Foundations of Information Systems at Latureae: A Critical Analysis

This report provides a critical analysis of an enterprise information system applied at an Australia based wellness and health product manufacturing organization. It explains different links which exist between organization’s value creating activities and its sub activities. A set of conventional recommendations are also provided in the later sections of this report in order to suggest the organization with ways to enhance customer value maximization.

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FOUNDATIONS OF INFORMATION SYSTEMS

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Table of contents
Introduction......................................................................................................................................3
Latureae business model..................................................................................................................3
Primary activities.............................................................................................................................3
Secondary activities.........................................................................................................................4
Sub activities for Primary and Secondary activities........................................................................4
Links between sub activities and value creating activities..............................................................5
Porter’s value chain model..............................................................................................................5
Recommendations to Latureae management for customer value maximization.............................7
Conclusion.......................................................................................................................................7
References:......................................................................................................................................8

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Introduction
Enterprise information system are one of the most widely used entity in order to facilitate
operations efficiently. The exercises related to enterprise information systems are based on the
organizational operating environment and related aspects. This report provides a critical analysis
of an enterprise information system applied at an Australia based wellness and health product
manufacturing organization. In order to examine its business model, both primary as well as
secondary activities related to the organization are assessed. The report explains different links
which exist between organization’s value creating activities and its sub activities. A set of
conventional recommendations are also provided in the later sections of this report in order to
suggest the organization with ways to enhance customer value maximization.
Latureae business model
The business model incorporated at Latureae is based on its effective consumer engagement
culture and constant learning. This provides the organization with potential scopes for facilitating
health and wellness products naturally. In addition to constant learning and customer oriented
service, the business model at this organization is based on achieving a leadership position in the
Australian healthcare and wellness market. The company is determined to practice sustainable
methods for development and regulated reforms for constant upgrade in its employee skill set.
The model also supports organizational aim to achieve competitive advantages through enhanced
market sharing objectives (Romero & Vernadat, 2016). Employee turnover is a major issue at
this organization and the main reason behind this is the unavailability of any proper employee
assistance system at the organization.
Primary activities
The company has been associated with a number of primary activities related to health and
wellness sector. These activities are the most important portion of the company as these
contribute a major portion of the overall business conducted. Specifically, the primary activities
at Latureae includes Flatiron health, Jawbone and healthline. These are the sections which have a
major amount of support from the higher as well as the lower sections of the organization. These
activities have a significant role in the overall development process of the organization (El Kadiri

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et al. 2016). These activities are linked to produce better economic and social valuation for the
organization.
Secondary activities
There are a few secondary activities related to this organization. These activities contribute a
lower portion of interest as well as revenue for the organization and thus are provided with
limited resources. Health catalysts, healthcare engagement and Med CPU are the areas which
constitute the secondary sections of operations at this institution (Zacharewicz et al. 2017). The
secondary activities related to this organization are based on latest technological and scientific
innovations in terms of healthcare services. The secondary activities enhance overall service
perception which is related to the organization and incorporates a more diverse form of
competitive scenario for both of the sections.
Sub activities for Primary and Secondary activities
Sub activities are the segmented form of primary and secondary activities. The operations which
are long and complex are distributed individually for better consideration and acknowledgement.
Development of bio sensing technology based wearable devices and analysis of healthcare data
are the two major sub activities related to the primary activities of the organization. These are a
result of increasing technological and innovation aspects under the healthcare sector (Shiau,
Chen & Tsai, 2015). A significant amount of support in terms of operability and business
development have been achieved through the availability of these sub activities. It has helped the
organization in bringing better relationships with the existing as well as potential consumers of
the healthcare sector.
In addition to this, healthcare catalyst which is related to provide a much improved form of
delivery tools in healthcare sector integrate under the sub activities of secondary activities. It also
includes the training and development factor which is associated with the usage of advanced
technological equipment related to healthcare operations. These two sub activities under
secondary activities provide proper analysis based on the enhanced profitability and usability of
the organization. Both of these sub activities are related to Med CPU and health catalysts

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activities and are liable to operate along with these secondary activities at the organization (Qu et
al. 2019).
Links between sub activities and value creating activities
Sub activities and value creation for the company are two largely related aspects in the present
context. There are evident factors which support the availability of organizational proceedings
and justifications which are linked to produce better results for the organization as a whole. The
sub activities related to primary activities help the organization in competing with other
institutions by producing quality wearable products for health and safety monitoring. This is a
newly developed section under the healthcare sector and has huge potential. The growing usage
of wearable health monitoring devices among youth have also been supported by this initiative.
In addition to this, analysis of healthcare data which is collected from the individuals provide the
organization with an ability to track and measure symptoms and take relative actions (DeLone &
McLean, 2016). In case of secondary sub activities, availability of training and development
possibilities eliminate the chances of disruption and initiate a more accountable form of
operations across the industry. Since the healthcare sector is a largely responsible industry,
availability of a skilful and trained set of professionals is a major value generation initiative. It
can enhance the overall operability index which is related to the institution and help it gain a
more intensive form of approach to avail competitive advantages across the industry.
Porter’s value chain model
The porter’s value chain model is an ideology which defines the various operational sections
which are associated with the overall development and management of an organizational
processes. The five primary activities under this model provide sustainability and strength to the
organization and the secondary activities relate with maintenance aspects of the organization.
 Inbound logistics
The development of bio sensing devices requires a set of technological and general components
which are collected through an efficient inbound logistics. A variety of constituents are required
for managing the development process across the organization (Marques, 2017).
 Operations

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Operations generally relate with the whole manufacturing process which is used to develop
products and services from the collected raw materials. This process is of major importance as it
helps in increasing the business expansion and efficient delivery.
 Outbound logistics
Supply of finished products to the related outlets for sale and purchase is related to this activity.
Primary activities involving supply of finished healthcare products are related to this section
(Panetto et al. 2016). Since the operational region related to the system is very large a significant
amount of logistical support is required by the organization.
 Marketing and sales
This section deals with creating an image of the product and related services across the channel.
Availability of information about certain product increases its chances of being purchased thus
this is an important factor.
 Service
Service is an important section of any healthcare organization. It increases the support from
visitors and help gain more clients. Provisions for training and development for each of the
employee is an important section that is associated with various service oriented initiatives in the
organization (Clohessy et al. 2018).
 Procurement
Vendor management is an important factor involved under the provided set of operations. The
organization is bound to facilitate a more ideal way to create changes and enhance support to the
marketing teams.
 Technology development
Technology is essential for healthcare operations as it helps in limiting the errors and initiate
better operational ways. Technology driven bio sensors are the most efficient value creation
product at the current organization (Sakr & Elgammal, 2016).
 Human resource management

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Like any other organization, human resource management is the key to drive changes and
support the operations at this organization. Availability of sub activities related to training and
development of workforce have been a crucial way to enhance productivity (Huhtala,
Pikkarainen & Saraniemi, 2017).
 Infrastructure
New innovations require new ways for production and distribution. Thus infrastructural
development for this organization is necessary as it will help in guiding innovation across
collection and storage of healthcare data.
Recommendations to Latureae management for customer value maximization
 Development of a more focussed and integrated system for employee improvement
programs which can help in increasing the service level developments.
 Inclusion of better innovation and technologically advanced healthcare devices for
competitive advantage in the current market.
 Development of healthcare infrastructure for enhancing the consumer experience.
 Building of better research and development centres for integrating development
potentials across the defined sections of innovation (Liu, Santhanam & Webster, 2017).
 Employing effective management systems for supporting the data collection and
processing in terms of healthcare services.
Conclusion
It can be concluded that the information systems play a major role in idealizing the growth
potentials across the organizations. It plays an important role in idealizing the growth and
productivity based orientations across different channels related to primary as well as secondary
activities. This report provides an overview of various activities and sub activities which are
being taken in to account for providing a feasible opportunity across the development process.
The links between provided sub activities and value creation activities have been analysed and
evaluated to create a proper understanding of the situation. Porter's value chain model for the
organization has been incorporated to evaluate the primary, secondary and sub activities related
to the development process. In the later sections of this report, a set of reliable recommendations

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are also made which can be used to justify the growing need of market and ways to tackle them
efficiently.

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Sakr, S., & Elgammal, A. (2016). Towards a comprehensive data analytics framework for smart
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