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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Cayla Wakefield
NetID cwak206
Group Number: 123
Website Link: http://infosys1102014fcgroup123.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Mira Lee Tuesday 9am
Time Spent on
Assignment:
7 hours Word Count: 1493

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STAFF ROSTERING APP
INTRODUCTION
Staff rostering in New Zealand hospitals has been a manual task. That is why our group
decided to create an app that caters for rostering of staff shifts. It would consider variables
such as who can work when and which staff are on leave, and once a roster has been
generated an automatic text would be sent out to each employee regarding their shift. It
would reduce human error made through manually scheduling staff rosters and an app
would be fun, simple and a massive time-saver.
3. BUSINESS SECTION
3.1 Vision
To eliminate staff rostering issues throughout all businesses everywhere and make the lives
of duty managers a breeze.
3.2 Industry Analysis: Staff rostering technology industry
Industry: Staff rostering technology industry. The staff rostering technology industry would
be the industry our business resides in as it takes into consideration the webpages and
software available too.
Force: High/Low: Justification:
Buyer power: High There are many different websites and software
available for rostering, so an app is not limiting
the buyer. They have the option of different
technologies to deal with staff scheduling.
Supplier power: Low There are over 297742 active app publishers in
the US App Store alone. (148apps, 2014) Because
there are plenty of app developers and website

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designers, supplier power is low. We have a huge
choice of suppliers to approach when creating
our app.
Threat of new entrants: High Threat of new entrants is high as developing apps
is not hard to do. Instead of taking months like
it used to and costing tens of thousands of
dollars, businesses can get an app for under
$1000 (Stuff, 2012). As well as this, websites are
fairly easy to start up as there arent barriers to
entry.
Threat of substitutes: High Buyers have the choice of using online websites
as well as other programs that incorporate staff
rostering technologies. Mount Carmel Hospital in
Dublin uses SMARTs e-rostering system (SMART
by Kronos, 2013), while Leeds Teaching Hospital
trust has implemented MAPS Healthroster (Dodd,
2011). There are several other technologies
available, using an app is not the only one.
Rivalry among existing
competitors:
High Considering the substitutes available such as e-
rostering website and programs, rivalry would be
high. However, the app industry is relatively low
as there arent currently any rostering apps
available on the android or IOS app stores.
Overall attractiveness of the industry: Attractive. Being the first business to create a staff
rostering app would enable a first-mover advantage to be gained.
3.3 Customers and Thei r Needs

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The first and most obvious target customer group to consider is the nurses in charge of their
staff rosters. This is generally the duty manager who works long shifts and has no time for
finding a computer to use a roster website or program. They need a rostering solution that
is portable and cheap. Other potential customers of this app could include any manager
who is responsible for staff scheduling in their business. These could include restaurants,
retail firms, manufacturing firms or any businesses that work on a shift system. Nurses
would admit that by the end of the shift they feel poorly, and are more prone to making
mistakes (Stokowski, 2013) This quote emphasizes that doing rostering manually is
unnecessary and after a long shift theyre prone to making more mistakes. Therefore, the
app would need to be easy to use and time-efficient.
3.4 The Product and Service
Using an app would solve all of the above four problems. An app on a mobile device is cheap
and portable. It would generate results automatically from a list of variables, so it would be
quick and easy to use. This rules out the problem of human error made from manually
producing shift schedules.
3.5 Suppliers and Partners
Suppliers, in this case, would be companies that do app development. To get the app
started would involve consulting and developing. A potential supplier could be MoaCreative.
This business has developed apps for 3 News and GrabOne. Another potential supplier could
be Smudge Apps. They built apps for Vodafone, Stuff, Sky and much more.
Partners would be businesses that we would work with. This would include the Android App
store (Google Play), as well as the Apple IOS app store, and Microsoft for their tablets and
devices.
3.6 Strategy: Focused l ow cost
Our app is not intended to be expensive. It wont be for every individual with a smartphone
either. It will be designed for those who generate shift rosters regularly and so the target

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market is for those managers with that responsibilty. It will be a low cost app with a narrow
market, so the overall strategy is therefore focused low cost.
3.7 Value Chain Activity: Market and sell the app
The most important value chain activity for this business is marketing and selling the app.
Because the app would be the first on the market, it would need some promotion to allow
potential customers to achieve brand recognition. This would be achieved through targeting
specific customers and advertising to them.

3.8 Business Processes
3.8.1. CUSTOMER SEGMENTATI ON PROCESS This process would essentially pick out the
customers that would use the app. To do this, gathering information about who is
responsible for rostering in certain hospitals would be a start and then gaining details about
them. This would lead into the next business process of promotion.

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3.8.2. COMMUNI CATING MARKETING CAMPAIGNS This is about developing promotional
campaigns in order to get the idea across to the potential customers. Once a target market
has been researched and selected, the marketing team would need to develop campaigning
tools such as flyers or videos to pitch the app idea to customers. If theyve been convinced,
its important to keep track of customers in order to allow after sales service.

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3.9 Functionalities
3.9.1. CUSTOMER SEGMENTATI ON PROCESS
Report filing technology to identify potential from actual customers
Information storage database on actual customers details
3.9.2. COMMUNICATING MARKETING CAMPAI GNS
Identify the marketing tools to be used
Identify which customers to approach and where they are
3.10 Systems

3.10. 1. PERSONNEL ANALYSIS SYSTEM- This system will be used for identifying potential
customers from actual customers. It would analyse their buying behaviour and see who is
more likely to download and use the app. This is a fundamental part of segmenting
customers as its vital to identify who is going to be the best customers so different
techniques can be used to maintain them.
3.10. 2. PERSONNEL MANAGEMENT SYSTEM This would support the functionality of keeping
documents on details of actual customers. This is important to keep as a record so that
should they have a complaint, the customer service department could pull up the files and
read about who they are, and their history. This is part of a customer relationship
management system. Managing customers is one of the most important functions of any
business and this system will assist in that.
3.10. 3. MARKETING ANALYSIS SYSTEM This system will assist in choosing marketing
techniques in order to communicate information on the app to customers. This system will
weigh up the pros and cons of certain techniques such as communicating messages via TV
adverts, magazines, flyers, radio, etc and choosing the best and most appropriate methods
that suit the situation. In this case, the system would select video presentations and flyers
as the most suitable methods because it is targeting the small audience of duty managers .

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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)

Market
and sell
the service
1) CUSTOMER
SEGMENTATI ON
PROCESS

1. Report filing technology to identify
potential from actual customers


2. Information storage database on
actual customers details

Personnel analysis system



Personnel management
system
Decision Support system



Customer relationship
management system
2) COMMUNICATING
MARKETING
CAMPAIGNS
1. Identify the marketing tools to be
used

2. Identify which customers to
approach and where they are

Marketing analysis system



Personnel analysis system
Decision support system


Decision support system

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CONCLUSION
To conclude, rostering has been a daunting task. We aim to reduce this issue by providing an
easy-to-use solution that is more convenient than e-rostering technologies. It would be
cheap, quick and hastle-free. This app solution would be supported by information systems
and technology to manage, control and coordinate a business to add and deliver value to all
organisational functions, especially by allowing a firm to more easily coordinate their staff
schedules.

REFERENCES

1) 148apps, 2014, App Store Stats summary, retrieved from http://148apps.biz/app-
store-metrics/

2) Stuff, 2012, Get an app built for $1000, retrieved from
http://www.stuff.co.nz/technology/digital-living/6918052/Get-an-app-built-for-
about-1000

3) Smart by Kronos ,2013, retrieved from
http://www.personneltoday.com/blogs/press-release-service/2013/09/mount-
carmel-hospital-uses-automated-rostering-to-maximise-staff-resources-and-
improve-patient-care.html

4) Sue Dodd, 2011, Benefit of e-rostering technology at Leeds hospital Trust, retrieved
from
http://www.buildingbetterhealthcare.co.uk/technical/article_page/Benefits_of_eRo
stering_technology_at_Leeds_hospital_trust/72550

5) Laura A. Stokowski, 2013, Effects of Work Schedules, retrieved from
http://www.medscape.com/viewarticle/777286_8