFACTURING PROCESS
Scheduling the materials
Monitor machinery performance
3.9.2. SOFTWARE I NSTALLATION PROCESS
Quality assurance testing
Following the installation checklist
3.10 Systems


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3.10. 1. MATERI AL SCHEDULING SYSTEM The material scheduling system schedules the
appropriate materials into the production line at the correct time, automatically. This will
improve efficency and support the vision of the company to get people where they want to
go faster by providing more cars in less time.
3.10. 2. PRODUCTI ON ANALYSI S SYSTEM - The production analysis system monitors machine
performance by collecting production data and providing reports on productivity, efficency,
downtime and waste, as well as providing alerts if something goes wrong. This supports the
vision of the company by driving costs down so it can be more affordable to eveyone
helping them get where they want to go faster.
3.10. 3. SOFTWARE TESTI NG SYSTEM - The software testing system ensures that the software
installed in the car meets quality assurance standards and also achieves the purpose for
which it was written. This supports the vision of the company by providing independent cars
which are safe and will take people where they want to go.

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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)

Make the
product
1. Product
manufacturing
process
1. Scheduling the materials.


2. Monitor machinery performance.
Material scheduling system


Production analysis system
Supply Chain Management
System

Enterprise Resource
Planning system
2. Software
installation
process
1. Quality assurance testing.



2. Following the installation checklist.
Software testing system



Instruction verification
system
Collaboration system
Content Management
System

Collaboration system
Workflow Management
system

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CONCLUSION
The overall business idea is to manufacture cars which dont need people to drive them to
their destinations and by doing this they can get to where they want to go faster. This is
achieved with the amount of technology put into the car which makes it independent. The
organisation is substantially benefitted from the value of Information Technologies helping
it to manufacture and independent cars efficiently.

REFERENCES

1. Plunkett Research. (2014). automobiles-trucks-market-research Industry Trends.
Retrieved from http://www.plunkettresearch.com/automobiles-trucks-market-
research/industry-trends

2. pwc. (2013). TOP SUPPLIERS. Retrieved from
http://www.autonews.com/assets/PDF/CA89220617.PDF

3. Kimmons, R (n.d.). How to Start a Car-Building Company | Chron.com. Retrieved
from http://smallbusiness.chron.com/start-carbuilding-company-12441.html

4. Ghent, R. (n.d.). Car Alternatives Using Alternatives to Driving. Retrieved from
http://www.ecolife.com/transport/green-commuter/alternatives-to-
driving.html#book
5. Anderson, A. (2012). The Top 1- Automotive Rivalries of All Time. Retrieved from
http://www.sub5zero.com/top-10-automotive-rivalries-all-time/