Name Queena Perry NetID qper369 Group Number: 201 Website Link: http://infosys1102014s1group201.blogspot.co.nz/p/d2- qper369.html Tutorial Details Tutor: Day: Time: Johnnie Shubert Wednesday 10am Time Spent on Assignment: 27 hours Word Count: 1647
2
2 ELECTRONIC DOG TRAINING COLLAR INTRODUCTION They say dogs are a mans best friend. If thats true, why is the problem of dog attacks prevalent in New Zealand society? Dog attacks risks lives; six people have died since 1969 and about one-third of dog attacks are on children aged under 12 (Boyer, APNZ, 2014). Our innovative solution to address this issue is an electronic dog training collar. It aims to address the root causes attacks by addressing the dogs aggressive nature and improper training by owners. 3. BUSINESS SECTION 3.1 Vision To build towards a better world by providing personalised, innovative training tools for dogs that will ensure the safety of humankind. 3.2 Industry Analysis: Electronic Dog Training Collar Industry Industry: Electronic Dog Training Collar Industry Force: High/Low: Justification: Buyer power: Low Buyers are offered a small range of collars to choose from. Only Dogtra, SportDOG & Innotek, Garmin (Tri-tronics), PetSafe, D.T. Systems produce electronic collars in this industry (DogMaster Trainers NZ, n.d.). Supplier power: Low Many suppliers can provide raw materials as the materials required are readily available e.g. silicon, copper, plastics and stainless steel, contact points made of stainless steel (Tri-
3
3 tronics, n.d.). Collars use similar inputs to GPS/tracking systems, We introduced the first- ever GPS tracking collarmany of our customers have asked us to integrate dog tracking capabilities with electronic dog training (Garmin, n.d.). As the technology in GPS/tracking systems is well-established, buyers can choose from many supply sources. Threat of new entrants: Low Electronic collar production requires techonological expertise and knowledge, time and high start up capital costs. We have spent the last 40 years designing and building products that meet these needs.(Tri-tronics, n.d.) suggests the effort required to overcome high entry barriers to establish their market position. Threat of substitutes: High Rather than using electronic training collars, dog owners could manually train them themselves, or hire a qualified dog trainer. Other training tool substitutes include choke chains, pinch collars, alpha rolls and throw chains. (Hetts, n.d.). Rivalry among existing competitors: Low There are not many companies in this industry. D.T. Systems has consistently led the industry in "cutting edge" technology, breaking new ground at every turn and Tri-tronics is our most trusted brand of Dog Training Collars (My Good Puppy, n.d.) suggests there are only a few big players in the industry that have a large market share which
4
4 is not eroded away by fierce competition from many smaller businesses. Overall attractiveness of the industry: High, provided you can convince customers to substitute away from manual training tools and switch to electronic versions. 3.3 Customers and Thei r Needs Our customers are current dog owners, but also future ones. There are 4.47 million residents in NZ (Statistics New Zealand, 2013) and 29% of households own a dog, a total of 700,000 dogs (WSPA, 2011). Customers need a personalisable training tool tailored for their dogs behaviour Any dog, of any breed, can bite and be aggressive. It just depends on the way they've been brought up, and the way their owner socialises and owns them. (Harper, 2012). This also shows customers need for a tool that is humane and safe to use. Customers also require a permanent solution to fix aggressive behaviours so that there is no chance for them to even attack at all, Those dogs, if something triggers them, they just latch on and don't let go." (Boyer, APNZ, 2014). 3.4 The Product and Service Our product is an electronic dog training collar which detects the dogs heart rate and if it reaches past a certain level it would trigger pre-recorded commands in the owners voice, to pacify the dog. Different heart rate levels trigger different degrees of severity of the commands. It satisfies the needs of owners because the functionality of recording the owners personalised voice means dogs will respond better to it. Positive reinforcement through commands is used unlike controversial shock collars, and also requires training of the dogs beforehand so that they can understand the commands, allowing for bonding time. It is a preventative measure because the dog receives reinforcement before it can even attack. 3.5 Suppliers and Partners A supplier is a collar materials supplier whom will supply the raw materials e.g. stainless steel to make the physical, external parts of the collar. Another is an IT supplier, who would
5
5 create specialised algorithms to collect and analyse data. (DailyMail, 2014) for the built-in heart rate monitor and voice recorder. A partner would be Tri-tronics (Garmin) as their vision links with ours and they are an established market leader, Since 40 years agocommitted to designing, manufacturing and selling only the highest quality, most durable and reliable, and easiest to use electronic dog training products in the world. (Tri-tronics, n.d.). Another partner is Auckland Council/local government department as our product aligns with their aims to reduce dog attacks, Local government is seeking a review of current dog control laws to see if there is anything else that can be done to prevent serious attacks. (Binning, E, 2012). They could subsidise production costs or promote the use of our collars within the community. 3.6 Strategy: Differentiation Our competitive scope is broad market due to our large customer base of present and future dog-owners in NZ. We can satisfy all market segments with our personalisable collar. Our cost strategy is high cost due to the large capital requirements for production of a high quality, technologically advanced collar. It is feasible to pass on this high cost to customers as they will perceive the high value of this innovation and will pay to receive its benefits. The overall strategy is therefore Differentiation 3.7 Value Chain Activity: Technology Development (and R&D) The most important value chain activity for this business is Technology Development (and R&D). This is critical in supporting our vision of providing a personalisable and innovative product, to ensure safety from dog attacks. This requires extensive research and development so we can enact our vision, meet our customers needs and maintain our differentiation strategy. Technology development allows us to gain first-mover advantage with a unique product and sustain a competitive advantage which will differentiate ourselves from other competitors in this market.
6
6 START A selection of dog collars are selected at random A member of staff records a range of voice commands Does the voice recorder work/ capture the sound? Match the severity of command to the appropriate heart rate level Yes Voice recorder issues assessed No Staff member tests heart rate monitor component on him/ herself Does the correct command sound at 60-80bpm (resting human heart rate level)? Incorrect command issues assessed Simulate various weather conditions e.g. rain/snow by submerging collar in water/ ice. No Yes Voice recorder fixed and approved? Reject product No Command issues fixed and approved? Reject product No Yes Does collar withstand weather simulations testing? Issues with durability of collar assessed Approve durability? Final approval and reviewof product Reject product No END Yes Yes Research and Development Department Information Systems Product Testing Management System Yes No END END END 3.8 Business Processes 3.8.1. PRODUCT TESTING PROCESS - This process is essential to ensure that the collar is successful in providing a unique benefit to customers. By continously testing our product we can ensure that the dogs are getting properly trained; that they are receiving the correct reinforcement appropriate to their heart rate. By testing our product we are developing it- continually assessing it and making adjustments which is in line with our value chain activity.
7
7 START Identify a need for a product in the market Brainstorm possible design ideas Research materials and their applications Is it feasible to carry out the design using the materials? Assess the use of materials and modify applications Analyse the ethical implications of design ideas Yes Does it comply with legal standards/codes of practice? Assess ethical/legal issues and align design ideas No No Critically assess all other factors involved in designs Develop prototypes Evaluate prototypes and materials used Approved? Reject design idea(s) Compliance? Consider social and environmental impacts of designs Yes Reject design idea(s) Resolve and/or modify design Choose one best design Briefly develop the best design idea Reject all of the design ideas Yes END Does the design meet the required needs? Finalise design and details END Yes Design Department Information Systems Design Management System No Yes No Yes No No END END 3.8.2. COLLAR DESI GN PROCESS This process is essential in improving our collar designs to deliver the innovation and personalisation that satisfies our customers need. This will help us maintain a competitive advantage as we are continuously developing better prototypes, assessing, modifying and sometimes rejecting them if they dont meet the required standards. This process is integral in the value chain activity of technology development (and R&D) and allowing us to enact our vision in a concrete fashion.
8
8 3.9 Functionalities 3.9.1. PRODUCT TESTING PROCESS Checks whether the voice recorder works, and whether the collar will function in a variety of weather conditions. Identifies whether the appropriate heart rate level triggers the correct severity of command. 3.9.2. COLLAR DESI GN PROCESS Resolves/modifies potential faults in prototypes to develop the product design. Evaluates whether the design ideas for a dog collar product are suitable and feasible to produce. 3.10 Systems
3.10. 1. PRODUCT TESTING MANAGEMENT SYSTEM - This manages the collar testing by identifying if a certain heart rate level will trigger the correct command, which is the essence of the collars and functionality. This allows staff to decide whether the product serves its purpose of giving commands to the dog which supports our vision because it assists in determining whether a possible dog attack could be prevented. 3.10. 2. DESI GN MANAGEMENT SYSTEM This manages the design aspect from various prototypes to the final product. It assists in evaluating any potential pitfalls in the design process and allows critical assessment of prototypes for effective development. It supports the processes, decisions and strategies that enable innovation. This aligns with our vision of building towards a better world through innovative products because we continually make adjustments to our designs to enhance them. 3.10. 3. QUALI TY CONTROL ANALYSI S SYSTEM This helps staff analyse the the functioning of the voice recorder and durability in weather conditions. It assists them in checking whether it meets quality standards or not, allowing them to assess any issues, fix and approve them so a quality product can be released that satisfies the customers expectations for the product. This supports our vision as to ensure safety, our products need to be of a high quality and perform optimally.
9
9 3.11. Summary Table: Value Chain to Systems
Value Chain Activity Processes Functionalities Specific Information System(s) Broad Information System(s)
Technology Development (and R&D) 1. Product Testing Process 1. Checks whether the voice recorder works, and whether the collar will function in a variety of weather conditions.
2. Identifies whether the appropriate heart rate level triggers the correct severity of command. Quality control analysis system
Product testing management system Transaction processing system
Transaction processing system
2. Collar Design Process 1. Resolves/modifies potential faults in prototypes to develop the product design.
2. Evaluates whether the design ideas for a dog collar product are suitable and feasible to produce. Design management system
Design management system Decision support system
Decision support system
10
10 CONCLUSION Our business is centred on providing a personalised, innovative tool that will address the issue of dog attacks. Our electronic dog training collar is reliant on information systems and information technology. Information systems supports our business as it enables information flow into and within our organisation. Without IT/IS we would not be able to deliver maximum value and reach our organisational goals and ultimately, enact our vision. REFERENCES
1. DogMaster Trainers New Zealand, (n.d.). Dog containment systems, bark control collars, dog training collars & more! Retrieved May 10, 2014, from http://www.dogmaster.co.nz/index.html 2. Ott, E. (2012). What materials are used to make computers? Retrieved from http://www.ehow.com/list_6162960_materials-used-make-computers_.html 3. Hetts, S. (n.d.). Understanding dog training equipment. Retrieved May 12, 2014, from http://www.animalbehavior.org/ABSAppliedBehavior/article-applied- behavior/understanding-dog-training-equipment 4. Statistics New Zealand. (2013). National population estimates: at 30 June 2013. Retrieved from http://stats.govt.nzhttp://www.stats.govt.nz/browse_for_stats/population/estimate s_and_projections/NationalPopulationEstimates_HOTPAt30Jun13.aspx 5. WSPA. (2011, August 15). NZ survey reveals a nation of pet owners and animal lovers. Retrieved from http://www.wspa.org.nz/latestnews/2011/NZ_survey_a_nation_of_animal_lovers.a spx 6. Tri-tronics. (n.d.). Products- Special features. Retrieved May 12, 2014, from http://www.tritronics.com/content/products/special-features/ 7. My Good Puppy. (n.d.). DT Systems Training Collars. Retrieved May 14, 2014, from http://mygoodpuppy.com/ecom-catshow/DT-Systems-Training-Collars.html 8. Harper, P. (2012, January 23). Owner problem, not dog problem- expert. The New Zealand Herald. Retrieved from http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=10780605 9. Boyer, S., & APNZ. (2014, March 5). Dog Victims anger over new attack. The New Zealand Herald. Retrieved from http://www.nzherald.co.nz/dog- attacks/news/article.cfm?c_id=575&objectid=11214003 10. Binning, E. (2012, January 25). 11,708 dog attacks on Kiwis last year- ACC. The New Zealand Herald. Retrieved from http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=10780946 11. Daily Mail. (2014, January 9). The FitBit for DOGS: $299 collar measures heart rate, counts calories and checks if a pet is getting enough exercise. Retrieved from http://www.dailymail.uk.com/the-fitbit-for-dogs-299-collar-measures-heart-rate- counts-calories-and-checks-if-a-pet-is-getting-enough-exercise/
11
11 12. Garmin. (n.d.). Pet products. Retrieved May 15, 2014, from http://www.garmin.com/us/products/onthetrail/pet-products