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INFS1602 Assignment A

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INFS1602 Assignment A
R&L Crowdsource
April 2013

Table of Contents

Executive Summary 4

Target Markets 5

Opportunities & Threats by Porter’s 5 Forces Model 6-7

Business Strategies, Web 2.0 Technologies & Applications 8-9

The Business Model 10-14

References & Overview 15-18

Executive Summary

The purpose of this report was to design a start-up strategy and IS infrastructure for Ruth & Luke (R&L) Crowdsource’s business. Research for this report identifies the focus (target market), opportunities and threats in entering the market and provides a detailed business model.

This report incorporated recent statistical data in relation to online social media, various journal articles and books obtained online.

Research for the target market indicates that the seekers comprise of mainly businesses of a variety of sizes that are familiar with the practice of crowd-sourcing. In regards to the solvers, findings suggest that university students and academics will be the dominant target market for R&L Crowdsource’s business.

Using the five-forces model to identify new market entrants, substitute products and services, customers, suppliers, and competitive rivalry, overall there is a medium-high level of threat in entering the market.

Further research recommends that R&L Crowdsource should focus more on achieving an easily accessible system with availability to an extensive range of audiences while raising reputation and credibility by advertising through online social media, the ‘Google’ search engine and newspapers. The efficiency and effectiveness of R&L Crowdsource’s business operations will be dependent on the amount of investment into the appropriate information systems, which may be financed through revenue obtained by charging a fee to seekers.

Target markets (seekers/solvers) R&L Crowdsource will be commencing the online business initiative for clients



References: 1. Alzawahreh, A., Khasawneh, S. (2011). Business Strategies Adopted by Jordanian Organisations: The Key to sustained Competitive Advantage. Interdisciplinary Journal of Contemporary Research in Business, Volume 3 . 2. Amir Bonakdar, T. W. (2013). Transformative Influence of Business Processes on the Business Model: Classifying the State of the Practice in the Software Industry. Hawaii: Hawaii International Conference on System Sciences. 3. Bankston, K. (2013). What 's Your Top Goal. Credit Union Management . 4. Bernier, P. (2013). Taking the Customer Experience Mobile. Business Source Premier (7), pp. 8-11. 5. Clark, T., Osterwalder, A. (2012). Business Model You: A One-Page Method For Reinventing Your Career. Hoboken, New Jersey, USA: John Wiley & Sons . 6. Cherry Tree & Co. (2000). Pure-Play e-Business Development. USA: Cherry Tree & Co. 7. ComScore, 2011. Statistic Brain. [Online] Available at: http://www.statisticbrain.com/google-searches/ 8. Kristin Purcell, J. B. L. R., 2012. PewInternet. [Online] Available at: http://www.pewinternet.org/Reports/2012/Search-Engine-Use-2012/Summary-of-findings.aspx 9. Krogh, v. (2006). Free Revealing and the Private Collective Model for Innovation Incentives. R&D Management , 36 (3), 295-306. 10. Ledeke-Freund, F. (2013). Business Models for Sustainable Innovation: State-of-the-art and Steps Towards a Research Agenda. Journal of Cleaner Production , April Edition, 9-19. 11. Milburn, P. (2004). Customer Communications: Keeping Pace in an Ever-Changing Environment. Keeping Good Companies , 56 (8), 458-459. 12. Pathak, B. (2009). C2C Business Models: Beyond Online Marketplaces. Hershey, PA, USA: IGI Publishing. 13. Pring, C., 2012. The Social Skinny. [Online] Available at: http://thesocialskinny.com/99-new-social-media-stats-for-2012/ 14. Spradlin, D. (2012). Are you Solving the Right Problem?. Harvard Business Review 15 16. X Ning, H. J. (2008). RSS: A Framwork Enabling Ranked Research on the Semantic Web. Information Processing and Management .

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