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INFOSYS.110 BUSINESS SYSTEMS:

DELIVERABLE 2: BUSINESS SECTION
2014

Name Nisha Tank
NetID ntan239
Group Number: 208
Website Link: http://infosys1102014fcgroup208.blogspot.co.nz/
Tutorial Details
Tutor: Day: Time:
Kayur Ramson Monday 12pm
Time Spent on
Assignment:
1 week Word Count: 1649

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SMART MENU
INTRODUCTION
What makes you choose a restaurant? One that has little wait times and good food? The
problem is the inconvenience of ordering that customers experience in a restaurant. Our
solution is Smart Menu, a website that enables different restaurants businesses to subscribe
to and also provide each individual restaurant interractive touchscreen tables in which their
customers can place their food orders efficiently and effectively through our website.
3. BUSINESS SECTION
3.1 Vision
Smart menu aims to create a fun, easy reliable electronic menu system which makes
ordering meals a joyful experience for everyone.
3.2 Industry Analysis: Food Ordering Kiosk Industry
Industry: Food Order Kiosk Industry.
Force: High/Low: Justification:
Buyer power: Low In NZ, buyers dont have many options to choose
from. Our product is something that hasnt been
frequently implemented in New Zealand
restaurants as the technology is recent and is still
being developed, therefore buyer power is low.
Restaurants have been slow to implement
kiosks(Kiosk Marketplace, 2011).
Supplier power: Low Its easy to source parts for the touch screen table
within NZ and internationally. Due to our website
being reliant on the internet, there are many

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different internet providers to choose from.
Threat of new entrants: High Is high as it is a relatively easy industry to get into
in terms of aquiring the right technology to
implement food ordering kiosks. Barriers to entry
are low, and start up costs arent too high.
Threat of substitutes: High High as there are other alternatives to to an
ordering kiosk such as making payments online
via smart phones or tablets. Also at-the-counter
customer service. According to Kiosk
Marketplace, Some consumers may prefer self-
service to face-to-face interactions because of the
privacy, accuracy and personalization it can
provide. (Kiosk marketplace, 2011).
Rivalry among existing
competitors:
High Not many restaurants nationwide offer this
service to their customers. The technology behind
food ordering kiosks is still in the development
stage and therefore competition is not fierce
however according to QSR magazine,
Restaurant industry quickly adopting 21st
century technologies, this experience might
soon become the norm. (QSR Magazine, 2011)
Overall attractiveness of the industry: The attractiveness of this industry is relatively
favourable based on the industry analysis, with buyer power being low and rivalry among
existing competitors being low it may be easy for new companies to create a profit. Its a
favourable industry for companies with new and unique product that differentiates their
product to others in the industry and are therefore able to gain a first mover advantage.

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3.3 Customers and Thei r Needs
Our product caters to NZ restaurants. Decreasing printing costs from menues and reducing
the number of wait staff can lead to huge revenue savings for restaurants. Theyre able to
improve the quality of food and decrease cycle time. Our product can increase accuracy in
orders as consumers are in full control of the ordering process (Kiosk Marketplace, 2011).
With the additional activities in the website (games, tv-shows etc.) restaurants will be able
to improve overall customer satisfaction.
3.4 The Product and Service
Smart Menu is an interactive touchscreen table with a website in which restaurants can
subscribe to. This website contains an online menu therefore no paper menues are
required. Customers may select food items they would like to order by inserting it into their
virtual shopping cart. The payment for the meal may only be made by eftpos or credit-card;
they scan the card and the payment is made. This avoids any problems with cash and to
approach a faster payment method. Orders are then sent to the chefs in the kitchen who
are able to view orders on their screen. During wait times, customers can pick their source
of entertainment to enjoy with the meal. Smart menu can generate new revenue streams
for restaurants as theyre able to cut down on wait staff. (Verifone, 2010.)
3.5 Suppliers and Partners
The suppliers for Smart Menu are electronic parts suppliers whom are able to provide high
quality parts to make long lasting food ordering kiosks. Our second supplier are Internet
providers because without the internet we would not be able to run/update our website.
Our partners are restaurants in New Zealand e.g. Nandos, Lone Star etc. as it will be a
mutually beneficial relationship as we are providing them with our product which will help
decrease their cycle time as well as improve customer relationships. In return they will
provide us with valuable feedback which can help us further improve our product.

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Another partner is an iTunes Appstore whom can provide us with the additional activies
such as games or tv-shows needed for our product. This will help them promote their
service to our users.
3.6 Strategy: Differentiation
According to Dinefind, the restaurant industry is very broad there are many restaurants in
NZ, small and large, casual and formal, all offering differing styles of food(Dinefind, 2014).
Therefore, the competitive scope for our company is broad market as we aim to provide our
service to the many different restaurants in New Zealand. The price strategy for our
company is going to be high due to the costs involved in making and implementing the kiosk
and underlying systems so we will need to provide high quality materials that will last.
The overall strategy is therefore Differentiation.
3.7 Value Chain Activity: Service after Sales
The most important value chain activity for this business is Service after sales.
Due to our overall generic strategy being differentian, Its important for us to keep up with
current trends by maintaining the products performance after the product has been sold..
This involves updating the additional activties such as installing new games and tv-shows on
the website and also to repair any faults. Service after sales helps ensure we can achieve our
vision by creating a fun, easy, electronic menu system which makes ordering meals a joyful
experience. Offering high levels of customer service differentiates our company from our
competitors.
3.8 Business Processes
3.8.1. FEEDBACK RECEI VI NG PROCESS - This process involves receiving valuable customer
feedback which can be collected when customers pay for their order. A pop up
questionnaire will appear on the website and customers can rank satisfaction of service
from a scale of 1 to 5. After analyzing the feedback, we will take action based on the results.
This process allows us to analyze and improve certain aspects in ourbusiness which in turn
improves customer satisfaction and increases productivity.

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3.8.2. WEBSI TE UPDATING PROCESS - This process allows us to better perform to customers
needs and to keep up with current trends and will involve the actual updation of the
website. This includes installing new additional activies and updating current ones. Deciding
what needs to be updating is done during the planning stage. After this, our product is
checked to see if an update is required. We then gather the new content and design it in a
way that best fits our website. After this, we test the website to see if any problems arise.
After successful updation, we inform the restaurants to let them know of any changes
made. This process is essential to Smart Menu as it allows for the improvement for out
product and it encourages more users to to use our product as opposed to our competitors.

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3.9 Functionalities
3.9.1. FEEDBACK RECEI VI NG PROCESS
Sending the questionnaire to customers.
Collecting and analyzing feedback received.
3.9.2. WEBSI TE UPDATING PROCESS
Updating the website by installing updates
Informing customers of the update.
3.10 Systems

3.10. 1. FEEDBACK ANALYSIS SYSTEM - This system provides a questionnaire upon payment to
our consumers. Then it analyses all the feedback received and groups it into two categories,
positive and negative. This system allows us to analyze the feedback to know which aspect
of the product we should improve so we can ensure our product is reliable in turn allows
us to increase the productivity of Smart Menu.
3.10. 2. WEBSI TE UPDATI NG SYSTEM - Because our aim is to differentiate our product from
our competitors, its important that we live up to our vision by providing to our customers a
fun new way for ordering meals. This system primarily updates the Smart Menu website
with fresh new content and then tests the website to ensure everything is working correctly.
Updating is important as it gives the customers a reason to return.
3.10. 3. CUSTOMER COMMUNICATI ON SYSTEM - This system involves communicating with our
customers (restaurants) regarding website updates or any complaints regarding our
product. This system uses instant messaging or live chat to communicate with customers
efficiently. Effective communication allows us to bring satisfaction to customer needs and
ensures reliability of our product. (Small Business, n.d.).


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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)

Bavarian
bergkase
fromage
queso
1. Feedback
receiving
process
2. Sending the questionnaire to customers.

3. Collecting and analysing feedback received
from customers.
Feedback analysis system Decision Support System
4. Website
updating
process
5. Installing new updates.

6. Informing customers of updates.
Website updating system

Customer communication
system
Enterprise Resource
Planning System

Customer Relationship
Management System

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CONCLUSION
In conclusion, Smart Menu is a proactive solution for the inconvenience of ordering meals
that customers experience in a restaurant. Its a website with a unique food ordering
method and additional activities all implemented in an interactive touch screen table. It can
benefit the restaurant as a whole by reducing costs and increasing throughput. The value of
IS/IT in Smart Menu allows us to have have a fresh approach for ordering meals that will
help make the dining experience for consumers an efficient one. This gives it a first mover
advantage in a broad market this is what differentiates Smart Menu from its competitors.
REFERENCES

1. Cherryh A. Butler. (2011). Kiosks order up faster fast food. Retrieved from
http://www.kioskmarketplace.com/articles/kiosks-order-up-faster-fast-food/
2. Jordan Melnick. (2011). Giving Consumers the Magic Touch. Retrieved from
http://www.qsrmagazine.com/ordering/giving-consumers-magic-touch
3. Dinefind. (2014). About Dinefind. Retrieved from
http://www.dinefind.co.nz/information.php?info_id=3&dinefindSid=14s1l71ttpj8opoj3
dghe3frn3
4. Leigh Richards. (n.d.). Effective Communication in Customer Service. Retrieved from
http://smallbusiness.chron.com/effective-communication-customer-service-4806.html

5. Verifone. (2010). Extending the Self-Service Revolution. Retrieved from
http://www.verifone.co.nz/media/1420616/VeriFone_Self-Service_WP.pdf
6. Revel Systems Launches Consumer-Facing Ipad Kiosk. (2012). Retrieved from
http://www.qsrmagazine.com/news/revel-systems-launches-consumer-facing-ipad-
kiosk.
7. Carolyn Khew. (2014). Self-Service Kiosk Takes Food Orders. Retrieved from
http://www.soshiok.com/content/self-service-kiosk-takes-food-orders
8. Varzan .S. Kolah. (2011). To Self-Service or Not To Self-Service? That is the Question for
Hotels. An Exploratory Study of Senior Hotel Managers Perspectivest. Auckland.
Retrieved from
http://aut.researchgateway.ac.nz/bitstream/handle/10292/1339/KolahV.pdf?sequenc
e=3
9. Laura Walters. (2014). Shopping Moves Into Fast Lane. Retrieved from
http://www.stuff.co.nz/business/industries/9698449/Shopping-moves-into-fast-lane