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INFOSYS.110 BUSINESS SYSTEMS:
DELIVERABLE 2: BUSINESS SECTION
2014

Name Chi Shing Kwan
NetID ckwa087
Group Number: 487
Website Link: http://infosys1102014fcgroup.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Nicholl Oblitas Costa Friday 11am
Time Spent on
Assignment:
27 hours Word Count: 1627

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AUTOMATIC COOKING MACHINE
INTRODUCTION
In recent years, people like to eat outside instead of cooking by themselves. However, this
habit impose negative impact on health and rise the financial burden of New Zealand
healthcare system. To solve this problem, our company would like to introduce an
automatic cooking machine, which automates those complex cooking processes. Moreover,
It enable users to control and monitor the machine via smartphone. By using this machine,
Kiwi can cook much more easier and convenient than before.
3.1 Vision
To make each Kiwi cook easily and conveniently, by inventing tools that automatically make
the tastiest food in a fastest way.
3.2 Industry Analysis: Automatic cooking machine(with online database) Industry
Industry: Automatic cooking machine (with online database) industry.
Force: High/Low: Justification:
Buyer power: Low Customers have very limited choice. There are
very limited suppliers providing automatic
cooking machine ,which use online database for
the users to download suggested recipe and
upload feedback.
Supplier power: Low There are abundant firms which provide cloud
database service e.g. Google Cloud SQL, Amazon
Web service, Microsoft Azure (Butler, 2012).


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Threat of new entrants: Low The entry barrier is high because the knowledge
and money requirement is high. In a recent study,
Bollini,Tellex,Thompson, Roy and Rus (2013)
mentioned the hardship to prevent any error,
when managing a cooking system that based on a
software that is keep changing.
Threat of substitutes: High In New Zealand, there are substantial firms selling
traditional cooking appliances, which provided
automation to a limited extent such as steam
oven by ‘Miel New Zealand’ (Miele New Zealand,
2010).
Rivalry among existing
competitors:
Low There are not any or very rare New Zealand
company is selling automatic cooking machine,
which use online database for downloading a
suggested recipe.
Overall attractiveness of the industry: It is an attractive industry because the competition is
not intense. It is a relatively easy industry for a new firm to obtain first-mover advantage.
Moreover, the suppliers do not have high bargaining power.







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3.3 Customers and Thei r Needs
The target group of customer will be New Zealand people who currently eat outside at fast
food restaurants frequently.
Their need is to minimise the time spent and effort used on preparing food, and require high
degree of convenience. Moreover they also concern about the time needed to waste after
they choose to eat. Lastly, customers also regard deliciousness as an important benchmark
(Darian & Cohen, 1995).
3.4 The Product and Service
Firstly, users can save time on preparing food. Much less time is needed to stand in front of
the stove to cook. They only need to turn the switches to give command to the machine.
This enable users save time.
Moreover, time can also be saved by remotely start the cooking when customers are on
their way back home. The corresponding application in smartphones enable them to start
and monitor the machine everywhere at any time. They can immediately have them meal
when they arrive.
Besides, less effort can be put. Users would not need to pay attention on adding cooking
ingredient, sauce at the right time. By using the timer, the machine will automatically add
those thing to the processing food in a right time.
Lastly, by using the consistently updating “Suggested recipe” function, which downloads
from the cloud database regularly, summarised many other users successful cooking
experience. The food quality can be guaranteed.





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3.5 Suppliers and Partners
The first supplier is the firm who supply parts of the machines. Eg. s the plastic switches on
the machine. Such as Elite Polymers Company (Elite Polymers, 2013).
The second supplier is the firm that provide the cloud database service. For example,
Google Cloud SQL. It provides and manages the cloud database ,which provide suggested
recipe for users to download and receive customer feedback.
The first partner is the mobile application stores. Such as ‘Apple App Store’ and ‘Google
Play’. In each sales of our app, Apple and Google receive advertising income and certain
proportion of the selling revenue. Besides, these app store promote the app and provide
convenience platforms for our customer to download the app, which increase the
attractiveness of our machine. This displays a mutual beneficial relationship.
The second partner is shop that selling cooking ingredient. For example, Countdown
Supermarket. When our cooking machine is being promoted in their shop, the sales number
of our machine will surely increased. Also, with the incresaing number of our machine,
more people will cook at home. Hence, the rise the demand of their products e.g.
vegetables, flour etc. This also shows a mutual beneficial relationship.
3.6 Strategy: Differentiation
The competitive scope is ‘broad market’ because as stated in the vision: “each Kiwi”, we
target each market segments, such as different gender, individual or household customers,
which currently have meal at fast food restaurant frequently.
The cost strategy is ‘high cost’ because it aims to provide an additional value for its
customer, by setting up a online database to enable customer download the latest
‘Suggested recipe’. Moreover, the operation cost of the cloud database is quite high.
The overall strategy is therefore DIfferentiation.



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3.7 Value Chain Activity: Technology development (and R&D)
The most important value chain activity for this business is Technology development (and
R&D).
Linking to the company’s vision, with the aim to shorten the cooking time of the machine
and improve the taste of the food, it is important to develop new technology and improve
the current technology.
Moreover, linking to the “Differentiation” strategy , it is important to develop new
technology and apply to the products, with the aim to create exclusive features for
products. It enables the company to create competitive advantage over similar offerings
from competitors.

3.8 Business Processes
3.8.1. APPLICATION DEVELOPMENT PROCESS –
Firstly, customers’ feedback will be collected by ‘customer service department’ through
various channel such as call centre. Then, the ‘feedback processing system’ will carry out
‘data mining’ to process those data into useful information, such as the most unsatisfied
feature of the app. If it shows there is a need to change, Inforamtion technology
department will work together, with the aim to improve and debug the app. The Workflow
management system will support these two action. Lastly, the app after debugging will be
uploaded to application stores i.e. Apple Stores and Google Stores.
In addition, it is an important business process for our company because it can enhance
customer satisfaction.





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Start
End
Any bug
discovered?
Debugging
Upload the
app to
application
stores
No
Yes
Receive customers’
feedback for the
application
Feedback processing system
Customer Service
department
Improve the
application (e.g. Add
a new function)
Workflow management system
Information technology
department
No

Need to
change?
Yes
Data mining



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3.8.2. PRODUCT DESI GNI NG PROCESS –
Firstly, design proposals from the ‘Department of design‘ will be collected and stored in a
collaborative environment with the support of ‘Content management system’, such as a
private business wikis. After that, staff in the department will discuss and compare those
design proposals with the support of “Groupware system, which enable team member to
interact wherever they are. Lastly, if it is approved by manager, the product design will be
adopted into our product .
Start
End
Approved by manager
Acquire design
proposals from
designers
Adopt the design
into the product
Yes
Discuss and
compare
various designs
within the
department
Modify the design /
Make a new design
No
Groupware system
Department of design Content management system


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3.9 Functionalities
3.9.1. APPLI CATI ON DEVELOPMENT PROCESS
 Summarize customer feedbacks against the application.
 Debug and improve the app
3.9.2. PRODUCT DESI GNI NG PROCESS
 Store design proposals in a collaborative environment.
 Enable the whole department to discuss and compare those design together.
3.10 Systems

3.10. 1. FEEDBACK PROCESSING SYSTEM –
It processes customers feedback(data) into useful information after the data mining
process. For instance, the most unsatisfied aspect of the app.
We can then improve the application regarding to those information. Hence, the
application layout ,functions etc will be amended according to those customer feedback.
This function supports our vision: to make our customer become more and more easier to
cook, by using our automatic cooking machine.
3.10. 2. WORKFLOW MANAGEMENT SYSTEM –
The debugging and improving tasks of our app are distributed to different i.t. staffs,
according to their personal strength or interest. By using this system, the movement of work
between the members in the whole development process can be automated and controlled
to minimize error. The debug and improvement made will ensure our customer will have a
more user-friendly machine, which make their cooking easier, as stated in our vision.
3.10. 3. CONTENT MANAGEMENT SYSTEM –
It enables our staff to create, store, edit and publish their design proposals in a collaborative
environment, by setting up a platform such as a private business wiki. Staff can then work
together with the goal of choosing the best design from customer perspective. With a more
user-friendly design, customer can cook more convenient, which matched our vision.
.

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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)

Technology
development
(and R& D)
1. SOFTWARE
DEVELOPMENT
PROCESS
1. Summarize customer feedbacks


2. Debug and improve the app
Feedback processing
system

Workflow Management
System
Customer relationship
management system

Collaboration system
2. PRODUCT
DESIGNING
PROCESS
1. Store design proposals in a collaborative
environment

2. Enable the whole department to discuss
and compare those design proposals
together.
Content management
system

Groupware systems

Collaboration system


Collaboration system

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CONCLUSION
Our business aims at making automatic cooking tools that help Kiwi to cook tasty food in a
easy,quick and convenient way. Our products target those New Zealand people that don’t
want to spend much time on preparing food by automating the whole cooking process. Our
suppliers include manufacturing company that supply the parts of our machine and ‘cloud
database service provider’. We will partner with the mobile application stores and shops
that sell cooking ingredient. We will adopt “Differentitation” strategy and emphasis on ‘
Technology and R&D’ value chain activities. ‘Software development process’ and ‘Product
designing process’ are the two key business processes, with the support of ‘Collaboration
system’ and ‘Customer relationship management system’ .
By using the information system and information technology, the company creates a
competitive advantage such as our online database become a distinct feature for the
machine. Besides, the productivity can be risen by applying them in our collaboration
process.

REFERENCES

1. Miele New Zealand. (2010). New Miele Built-in Steam Ovens. Retrieved from http://
http://www.miele.co.nz/nz/domestic/media_releases_36504.htm/.


2. Bollini, M., Tellex, S., Thompson, T., Roy, N., & Rus, D. (2013). Interpreting and
executing recipes with a cooking robot. Experimental Robotics the 13th International
Symposium on Experimental Robotics, , 481-495. doi:10.1007/978-3-319-00065-7
3. Duffey, K. J., Gordon-Larsen, P., Jacobs, D. R.,Jr, Williams, O. D., & Popkin, B. M.
(2007). Differential associations of fast food and restaurant food consumption with
3-y change in body mass index: The coronary artery risk development in young
adults study. The American Journal of Clinical Nutrition, 85(1), 201-208. doi:85/1/201
[pii]

4. Elite polymers. (2013). Retrieved Retrieved from http://elitepolymers.co.nz/
5. Darian, J. C., & Cohen, J. (1995). Segmenting by consumer time shortage. Journal of
Consumer Marketing, 12(1), 32-44.