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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Patrick Fahey
NetID pfah260
Group Number: 447
Website Link: http://infosys1102014s1group447.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Olivia Friay 9am
Time Spent on
Assignment:
500 hours Word Count: 1577

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FIND-MY-PARK BUSINESS ANALYSIS
INTRODUCTION
Finding a vacant car park space in a timely manner has been a problem for decades and has
continued to increase in severity in recent times. With the population of car owners
growing, coupled with the finite nature of parking spaces something needed to be done.
The solution is simply a detecting device, placed in every car park, that would notify those
currently looking for a park and direct them to vacant car spaces via the use of a mobile
application. The solution also offers a cashless, no hassle payment method that will
revolutionise the parking industry.
3. BUSINESS SECTION
3.1 Vision
To redefine the parking industry by creating the most innovative technology that will
ultimatlely benefit society.
3.2 Industry Analysis: New Zealand Car Park Technology Industry
Industry: New Zealand Car Park Technology Industry. This industry contains all firms that
offer technologies that aim to better the car parking process in all aspects.
Force: High/Low: Justification:
Buyer power: Low The few firms that operate in this industry and all
have very unique and diffrentiated products
which doesnt allow customers to easily switch
between products. The high cost nature of these
products also reduces buying power, for example
the installation of only 4000 parking sensors in
Palmerston North would have cost the council
over $2 million (Tong, 2010).

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Supplier power: Low The components used in this industry are
interchangeable and similar components from
other suppliers can be used. Due to the unspecific
needs of firms, they can easily swap to suppliers
which offer the best prices.
Threat of new entrants: Low This industry has high barriers to entry, for
example Don Sandbrook has spent over $2.5
million in setting up his company over the past
two years (Smith, 2011). This high set up cost
coupled with the need for a high technological
knowledge is likely to deter businesses from
enterring this industry.
Threat of substitutes: Low There are few substitutes in this industry which
dont pose much of a threat, as these products
dont satisfy current customer needs such as
cashless payments, innovative technology and
overall parking management. A recent report
showed that 59% of those surveyed believe that
innovative parking technologies are having the
greatest impact on the parking industry
(International Parking Institute, 2013).
Rivalry among existing
competitors:
High There are few potential customers for products in
this industry and in order to create the largest
customer base and be successful the competitors
must have the most innovative products on the
market or have the first mover advantage. For
example, the Pay by Phone programme in

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Washington, D.C. captured 40% of the citys
parking revenue by being the most innovative
product (International Parking Institute, 2013).
Overall attractiveness of the industry: This industry is quite an attractive industry as most
of the forces (4 out of 5) analysed are low which would benefit any firm currently in the
industry and would increase the likelyhood of entering it.
3.3 Customers and Thei r Needs
Auckland Council is one potential customer who have a general objective of sustainable
growth and development, and one of the ways they want to achieve this is by creating a
integrated parking strategy. Such a complex startegy involves the need of an effective
parking management system which they hope will ultimately decrease congestion and
improve development in the CBD (Auckland Regional Council, 2009). Traffic congestion is
becoming an increasing concern for regional councils as 3 cities in New Zealand (Auckland,
Wellington, Christchurch) are ranked in the top 40 most congested cities, with Auckland
being ranked 15
th
in the world (Tan, 2013).
Private parking providers are also potential customers who want systems and technology
that make the parking experience for their customer as easy and hassle free as possible. The
International Parking Institute (2013) states that parking associations around the world
want parking guidance systems and more innovative technology that will improve the
effectiveness of the parking industry.

3.4 The Product and Service
The main function of this product is to make everything about parking easier from the
finding of car parking to the management of city parking. Councils around the country want
to make their respective areas as easy to live in as possible and this product will solve the
parking issue that surrounds many cities. According to Shoup (2006), 30% of those in traffic
are cruising around to find a vacant park and with the use of Find-My-Park technology this

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will be significantly reduced as drivers will know exactly where available parking spaces are.
It also provides the ability to effectively manage on street and off street parking as accurate
parking data is available for customers.
3.5 Suppliers and Partners
Suppliers are those external businesses who provide us with materials or services that we
must pay for to use. For example solar panels are components used in our product which
will be supplied by SolarCity and we will use the services of Oracle in order to store our data
in their cloud databases.
Partners are those outside entities work together in a way that will benefit both entities. For
example partnering up with the International Parking Institute will make our own propduct
more appealing and we will help the IPI by providing them with valuable research. Advam
provide self service card acceptance terminals and by teaming up with them we can use
their products to create a more integrated service.
3.6 Strategy: Differentiation
The Find-My-Park product will be created using high quality components with the
integration of the best IT solutions in order to create the most effective product on the
market. This puts the product into a high cost strategy in order to fully satisfy customer
needs.
The product will aim to satisfy the whole market not just specific areas. The product can be
used for all facets of the parking industry from curb side parking to the most complex
parking buildings.
The overall strategy is therefore Differentiation.
3.7 Value Chain Activity: Research & Development
The most important value chain activity for this business is Research & Development.
We aim to have the most innovative technology and essentially lead the market in terms of
development. With a heavy emphasis on technology development the business can focus its

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resources on providing customers with the most integrated parking solution on the market.
Since the product has a differentiation strategy it will focus on the market as a whole and
will have a high cost strategy. A broad market focus means the product must fit everybodys
wants and due to fast changing needs, research will always have to be conducted to stay
ahead of the market.
3.8 Business Processes
3.8.1. SOFTWARE DEVELOPMENT PROCESS Updating software regularly is an essential part
of staying ahead of rivals and maintaining a competitive advantage. In order to be the most
innovative business in the market the software must continuosly be developed to meet
customer needs and to allow the product to perform at its best.


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Decide on updated
solution
Create the software
Implement the
software
Development
Department
Document Management
System
Solution Analysis
System
Done



















3.8.2. PROTOTYPE TESTING PROCESS The prototype testing process is a set of interrelated
tasks that ultimately aims to confirm that a product will work as it is supposed to do. The
process incorporates both the design team and customers in order to create products that
will satisfy the needs of the customer.

Start
Determine software
needs
Identify potential
solutions

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Done
Design initial
prototype
Start
Implement prototype
to system
Full prototype review
Check prototype
capabilities
Product Analysis System
Research
Department


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3.9 Functionalities
3.9.1. SOFTWARE DEVELOPMENT PROCESS
Receives documents/reports from customers
Sorts potential solutions into categories
3.9.2. PROTOTYPE TESTI NG PROCESS
Highlights prototype flaws
Determines if the product can integrate with related products
3.10 Systems

3.10. 1. DOCUMENT MANAGEMENT SYSTEM - Being able to receive product and software
reports from customers is vital in deciding how to develop the current technology. The
customers documents can give an insight to what areas are not functioning properly and
where improvement can be implemented. Having the knowledge about where to develop
can help the business to be much more innovative with their solutions.
3.10. 2. SOLUTI ON ANALYSIS SYSTEM This system is able to sort potential software
development solutions into relevant categories and allows the development team to more
easily implement the solution. Ultimately a more informed decision can be made about the
software development which can lead to greater innovation and customer satisfaction.
3.10. 3. PRODUCT ANALYSIS SYSTEM This system aims to highlight prototype flaws and to
make sure all the products can integrate together. Data from previous prototypes will be
collected and analysed as a whole in order to generate the most innovative product.

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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)

Research
and
Development
1. Software
development
process
1. Receives documents from customers.

2. Sorts potential solutions into categories.
Document management
system

Solution analysis system
Collaboration System

Decision Support System
2. Prototype
testing
process
1. Highlights prototype flaws.

2. Determines if the product intergrates with
related products.


Product analysis system





Decision Support System

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CONCLUSION
Innovative parking technologies are becoming more and more in demand and as this
technologies become implemented there will be a greater need to use information systems
in order to gain a competitive edge. An integrated parking management solution will get rid
of many parking problems we have today and ultimately benefit society. The need for
information technology for this product, and even the industry, is crucial as it will enable the
systems involved to function effectively.

REFERENCES

1. Tong, G. (2010). FrogParking Reference Site. Palmerston North: Palmerston North
City Council.

2. Smith, N. (2011, July 25). Success: Electronic Warden Watches Carparks. The New
Zealand Herald.

3. International Parking Institute. (2013). 2013 Emerging Trends in Parking.
Washington, D.C.: International Parking Institute.

4. Transportation Alternatives. (2007). No Vacancy: Park Slopes Parking Problem and
How to Fix It. Brooklyn: Transportation Alternatives.

5. Auckland Regional Council. (2009). Auckland Regional Parking Strategy. Auckland:
Auckland Regional Council.

6. Tan, L. (2013, November 7). Auckland Traffic Jam Create City of Snails. The New
Zealand Herald.

7. Shoup, D. (2006). Cruising for Parking. Los Angeles: University of California,
Department of Urban Planning.