Name Claudia Easton NetID ceas537 Group Number: 09 Website Link: http://infosys1102014fcgroup09.blogspot.co.nz/ Tutorial Details Tutor: Day: Time: Claris Monday 9am Time Spent on Assignment: 25 hours Word Count: 1650
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2 MOLE MAP APP BUSINESS PROPOSAL INTRODUCTION The problem statement identified in D1 demonstrates that globally melanoma is a leading cause of preventable deaths. Early detection of this form of skin cancer yields a 97% survival rate compared with 15% for late diagnosis (American Cancer Society, 2013). The creation of Mole Map App, can reduce the amount of deaths due to undiagnosed or late diagnosis of melanoma, as it will track changes in moles so early detection of potentially malignant moles is possible. 3. BUSINESS SECTION 3.1 Vision Statement To reduce the amount of preventable melanoma deaths by empowering humanity to proactively monitor the risk of melanoma skin cancer. 3.2 Industry Analysis: Skin Cancer Diagnosis Industry Industry: Skin Cancer Diagnosis Industry Defined as: The services and businesses that provide skin diagnosis techniques. Force: High/Low: Justification: Buyer power: High Common businesses in this industry are Doctors and Dermatologists (Cancer Society, 2010). Practitioners in this field are widely available and easily accessible (NZ Doctor, 2012). This warrants high buyer power as customers have various service provider choices. Supplier power: Low To diagnose melanoma, practitioners may do a shave or incisional biopsy (American Cancer Society, 2014). This
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3 indicates, the primary industry suppliers provide medical equipment; scalpels, anaesthetic and microscopes. Using NZ as an example, supplier power is low as Government controls and subsidises the health system, and suppliers have little bargaining power. Therefore generally supplier power is low; however this could vary depending on each countrys health system. Threat of new entrants: High Despite it taking a lot of time, money and knowledge to open a medical practice, new practitioners are still rapidly entering the industry (NZ Doctor, 2012). Therefore threat of new entrants is high. Threat of substitute s: Low Threat of substitutes is low because there is no current substitute to skin cancer diagnosis. Rivalry among existing competito rs: High NZ Doctor (2012), doctor rates are increasing 14,333 active doctors in New Zealand in 2011, up from 13,883 in 2010 (pp 34.). This insight and the combination of high buyer power suggest high industry rivalry, thus a wide-range of choice for buyers. Overall attractiveness of the industry: Overall, it is apparent that the Skin cancer Diagnosis industry is attractive. The industry is in high-demand due to rapidly increasing skin cancer rates. In the US 1 in 87 Americans are at risk of developing malignant melanoma; an increase of 1800% since the 1930s (Rigel, D. Friedman, R. Kopf, A,1996).
3.3 Customers and Thei r Needs
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4 Customers: Demographically, key customers are global male and female smartphone users aged between 13-54, with a low-moderate income and limited time. Their psychographics are people that are concerned about malignant moles and want skin cancer diagnosis. Men and women are both susceptible to skin cancer and therefore should both have interest in a preventative app. All ages are susceptible to melanoma, reflected by American Cancer Societys (2014) advocating that melanoma is not uncommon even among those younger than 30. Moreover, the customer segmentation takes into account the average ages of Smartphone owners determined as 13-54 (Comscore, 2011). Customers needs: Ease of use and accuracy of the product. As the app is a substitute for visiting the doctor, it must be easier or customers will choose the alternative. Additionally, accuracy is vital; ethical considerations are a prime concern as inaccuracy of the app may lead to fatality the clinical failure to diagnose melanoma correctly has grievous implications for survival of patients with that potentially fatal disease(Ackerman & Miller, 1992 pp 559).
3.4 The Product and Service The product will fulfil the customers need for ease of use as using the app allows diagnosis to be done on a smartphone anywhere, anytime, anyplace, which is easier than an excursion to the doctor. The customers need for accuracy will be met by careful development, involving extensive testing and partnering with medical professionals to provide an accurate diagnosis. 3.5 Suppliers and Partners Partners: General Practitioners and Dermatologists. Dermatologists and General Practitioners (GPs) aim to be partners in the creation of this app, by enabling a second opinion function that allows customers to distribute their mole information to GPs and Dermatologists. This provides a mutual benefit for everyone as it will refer/create new clients for the GPs and Dermatologists and provide more extensive features on the app.
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5 Suppliers: ITunes app store, App developers and scientific researchers. The ITunes app store will host the app. Developers doctors, technology developers and IT experts will be involved in creating the app as their knowledge and technical support is needed to create a successful and accurate product.
3.6 Strategy: Cost leadership strategy Business Insider (2013) states that by the end of this current year, 1.4 billion Smartphones will be in use (cited by Leonard, 2013, pp 1.). Globally Smartphone usage is still in the minority but is rapidly becoming a majority, and accessed by a broad range of people demographically and geographically. Thus, the apps ability to be used world-wide by approximately 1.4 billion warrants the use of a broad market classification. It is likely that only people with moles would use the app, however, this is a broad market as it is common knowledge that most people have at least one mole. The app is classified as low cost as one of the key reasons for it is to develop an easier and cheaper alternative than going to the doctor. The recommended retail price is $20, relatively cheap compared to other industry alternatives.
Overall strategy is therefore a cost leadership strategy. 3.7 Value Chain Activity: Research and Development The most important value chain activity for this business is research and technology and development. The company vision is To reduce the amount of preventable melanoma deaths by empowering humanity to proactively monitor the risk of melanoma skin cancer. Research and development (R&D) is the most important value chain activity as it is vital to providing an accurate tool for diagnosing melanoma. R&D is important to our low cost strategy as the app must work for a broad range of people (ethnicities, age act.). This is how a low cost option can be delivered, as diagnosis does not require individually tailoring.
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3.8 Business Processes 3.8.1. PATTERN MATCHI NG ALGORI THM DEVELOPMENT PROCESS This process is vital to the app as it develops the pattern matching algorithm to detect if the user has melanoma. The algorithm will be developed by the analysis of mole images, with repeated testing to ensure the algorithm gives the right diagnosis. PATTERN MATCHING ALGORITHM DEVELOPMENT PROCESS MODEL
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7 3.8.2. APP REFINING/ UPDATI NG PROCESS The refinement of the app is important because it must continually be updated to provide the best diagnostic accuracy. This process will use diagnostic data from users and evaluate error patterns. It will fix these patterns by developing and updating the apps systems, and then update the app itself. APP REFINING/ UPDATING PROCESS MODEL
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3.9 Functionalities 3.9.1. PATTERN MATCHI NG ALGORI THM DEVELOPMENT PROCESS Picture pattern matching functionality Melanoma detection functionality 3.9.2. APP REFINING/ UPDATING PROCESS App updating functionality User feedback data analysis functionality 3.10 Systems
3.10. 1. APP UPDATING SYSTEM This system incorporates the app update functionality. This process is the purpose of the system, and therefore this functionality is vital for the system to perform its task. This system is crucial to support the organisations vision because accuracy is vital to melanoma diagnosis. 3.10. 2. PATIENT DATA ANALYSI S SYSTEM This system captures user feedback data, and analyses it to identify errors. This is important to our vision because to provide accurate melanoma detection errors must constantly be identified and fixed. The User feedback data analysis functionality is vital to the system as errors can only be identified through analysis functionality. 3.10. 3. MELANOMA DETECTION SYSTEM This system incorporates the pattern matching and melanoma detection functionality by analysing the patient data and matching patterns which links to a code to give a melanoma diagnosis. This is most crucial to our vision as without this system we could not deliver a melanoma diagnosis app.
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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)
Technology/ Research and Development 1. App refining/ updating process 1. App updating.
2. Patient data analysis. App updating system
Patient data analysis system Transaction processing system
Customer relationship management system. 2. Pattern matching algorithm development process 1. Pattern picture matching.
2. Melanoma detection. Pattern matching system
Melanoma detection system Enterprise Resource planning system
Decision support system
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10 CONCLUSION
Our Companys vision is to provide humanity with the resources to proactively monitor their risk of melanoma skin cancer. I believe this is a hugely meaningful goal that can be reached through the development of the Mole Mapper App. Information systems and technology provide the company with the means to create such an app, through implementation of systems and technology which work effectively to diagnose skin cancer in a broad range of people. Therefore creating a competitive advantage, improving customer satisfaction and reducing costs and most importantly saving lives.
REFERENCES
1. American Cancer Society. (2014, February 19). How is melanoma skin cancer found? Retrieved May 1, 2014, from http://www.cancer.org/cancer/skincancer- melanoma/overviewguide/melanoma-skin-cancer-overview-diagnosed 2. Cancer Society. (2010). Where can I get my skin cancer checked? Retrieved from http://www.cancernz.org.nz/assets/files/info/IS_where%20can%20I%20get%20my% 20skin%20checked_Mar2010.pdf 3. Com Score Data Mine. (2011, June 20). US smartphone owners by age. Retrieved from http://www.comscoredatamine.com/2011/06/us-smartphone-owners-by-age/ 4. Leonard, H. (2013, February 7th) there will soon be one smartphone for every 5 people in the world. Business Insider. Retrieved from http://www.businessinsider.com.au/
5. Rigel, D., Friedman, R., & Kopf, A. (1996, May). The incidence of malignant melanoma in the United States: Issues as we approach the 21st century. Journal Academic of dermatology. 17(4), 839847. DOI: http://dx.doi.org/10.1016/S0190-9622(96)90041- 9 6. Miller, M & Ackerman, B. (1992, April).How accurate are dermatologists in the diagnosis of melanoma? Degree of accuracy and implications. Arc Dermatol. 128(4), 559. doi:10.1001/archderm.1992.01680140143021
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11 7. NZ Doctor. (2012).The number of active doctors in New Zealand increases. Retrieved from http://www.nzdoctor.co.nz/news/2012/august-2012/22/number-of-active- docs-in-nz-increases.aspx