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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Sadiqa Shafia Begum
NetID sbeg899
Group Number: Group 128
Website Link: http://infosys1102014s1group128.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Khushbu Tilvawala Tuesday 1pm
Time Spent on
Assignment:
30 hours Word Count: 1498

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EMERGENCY ALERT DEVICE
INTRODUCTION
Domestic violence is a high-profile underreported social problem and its prevalence have
been extensively discussed in both, the social literature and the popular media (Robert,
2002). According to New Zealand Domestic Violence Statistics, on average 14 women, 6 men
and 10 children are killed by a member of their family every year and thousands are being
injured; but it is estimated that only around 20% of incidents are reported.
Victims usually refrain from reporting domestic violence occasions because of the fear that
one call to a third party may lead to their own death as a punishment of making the call due
to the risk of being heard by the perpetrator.
Technology has always been there to help us in our everyday situations and by just pushing
the trigger button on a wireless emergency device, victims of domestic violence now can
alert the police eliminating the need of risking their life whist requesting for assistance.
3. BUSINESS SECTION
3.1 Vision
To take advantage of technology and assure individuals feel secured and confident enough
to stand up for themselves when faced with violent situations.
3.2 Industry Analysis: New Zealand Security and Protection Services Industry
Industry: New Zealand Security and Protection Services Industry. Security services are are
in demand all over the world, in both the public and private sectors, which suggests that
total market is well diversified and has a potential to expand at a good rate.



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Force: High/Low: Justification:
Buyer power: High Buyers tend to have a high degree of bargaining
power as lack of differentiation in the services
provided allows them to base their decisions on
price. In addition, the possibility of buyers
backwards intergrating and players forward
intergating serves to further increase the buyer
power.
(MarketLine Industry Profile, 2013)
Supplier power: High Suppliers of electronic surveillance equipment
does not rely on the security services industry for
revenue as they are large multinational
corporations who manufacture a broad portfolio
of electronic products. Hence they are able to
directly affect price for the materials.
(MarketLine Industry Profile, 2013)
Threat of new entrants: Low The industry is highly regulated in regards to
managed security. Also, a high level of intellectual
property and capital investments is required in
managing the security and electronic security
services. (MarketLine Industry Profile, 2013)
Threat of substitutes: Low There is little or no discernible practical nor cost
effective substitues for electronic surveillance
and manged security.

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(MarketLine Industry Profile, 2013)
Rivalry among existing
competitors:
High There are a number of smaller national
businesses like ADT, Matrix Security and few
leading companies such as G4S and Secom
Guardall competing against each other, which
intensifies rivalry in the market. (MarketLine
Industry Profile, 2013)
Overall attractiveness of the industry: Based on the Poters 5 Forces Model, it could be said
that the industry is somewhat unattractive. However, lack of differentiation has been
emphasised as one of the major cause for buyer power being high, thus, it is possible that a
firm will be able to significantly influence the market by coming up with a first mover
advantage and earn high profits.
3.3 Customers and Thei r Needs
The target group of customers are households in New Zealand and specifically women who
are believed to be preys of domestic violence cycle. Victims usually find it unsafe to call the
police as they fear that the abuser may overhear the conversation and cause them more
harm. Leaving a violent situation of abuse can sometimes take time. It's common for
women to make four to seven attempts to leave before they are successful (Womens
Refuge).
Service
In an attempt to try to reach out and make the victims feel secured and self-assured our
company has come up with a wireless emergency alert device which allows users to send
assistance request without making it obvious to the perpetrator. The device has been
tailored to enhance the procedures required whilst requesting help from the police in cases
of violent situations. When a person needs help, they simply press their Help button thus
triggering a silent alarm indicating to the police that a violence has taken place. The police
will then be able to come to the scene and take action against the abuser without giving

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them any chance to escape. This eliminates the need of reporting the crime via telephone
which seems to be life threatening for the victim as mentioned previously.
3.5 Suppliers and Partners
One of the suppliers will be multinational corporations who offer a broad portfolio of
electronic products needed to assemble the security device. An example of which is
Siemens. Another supplier will be the power supplying company providing electricity
which is essential for the day to day running of the business. An example of such would be
Genesis Energy.
Since our companys focus is to help the victims of domestic violence, we are going to form
partnership with organizations that provide support services to the victims such as
Womens Refuge and Family and Community Services. The New Zealand Police Force is
seen as a potential partner as well.
3.6 Strategy: Focused High Cost
For the competitive scope, our business targets only household women who are prone to
domestic violence and are struggling to make their family life safer and worth holding on to.
Thus, we are aiming for a niche market.
Given the industry structure; high supplier power, intense competition, relatively high cost
of developing the product, the business will be providing the product at a high cost with
optimal quality.
The overall strategy is therefore Focused High Cost.
3.7 Value Chain Activity: Service after the Sale
The most important value chain activity for this business is Service after the sale.
The vision of our company is to provide safety assurance to individuals facing difficulties in
violent environment and emergency occurs without any warning. Sometimes it may be a
matter of life and death for the victim. Therefore is vital that the equipment installed runs at
its peak performance all the times. To do so, top-class service after the sale is an essential

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activity that may add significant value to the business by providing reliable support. In
addition, by focusing on a narrow scope we have to ensure that customers do place their
trust on the business. Failure in doing so may result in the company losing customers and
going out of business.
3.8 Business Processes
3.8.1. CUSTOMER SERVI CE PROCESS - Customer service process is an integral part of our
business as it provides a platform to get more insight into customer satisfaction, resolve
customer issues and deliver quality services thus building better business relationships.
Customer satisfaction will generate a positive company image, which, in turn, may lead to
growth and profitability.


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CUSTOMER SERVICE PROCESS MODEL

3.8.2. MAINTENANCE AND REPAIRING PROCESS - The scheduling of routine and preventative
maintenance is important as it will eliminate unexpected expenses and ensure that the
device stays in a working condition all the time. This process will minimise the probability of
failure or the performance degradation of the system ensuring that the device is functional
at the time of need.







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MAINTENACE AND REPAIRING PROCESS MODEL




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3.9 Functionalities
3.9.1. CUSTOMER SERVI CE PROCESS
Record complaints.
Track customers problems and resolutions.
3.9.2. MAINTENANCE AND REPAI RING PROCESS
Schedule planned maintenance.
Track the status of preventive and corrective task.
3.10 Systems

3.10. 1. COMPLAINTS MANAGEMENT SYSTEM A complaints management system is needed
to support the customers complaints process. It will be effective by saving time and money
by quickly resolving complaints before they snowball into large full-blown disputes that are
costly and distracting.
3.10. 2. CUSTOMER SERVI CE SYSTEM This system is needed to provide a platform to reduce
the latency for serving the customer giving more insight into customer satisfaction, resolve
customer issues and deliver quality services thus gaining powerful marketing advantage.
3.10. 3. PLANNED MAINTENANCE SYSTEM This system will enable the business to schedule
and execute routine maintenance on the product ensuring that it is up to the standard and
fully functional. Dectection of faults and errors will be corrected without delay and
therefore improved customer satisfaction may lead to additional growth for the business.

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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)

Service
After the
Sale
1. Customer
Service Process
1. Record complaints.

2. Track customers problems and resolutions.
Complaints management
system

Customer service system
Transaction processing
System

Customer Relationship
Management system
2. Maintenance
And Repairing
Process
1. Schedule planned maintenance.

2. Track the status of preventive and
corrective task.

Planned maintenance
system

Planned maintenance
system


Transaction processing
system

Collaboration system
(Workflow management
system)

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CONCLUSION
By using technology we can eliminate the need of reporting the crime via telephone which
seems to be life threatening for the victim. A single report can mean breaking the domestic
violence cycle which may limit the possibility of repeated crimes taking place thus improving
customer satisfaction. Success of this could be measured in terms of reduction in injuries,
death and other related problems related to the underreported crime of domestic violence.
REFERENCES


1. Enrique G. (2004).Unreported cases of domestic violence against women: towards an
epidemiology of social silence, tolerance, and inhibition. Journal of Epidemiology and
Community Health, Volume 58, Issue 7, pp 536-537. doi:10.1136/jech.2003.019604.
Retrieved from
http://jech.bmj.com/content/58/7/536.short.

2. MarketLine Advantage. (2013). Global - Security Services. Retrieved from
http://advantage.marketline.com.ezproxy.auckland.ac.nz/Product?pid=MLIP1122-
0001
3. Robert A. Pollak. (2004). An intergenerational model of domestic violence. Journal
Of Population Economics, Volume 17, Issue 2, Pp 311-329. doi: 10.1007/s00148-
003-0177-7. Retrieved from
http://download.springer.com.ezproxy.auckland.ac.nz/static/pdf/649/art%253A10.1
007%252Fs00148-003-0177-
7.pdf?auth66=1400062438_4a2ea18b13b72ebb0c74640ef04f0994&ext=.pdf
4. The American Academy of Experts in Traumatic Stress (2012). Domestic Violence and
Abuse: Types, Signs, Symptoms, Causes, and Effects. Retrieved from
http://www.aaets.org/article144.htm

5. Womens Refuge. (2014). New Zealand domestic violence statistics. Retrieved from
https://womensrefuge.org.nz/WR/Domestic-violence/Statistics.htm

6. Womens Refuge. (2014). Why Doesnt she leaves? Retrieved from
https://womensrefuge.org.nz/WR/Domestic%20violence/Why%20doesnt%20she%2
0leave.htm