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TERTIARY guide to SUCCESS is an online based industry that helps users find employment. The nature of work is changing. Some jobs are becoming out-of-date and other jobs are being created where it has not exist before. People are becoming more uncertain about their future prospects, with 15% of students entering tertiary education unsure about what jobs are available. Our website solution addresses the uncertainty presented by students, helping them to develop personalised academic and career plans.
TERTIARY guide to SUCCESS is an online based industry that helps users find employment. The nature of work is changing. Some jobs are becoming out-of-date and other jobs are being created where it has not exist before. People are becoming more uncertain about their future prospects, with 15% of students entering tertiary education unsure about what jobs are available. Our website solution addresses the uncertainty presented by students, helping them to develop personalised academic and career plans.
TERTIARY guide to SUCCESS is an online based industry that helps users find employment. The nature of work is changing. Some jobs are becoming out-of-date and other jobs are being created where it has not exist before. People are becoming more uncertain about their future prospects, with 15% of students entering tertiary education unsure about what jobs are available. Our website solution addresses the uncertainty presented by students, helping them to develop personalised academic and career plans.
Name Kitty Jan NetID Kjan119 Group Number: 008 Website Link: http://infosys1102014fcgroup08.blogspot.co.nz/ Tutorial Details Tutor: Day: Time: Claris Chung Monday 9am Time Spent on Assignment: 25 hours Word Count: 1647
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2 TERTIARY GUIDE TO SUCCESS INTRODUCTION The nature of work is changing. Some jobs are becoming out-of-date and other jobs are being created where it has not exist before (Asia-Pacific Economic Cooperation, 2010). People are becoming more uncertain about their future prospects, with 15% of students entering tertiary education unsure about what jobs are available. Therefore they will enter tertiary education with no end goal (Langfield, 2013). Our website solution addresses the uncertainty presented by students, helping them to develop personalised academic and career plans and enabling them to reach and connect with potential employers. 3. BUSINESS SECTION 3.1 Vision To guide and prepare all New Zealand students to get the most out of their education, giving them high quality information and opportunities for them to succeed in life. 3.2 Industry Analysis: Online Career Planning Industry Industry: Online Career Planning Industry. This is an online based industry that helps users find employment. Force: High/Low: Justification: Buyer power: High There is many different career websites that allows customers to choice which website to access with minimal client switching costs for. It operates in a global stage which means buyers have a vast amount of websites to choice from online (Napoli, 2014). Supplier power: Low There are not many inputs for online developers. They are able to relay on many different suppliers in maintaining their online service. There is a vast
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3 amount of talented IT and software specialist available, with a steady growth of 2.7% in the number of software specialist employed in the past three years (Ministry of Business Innovation and Employment, 2013). Threat of new entrants: High There are minimum entry barriers. The industry is not capital intensive, with minimum start-up- costs and very few regulations (Napoli, 2014). It is very easy for anyone to start up an online business because no pre-knowledge is required. Threat of substitutes: High There are many substitutions for online career services. The market for career planning are presented in all kinds of products such as physical books and career advisers in person. Buyers are able to branch away from online devices and use other means to gather information that is not in the form of an online services. Rivalry among existing competitors: High There are many players in this industry. There is numerous sites that give career advice such as MyFuture and CareersNZ. It is also a growing trend with hundreds of small, new businesses launching every month creating increasing competition to maintain market share and retain customers (Osborn, Dikel, & Sampson, 2011). Overall attractiveness of the industry: Low. It is extremely difficult to establish a brand image in this industry due to the high buyer power, many competition within the industry and threats of substitutions available offline. However this industry appears to have growth
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4 prospects which makes many people attracted to the industry due to low barriers and no start-up-costs (Napoli, 2014). Although many would look elsewhere, given the uncertainty associated with this industry. It is not profitable unless there is full understanding on how to run a business and to market creative ideas that sets you apart from competitors (Brownson, 2012). 3.3 Customers and Thei r Needs Our customers are mainly secondary and tertiary students studying in a NZ institution. They require a focus on their future study and career plan, wanting a clear vision of what job opportunities are available. Many students enter tertiary study with no clear outcome in mind, with 40% of students who enter tertiary education do not graduate (OECD, 2013). Students who wants to avoid the misuse of their time in doing something that is not valuable, need guidance to achieve their goals. Our service will provide them with tools and opportunities that is needed to ensure a successful outcome after graduation. 3.4 The Product and Service Our website offered satisfies the need of students because it ultimately addresses the difficulty in planning for the future and finding job opportunities after graduation. Statistics show that the 17% of students drop out of university during their first year of bachelor level study (Radloff, 2011). Therefore we provide a service to students from the beginning, when they begin searching for tertiary education. The guidance of all possible study options on our website will allow them to plan for what potential employers are looking for, in an efficient manner. After they decide what course to take, we guide them through their education, allowing them to sync their timetable and assignment deadline with our software. This will allow students to keep on top of their studies and on track for their end goal. To retain our customers we provide ongoing up-dates and alerts on job opportunities through our website, which is personalized with their study pathway. 3.5 Suppliers and Partners Suppliers: Software developing specialists such as with Crest Technologies. We want our features and information to be up-to-date and relevant to our customers. Crest Technologies can ensure that new features will be available to our customers. They can create and customize computer software solutions with the aim of optimizing operation efficiency (Crest Technologies, 2009). Suppliers: Customer support companies supplies us with the knowledge of customer service such as technology support services. They allow us to obtain and verify the accurate
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5 registration information. Therefore we can implement corrective action to ensure that an excellent standard is provided (Attard, 2014). Partners: Tertiary institutions such as the University of Auckland. They will provide us with information about course requirements. This will also benefit tertiary institutions because they will have another interface with their students, as an advertising initiative. Partners: Employers who provide us with free job opportunities such as with accounting firms. Employers will benefit as they will find employees faster, increasing employee productivity as we filter out unsuitable candidates for the job. 3.6 Strategy: Differentiation Our solution is targeted to a board audience. It is aimed to all secondary and tertiary students whom desire is to gain a valuable education and be inform about job opportunities. This board market is evident, with 64% of secondary school leavers in NZ plan to do more education or training (Adolescent Health Research Group, 2013). Our goal is to provide a high quality service that works with students on a one-on-one personal interaction level. It provides students with tools that will benefit them throughout their tertiary education and alerting them with high end job opportunities. Due to the requirements of updating an on-going database, students will need a premium for the use of the software to keep up with our high costs in providing a high quality service. The overall strategy: Differentiation. 3.7 Value Chain Activity: Delivery of the Service The most important value chain activity for this business is Delivery of the Service. The features need to be personalized for each user, to allow a quality service that is tailored to their demands. As peoples goals changes, there need to up-dates in the system to maintain customer satisfaction. There will have to be considerable amount of time allocated to the delivery of the service, to keep high quality information on our system.
3.8 Business Processes 1. 3.8.1. Initial Personalized Process: The data gathered need to be managed to allow the right tertiary/career information to be given to the customer. It is crucial to the success of our business in meeting the requirement of accurate information when customers first register.
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1. 3.8.2. Customer Reengineering Process: It is important for our business to keep our customers satisfied, therefore there need to be quality features available that relate to the changing customer demand. This process involves adding new features to our website when customer change preferences.
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8 3.9 Functionalities 3.9.1. INI TI AL PERSONALI ZED BUSINESS PROCESS Receive payment invoice Identify if data is accurate
3.9.2. CUSTOMER REENGI NEERI NG BUSINESS PROCESS Collecting customer new request Identifying if the new feature will be beneficial to customer 3.10 Systems
3.10. 1. Data Management System: This system helps organize data that has been collected. It is able to recognise if data is beneficial or relevant by filtering out any inconsistent or incomplete data that is presented through the business process. It is able to structure data to make it easier to enter and store the data that is collected. This system allows the process to be in order, making it easier to navigate and recognise where data get stored in the database for it to be summaries and cleanse. This allows customers to receive high quality information. 3.10. 2. Payment Management System: This system receives the invoice payment from the customer. It makes sure that accurate information is received and stored with no duplicates. It fix inaccurate and incomplete data by connecting back to customers via email to gather the correct data. 3.10. 3. Customer Profile Analysis System: This system receives and analyse customers new requests. It gathers customers new goals and suggestions, analyse tends in the system and report it back to the operational system. It is important that accurate information gets passed back to the customer reengineering process so that the delivery of the service is smooth running, meeting the needs of the customer.
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9 3.11. Summary Table: Value Chain to Systems
Value Chain Activity Processes Functionalities Specific Information System(s) Broad Information System(s)
Delivery of the Service 1. Initial Personalized Business Process 1. Receive payment invoice
2. Identify if data is accurate
Payment Process System
Data Management System Transaction Processing System Operational Support System 3. Customer Reengineerin g Business Process 1. Collecting customer new request
2. Identifying if the new feature will be beneficial to customer
Data Management System
Customer Profile Analysis System
Operational Support System Customer relationship management system
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10 CONCLUSION The value of information systems to support our business processes ultimately enable us to improve customer satisfaction. This means customers will be able to receive a tailored outcome that suits their own needs. By working on a personal level with our customers it creates competitive advantage as customers will place a greater value on our service than other offers.
REFERENCES Adolescent Health Research Group. (2013). The Health and Wellbeing of New Zealand . Auckland: Uniservices, UOA Faculty of Medical and Health Sciences. Asia-Pacific Economic Cooperation. (2010). Rapidly changing work environment demands new skills, life-long learning. APEC Secretariat, 1-3. Attard, J. (2014). Find Suppliers for Your Business. Retrieved from Business Know How: http://www.businessknowhow.com/startup/findsuppliers.htm Brownson, T. (2012, February 20). The Self Development Industries. Retrieved from The Daring Adventure: http://www.adaringadventure.com/life- coaching/the-self-development-industries-two-biggest-lies/ Crest Technologies. (2009). Crest Technologies Home. Retrieved from Crest Technologies: http://www.crest-tech.co.nz/ Langfield, A. (2013, September 12). What career do teens want? "I don't know," many say. NBC News. Ministry of Business Innovation and Employment. (2013). Occupation Outlook. Wellington: Careers NZ. Napoli, M. F. (2014). Industry Analysis: Internet. Research Hub, 2-5. OECD. (2013). Education at a Glance 2013. OECD Indicators: OECD Publishing. Osborn, D. S., Dikel, M. R., & Sampson, J. P. (2011). The Internet: A Tool for Career Planning. National Career Development Association. Radloff, A. (2011). Student Engagement in New Zealand's Universities. Wellington: Ako Aotearoa and the Australian Council for Educational Research.
S.110 Business Systems: Deliverable 2: Business Section 2014 Name Marthalena Heather Netid Group Number: Website Link: Tutorial Details Tutor: Day: Time: Time Spent On Assignment: Word Count: 1641