Module Title

Introduction to Information Systems

Module Code

Examiner

Due Date

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 Table of Contents

Company Overview.....................................................................................................................................4
Strategy...................................................................................................................................................4
Mintzberg's Classification.......................................................................................................................5
Porter's Value Chain Model.........................................................................................................................5
Primary Activities....................................................................................................................................6
Inbound logistics.................................................................................................................................6
Operations...........................................................................................................................................6
Outbound Logistics..............................................................................................................................6
Promotion and Selling.........................................................................................................................6
Support................................................................................................................................................7
Secondary Activities................................................................................................................................7
Business Infrastructure........................................................................................................................7
Human Resource Management............................................................................................................8
Technology..........................................................................................................................................8
Buying.................................................................................................................................................8
Porter's Competitive Forces Model..............................................................................................................9
The risk of substitute services (Low).......................................................................................................9
Negotiating power of customers (high)...................................................................................................9
Negotiating power of supplier (low)......................................................................................................10
Risk of new entrants (medium)..............................................................................................................10
level of competition (high)....................................................................................................................10
Need Identification....................................................................................................................................10
Stakeholders & their roles.........................................................................................................................11
Executive...............................................................................................................................................11
Personnel...............................................................................................................................................11
Clients...................................................................................................................................................11
Rich Picture...............................................................................................................................................12
Process Model...........................................................................................................................................13
Delone-Mclean Model...............................................................................................................................14
System Quality......................................................................................................................................14
Information Quality...............................................................................................................................14

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 Service Quality......................................................................................................................................14
Usage.....................................................................................................................................................14
Consumer Satisfaction...........................................................................................................................15
Net Advantages.....................................................................................................................................15
Effects of new Info-System.......................................................................................................................15
Disadvantages............................................................................................................................................15
Measures of Success..................................................................................................................................15
Efficiency..............................................................................................................................................15
Usefulness.............................................................................................................................................16
Efficacy.................................................................................................................................................16
Classification of new implemented Info-System.......................................................................................16
Conclusion.................................................................................................................................................16
Recommendations.....................................................................................................................................16
References.................................................................................................................................................17
WORK DECLARATION..........................................................................................................................19

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Company Overview

In India, a smartphone app for personal transport called Ola Cabs was established in December

2010 by Ankit Bhatti and Bhavish Aggarwal to provide people with an online cab aggregator

service in Mumbai. The company headquarters is in Bangalore, and it stands among fast paced

expanding businesses in India. The company marked huge success by 2014 by owning over

200K+ vehicles in about 85 plus regions across India. (Panigrahi et al., 2018)

The company collaborates with various private taxi operators for the bookings and shipment to

guarantee consistency. The company has specialized in technologies. Instead of investing money

on start-up cab bookings, the company does not purchase companions and benefit private taxi

owners by providing multiple services according to customers' demand. (Panigrahi et al., 2018).

Strategy

The company has exploited the proper use of marketing and operational strategies within a

concise time. It now offers taxi drivers commission-based income according to the customers,

but the drivers must have their taxis to get the commission. The company takes a fixed

percentage of commission from the taxi drivers, which is only 15% for a customer, and taxi

drivers work 10 hours a day and obtain a discount voucher such as Swiggy. Further, Zomato

reports only and gains no money to coordinate with a manager. At the initial stage, a one-

kilometer free ride is given. After the ride, people get their car modified before heading to OLA,

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which implies that people get habitual traveling with OLA and have about 437 million Indian

rupees on the promotion and 120 million Indian rupees on technology very first fiscal year.

Mintzberg's Classification

Mintzberg has identified several organizational styles useful in the construction of a corporate

model (Salunke et al., 2019). the model can be a combination of many to dominate several

company factors suggest entrepreneurial, divisional, functional, experiential, machinery, or the

simple one. However, suppose a firm exploits every possible opportunity, like merging the roles

and drawing the customers. In that case, the company under discussion offers new customers

with extended vehicle range along with low and high-cost motorcycle driving to SUVs.

Porter's Value Chain Model

Figure 1 Porter's Value Chain

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Primary Activities

Inbound logistics

OLAs has drivers and car companies who do not purchase cars or employ the full-time staff

members for the inbound logistics. Management information systems and technology-oriented

logistics are the company's inbound logistics (Shaikh, M., & Henfridsson, 2017). the data

regarding drivers enter customers is mandatory to the business of the company. The company

also uses a GPS tracking system to exchange the details. In addition to this, furniture and other

office supplies' procurement for all the office's physical needs and complete logistics also fall

under this logistics category.

Operations

The company has very straightforward and less sophisticated procedures, which help the

company boost its operation value. The clients get their bookings online from the company's

website, see the pricing, make an online payment, and track the drivers' closure. The company

uses customer-centered software for all these procedures.

Outbound Logistics

Customer rating and feedback and the payment are the two mandatory things in the business

OLA deals with. After the ride is completed, customers are required to make an online payment

and score their trip and provide their feedback so that the company can improve its performance

towards excellent service.

Promotion and Selling

The company is utilizing the modern method of promotion and selling, which is none other than

social network marketing, to convey the message behind the advertisement to a large audience.

In addition to this, the company also uses billboard advertisements and word of mouth to achieve
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promotion among the customers. Apart from this, the drivers can also appeal to the brand among

the riders.

Support

The company has a customer service centered business that emphasizes the satisfaction of the

customers. The service provided is measured by the buyers' scores and ratings at the end of each

trip. The company's software indicates various issues that the buyers face during their drive with

the OLA drivers to enhance the service of the company.

Secondary Activities

Business Infrastructure

The company covers about 250 plus urban areas. The company also has an entire framework that

covers the central communication and coordination. The company attempts its best to meet all

the customers' requirements for their reservations and maintain and manage a vast range of cars

to entertain the maximum customers and increase its capacity.

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Human Resource Management

Employees are an integral part of every business. The drivers and partnerships are the key human

resources business that ensures the quick movement of drivers and cars. The drivers connect via

the app and website of the company.

Technology

The entire business movement is based on its technological application and website management

to promote innovation and business advancement. The business services also include highlights,

installment decisions, investigation, observation of the driver, etc.

Buying

The company does not own the software of its own. However, extra drivers and stock of cars are

what the company employs to capacitate and facilitate maximum customers. appointment of

drivers is made for each excursion, and utilization of site and structure is done for an identical

explanation

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Porter's Competitive Forces Model

Figure 2 Porter's Competitive Forces Model

The risk of substitute services (Low)

Car hiring services along with the drivers are the need of customers today who prefer to use a

private car rather than exploiting the public transport service

Negotiating power of customers (high)

There are so many alternatives available to the customers that provide low-cost service, so

customers have high bargaining power.

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Negotiating power of supplier (low)

The drivers are the providers of the service, and they are readily available in the market, so they

do not have much bargaining power as if a driver does not comply with the rules and regulations

of the company, the company can hire another driver

Risk of new entrants (medium)

The business of the company is based on an open market industry that welcomes everyone to

enter the market; however, the initial investment along with the marketing expenses set the

barriers for the newcomers to enter the industry

level of competition (high)

Although the company is leading in the Indian market, there are strong competitors like Uber.

Customers can easily and quickly switch because the switching cost is almost zero, and meeting

customer loyalty is very challenging.

Need Identification

OLA is an app that provides the service of ride-hailing. For a customer service business like this,

an organization always needs to plan its services according to the available information such as

customer preferences, service provided by the drivers, changes in policies, economic conditions,

rivalry in the market, etc. In a highly competitive market, the company goes through many

challenges, such as customers' low purchasing power and so many substitutes. So, for OLA to

gain a competitive edge, an information system is crucial to integrate all the customers and

drivers' information to better plan and implement strategies.

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Designing such a program means making use of an enterprise resource planning system. The

company's best plan will be NetSuite since the integration based on financial planning is done

most effectively.

Figure 3 Analytics of Planning

Stakeholders & their roles

Executive- The management is responsible for taking all the decisions, implementing their

strategies, managing the finances, finalizing the adjustment required to enhance the service, and

maximizing the company's revenue.

Personnel- As employees will provide the services they need to be rewarded, and they are also

responsible for entering the information of the customers in the ERP system of the company

Clients- the consumers will be using the service, and the mechanism on the back end is to

provide them with the best service so that they can be benefited from the service.

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Rich Picture

Figure 4 Rich picture showing all the interests of shareholders

The Rich picture highlights how input of customers’ basic info is saved to the API and after the

confirmation of a validate phone number, the process further expands to the next steps of

processing the other information and social media info and then the notification is sent to the

driver for the registration.

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Process Model

Figure 5 Process Model

The Model explains how OLA platform is beneficial to all the stakeholders and the process of

how all these business operations work. Consumers book a ride according to their seating needs

and vehicles preferred, drivers then accept it, pick the riders, and drop them to their destinations.

In addition to this, the model also elaborates about how Uber Eats, Uber Air, and Uber Freight

services offered by the company.

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Delone-Mclean Model

Figure 6 DeLone-Mclean Model

System Quality

It can be ensured by precise documentation so that decision makers may not face any problem

while retrieving the data since it will be already integrated and processed from the multiple

resources.

Information Quality

The application of the system ensures data collection and availability on multiple PC's and

smartphones. The data accessibility for decision-making in NetSuite is a central database in the

ERP device architecture.

Service Quality

The knowledge incorporation as well as program planning gathered from various sources to

formulate a strategy for the future.

Usage

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The device helps in improved decision-making as well as in data incorporation and integration.

Consumer Satisfaction

It offers a more incredible insight to the results to decide the facilities to be delivered.

Net Advantages

AI focus knowledge flux and data integration recognize and assist in generating more value for

end-users.

Effects of new Info-System

The modern strategy, automation & control of financial reporting, gives a positive impact as it

helps in reducing the pressure of Ola by mitigating the expended time on identical repeating

tasks such as report making and assigning a greater span of time for creativity and expansion.

Improved preparation and strong communication are some of the very important uses of

NetSuite. That is why, it is significantly considerable for every other department (Orlow, 2018).

The performance review along with the forward map should be provided to each department.

The robust approach can be condensed if the preparatory needs are addressed in a shared

platform

Disadvantages

The ERP system, which gives more choices than OLA desires, was intended to aim at production

corporations. It requires modification regarding their services as the economic design, and it's the

only thing they need to focus on (Orlow, 2018).

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Measures of Success

Efficiency-it helps to attain the exact value from comparable data throughout the process. The

new program is designed to save time and energy desired, which increases the association's

activities.

Usefulness- this is the functioning engine measure. The ERP structure delivers the essential

direction on all action stages and applies labor structure in all initiative phases. The necessary

consequences can be gained.

Efficacy-This demonstrates that the desired aim is acquired, and it is possible to make selections

in the structure study. The administration's development needs to be calculated, and potential

strategies developed. This helps you to take well-ordered conclusions and carries you a diverse

meaning

Classification of new implemented Info-System

Staff and Manager use the NetSuite ERP framework to render it a back-ERP structure that

pursues to raise the administration's whole productivity (Levina et al., 2017).

Conclusion

In OLA's situation, an ERP system plays a vital role as OLA is functioning in an enormous

marketplace, and the processes are already vast as development strategies are in functioning.

Therefore, logically, they require assimilating the info in a unique place, and the finest choice in

this situation is NetSuite ERP by Oracle

Recommendations

The new ERP structure is merely essential to be applied to OLA Cabs properly. The

disappointments are mutual in using these structures. The labor must be engaged on board and

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skilled workwise, so the supervisors of diverse streams can share the data accessible to them

conveniently.

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References

Dehghani Soltani, M., Mesbahi, M., Avami, M., & Ramezani, S. (2018). Effect of using new

information technologies on psychological empowerment of employees by explaining the

role of mediator of knowledge sharing (Case study: Imam Khomeini Naval Academy's

staff). Journal of Research on Management of Teaching in Marine Sciences, 5(1), 41-59.

Gore, S., Borde, N., & Desai, P. H. (2020). Assessment of technology strategies for sustainable

tourism planning. foresight.

Levina, E. Y., Masalimova, A. R., Kryukova, N. I., Grebennikov, V. V., Marchuk, N. N., Shirev,

D. A., ... & Shagieva, R. V. (2017). Structure and content of e-learning information

environment based on geo-information technologies. EURASIA Journal of Mathematics,

Science and Technology Education, 13(8), 5019-5031.

Morozova, I. A., Popkova, E. G., & Litvinova, T. N. (2019). Sustainable development of global

entrepreneurship: infrastructure and perspectives. International Entrepreneurship and

Management Journal, 15(2), 589-597.

Orlow, A. (2018). ERP software system comparison: Finding the Best ERP System for a Case

Company.

PAGLIONE, I. (2016). IMPLEMENTAZIONE DEL SOFTWARE GESTIONALE NETSUITE

ERP CLOUD IN UN'AZIENDA MANIFATTURIERA.

Panigrahi, C. M. A., Shahi, S., & Rathore, A. (2018). Success Story of a Start-Up–A Case Study

of OLA Cabs. IOSR Journal of Business and Management, 20(2), 30-37.

Pozdniakov, S., Kuzmin, O., Kiiko, V., & Korenets, Y. (2018). Definition of the role of business

modelling in the building of a management information system.

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Rudenko, L., Karaulov, V., Zaitseva, N., Larionova, A., & Chizhik, A. (2017). Methodology

development for rating the infrastructure support of small business in the regions. Man in

India, 97(14), 11-20.

Salunke, S., Weerawardena, J., & McColl-Kennedy, J. R. (2019). The central role of knowledge

integration capability in service innovation-based competitive strategy. Industrial

Marketing Management, 76, 144-156.

Shagiyeva, N. (2020). The role of information technologies to teach Russian language. European

Journal of Research and Reflection in Educational Sciences, 8(7).

Shaikh, M., & Henfridsson, O. (2017). Governing open-source software through coordination

processes. Information and Organization, 27(2), 116-135.

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WORK DECLARATION

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