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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Cassidy Gunner
NetID cgun774
Group Number: 203
Website Link: http://infosys110group203.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Johnnie Wednesday 11am
Time Spent on
Assignment:
20 hours Word Count: 1646

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IMPROVING THE WAITING ROOM
EXPERIENCE
INTRODUCTION
Wait Its not just about time! (Fuelfor, 2011). Spanish design consultancy Fuelfor makes
an excellent point regarding the problem with wait times in hospitals; its not only about the
time that people have to wait, but perhaps more importantly about how (under what
conditions) they are made to wait, the problem being that people experience frustration
while being restricted to stuffy, uncomfortable wait rooms. The comfort of people waiting in
hospitals/other healthcare facilities can be improved by making their wait less restrictive
and giving them the freedom to move around outside the wait room (allowing them to
make phone calls, get fresh air, stretch and eat) without missing their name being called for
their appointment. This can be achieved through the implementation of a beeper device
that is distributed to patients waiting, that alerts them when to report back for their
appointment.
3. BUSINESS SECTION
3.1 Vision
To improve care for medical patients by making wait times as comfortable and unrestrictive
as possible.
3.2 Industry Analysis: Healthcare Industry
Industry: Healthcare Industry. This product would primarily be marketed towards hospitals
but could be used in all manner of healthcare operations, such as doctors practices, private
surgeries etc, therefore the overall industry targeted is the healthcare industry.
Force: High/Low: Justification:
Buyer power: High Buyer power is high because while there are no

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other suppliers of this product on the market, the
product is not a necessity and there are
alternative methods to achieve the benefits of
this product.
Supplier power: Low Supplier power is low because the product is not
a necessity and there are alternative products on
the market.
Threat of new entrants: High Threat of new entrants is high because it is easy
for new competitiors to enter the market as there
are very few barriers to entry; little infrastructure
is needed so start up costs are low.
Threat of substitutes: High Threat of substitutes is high because there are
many alternatives to this product, such as iPhone
app Inline (Co. Design, 2011)
Rivalry among existing
competitors:
Low Rivalry among existing competitors is low
because there are currently few existing
competitors which translates to little competition
for the competitors who are currently in the
market. However this would likely change quickly
to high if more competitors were to enter the
market.
Overall attractiveness of the industry: The overall attractiveness of the industry is low.
Although there are no significant barriers to entry, and rivalry among existing competitors is
very low, these mean that threat of new entrants is high. Moreover, threat of substitute
products is high, which means that buyer power is also high whereas supplier power is low.
Thus, as a whole, the healthcare industry is relatively unattractive.

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3.3 Customers and Thei r Needs
The target group of customers for this product would be hospitals and other healthcare
facilities (because they would purchase and distribute the product, not the patients
themselves), wherein patients are required to wait in waiting rooms, sometimes for lengthy
amounts of time, before being seen.
While most patients are satisfied with their doctors there are complaints, particularly
about time spent in the waiting room (WebMD, 2007). Fuelfor (2011) said discomfort
during waiting has been shown to significantly affect peoples overall satisfaction with a
health service. Therefore in order to be satisfied with a healthcare service, people need to
be comfortable during their wait. Queue management displays in waiting rooms make
people feel physically tied to one spot (Fuelfor, 2011), and taking a number isnt much
better -- its impersonal and disposable (Co. Design, 2011). This shows that people need
mobility and the freedom to move around outside the physical confines of a waiting room,
so they arent tied to a chair for a lengthy duration. Tim Denison of the Auckland DHB said
In 2009, we had overcrowding and long waits in the emergency department. (Ministry of
Health, 2013). Due to this overcrowding waiting rooms can often be stuffy, loud and
uncomfortable which can add to the stress of people waiting to be seen, which shows that
in order to be comfortable, people need space while they are waiting.
3.4 The Product and Service
The product is a small, electronic beeper that would fit in the palm of a persons hand, or in
their pocket/purse. It is distributed to them upon check in and once it is time for them to be
seen by a healthcare professional, it lights up, vibrates and makes beeping noises to let the
person know to report back to the waiting room and hand in their beeper.
This product satisfies the aforementioned needs of the customers by giving them mobility
whilst they are still connected to the waiting room. They have the ability to leave the
waiting room to satisfy their different needs, whether these be exercise, fresh air, to make
phone calls etc.
3.5 Suppliers and Partners

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One supplier of this product could be a technology developing firm, such as Apple Inc.
Another could be a manufacturing company such as Samsung Electronics, that could then
take the insights developed by the aforementioned firm and physically manifest them into
the device that people would actually use.
A partner to the firm that markets this product would be the ministry of health who could
aid in the distribution and implementation of the product. A further partner would be the
hospitals themselves who use the product to manage waiting patients and distribute it to
them.
3.6 Strategy: Cost Differentiation
The competitive scope would be broad market as the product is able to be used by any
practice in the very large healthcare industry (there are 84 certified public hospitals in New
Zealand (Ministry of Health, 2014)).
The cost strategy would be high cost, as it would cost quite a lot of money to develop,
produce and distribute the beeper and this would be reflected in the cost to hospitals.
Moreover, as this would be the only product of its kind currently on the market (although
there are other substitutes such as the iPhone app Inline (Co. Design, 2011), the firm that
first brings it to market would be able to charge a relatively substantial price to its
customers for the use of the product.
The overall strategy (from Porters Generic Startegies) is therefore Cost Differentiation.
3.7 Value Chain Activity: Make the product or service
The most important value chain activity for this business is Make the product or service.
This is because the value to customers is in the product itself, that is the physical beeper
that they will use and the technology behind it that allows all the beepers to be connected
to the central computer used by check in staff. Moreover, considering the cost
differentiation strategy that will be followed, making the product is especially important as
using a high cost strategy is only a viable option if the product is worth paying a high cost
for.

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3.8 Business Processes
3.8.1. MANUFACTURING GOODS PROCESS - The manufacturing goods process is the process
by which the beeper is made from raw materials into a finished product for use by
customers.


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MANUFACTURING GOODS PROCESS MODEL
Start
Check raw materials
inventory
Order raw materials
Pay for raw
materials
Make product
Payment
systems
Inventory
management
systems
Store product
End
Warehouse
Factory


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3.8.2. SALES PROCESS - The sales process is the process by which the finished product is sold
to customers and payment is received.

SALES PROCESS MODEL
Start
Receive order
Send product
Create and send
invoice
Receive payment
Invoicing
systems
Distribution
centre
End


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3.9 Functionalities
3.9.1. MANUFACTURING GOODS PROCESS
Determine what raw materials are already owned
Pay for the raw materials that have been ordered
3.9.2. SALES PROCESS
Determine if there is a problem with the functioning of products that are
currently being used by customers
Invoice customers for the products they have purchased
3.10 Systems

3.10. 1. INVENTORY MANAGEMENT SYSTEM An inventory management system is needed in
order to manage the raw materials that are already owned and on hand, ready to be
transformed into finished goods. This management is necessary in order to be aware of
what raw materials are needed and when these need to be ordered.
3.10. 2. CUSTOMER SERVI CE SYSTEM A customer service system is necessary in order to
make sure customers are not only satisfied throughout the process of the sale, but also after
they have received their product and are in the process of using it. This system can be used
to determine if there are problems with the customers products and to resolve these
problems. This can ensure that they are fully satisfied with the product and the service they
have received so that the firm retains their customers/obtains repeat business from them.
3.10. 3. INVOI CING SYSTEM An invoicing system is necessary in order to make sure that the
firm knows what money they are owed by which customers, and so that customers are
informed of what they owe and when they are due to pay. This is to ensure that the firm
recieves payment on time for the products that they have sold to customers.

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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)

Make the
product or
service
1. Manufacturing
goods process
1. Determine what raw materials are already
owned

2. Pay for the raw materials that have been
ordered
Inventory management
system

Payment system
Supply chain
management system

Transaction processing
system
2. Sales process 1. Determine if there is a problem in the
functioning of products that are currently
being used by customers

2. Invoice customers for the products they
have purchased
Customer service system



Invoicing system
Customer relationship
management


Transaction processing
system

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CONCLUSION
In conclusion, the beeper that has been detailed throughout this report would make the
world a better place by making people more comfortable in a time of great need, stress and
discomfort or even pain, when they are waiting (or waiting with someone) to receive
medical treatment. If developed and marketed effectively it could satisfy the needs of these
people by breaking restrictions that are currently placed on them by the confines of waiting
rooms.
REFERENCES

1. Co. Design. (2011). Six Ways To Improve Doctors Waiting Rooms. Retrieved from
http://www.fastcodesign.com/1664797/six-ways-to-improve-doctors-waiting-rooms

2. Ministry of Health. (2013). Targeting Waiting Times. Wellington, New Zealand:
Ministry of Health

3. Fuelfor. (2011). Waiting experience. Retrieved from
http://www.fuelfor.net/fuelfor/waitbook.html#!waiting-experience/c1q0n

4. Ministry of Health. (2014). Public Hospitals. Retrieved from
http://www.health.govt.nz/your-health/certified-providers/public-hospital

5. WebMD. (2007). Waiting Room Tops Patient Complaints. Retrieved from
http://www.webmd.com/health-insurance/20070108/waiting-room-tops-
patient-complaints