BUSMGT 719: Business Technology TBL Deliverable 2 [3%] |
3.1. AS-IS business: STRATEGIC, PROCESS and technological dimensions [B, c, d, and e]
3.1. AS-IS 业务：战略、流程和技术维度 [B、c、d 和 e]
You may present your answers in bullet points and insert a picture of your plan(s) on paper to support this. You may also include any pressing questions as you work through these answers.
您可以在要点中提出您的答案，并在纸上插入您的计划图片以支持这一点。在回答这些问题时，您还可以包括任何紧迫的问题。
b. Research and outline the organisation’s Business Strategy as per Porter’s generic strategy model and/or Treacy and Wiersema’s Value Disciplines. Be sure to outline any assumptions.
湾。 根据 Porter 的综合战略模型和/或 Treacy 和 Wiersema 的价值原则研究和概述组织的业务战略 。 请务必概述任何假设。
Awanui Labs will pursue broad-market differentiation (Porter) built on customer intimacy (Treacy & Wiersema).
Awanui Labs 将寻求基于客户亲密度的广泛市场差异化 （Porter）（ Treacy & Wiersema）。
1 . Porter’s generic‐strategy lens
1 . 波特的通用策略镜头
Porter links competitive advantage (low cost vs differentiation) with market scope (broad vs niche) to give three main strategies plus a focus variant (IFM Institute, n.d.) .
Porter 将竞争优势（ 低成本与差异化）与市场范围（广泛与利基）联系起来，给出了三个主要策略和一个重点变体（IFM Institute， n.d.） 。
Awanui already runs 25 laboratories and 150 collection centres nationwide, letting it serve the whole NZ market.
Awanui 已经在全国运营着 25 个实验室和 150 个采集中心 ，使其服务于整个新西兰市场。
Rather than cut prices, it invests in AI-enabled pathology, automated Roche Cobas lines, and same-day courier loops to create value through speed, clinical quality and reach.
它没有降价，而是投资于支持 AI 的病理学、自动化 Roche Cobas 生产线和当日快递循环，通过速度、临床质量和覆盖范围创造价值。
Assumption A: District-health-board contracts cap routine-test prices, limiting room for cost leadership (public contract terms, 2023).
假设 A： 地区卫生委员会合同限制了常规测试的价格，限制了成本领先的空间（公共合同条款，2023 年）。
Assumption B: Scale and automation reduce unit cost enough to protect margins while funding differentiation.
假设 B： 规模化和自动化降低了单位成本，足以保护利润率，同时为差异化提供资金。
As a result, the company pursues a broad-market differentiation strategy that combines nationwide coverage with distinctive service attributes.
因此，该公司追求广泛的市场差异化战略，将全国覆盖与独特的服务属性相结合。
2 . Treacy & Wiersema’s value-discipline lens
阿拉伯数字。 Treacy & Wiersema 的价值纪律视角
The value-discipline framework says firms should excel at operational excellence, product leadership, or customer intimacy to win sustainably (Treacy & Wiersema, 1993).
价值学科框架说，公司应该在运营卓越、产品领导力或客户亲密度方面表现出色，以可持续地赢得胜利（Treacy & Wiersema，1993 年）。
Customer-intimate leaders “tailor and personalise” every interaction (Toolshero, 2024) and build deep data links with each client (Pepijn Schoemaker video, 2015)
与客户亲密接触的领导者“量身定制和个性化 ”每一次互动（Toolshero，2024 年），并与每个客户建立深入的数据链接（Pepijn Schoemaker 视频，2015 年）
How “customer intimacy” fits Awanui Labs：
“客户亲密度”如何适合 Awanui Labs：
Evidence | Fit with discipline |
Bilingual (English/Māori) result summaries and real-time app notifications personalise communications across diverse communities | Personalised service channels |
Home-visit and SmartBox options reduce travel burden for remote patients, especially rural Māori | Tailored delivery model |
Dedicated clinician-help line and e-results feed integrate with each GP’s EMR | Deep relationship with referrers |
c. Conduct an internal assessment of the organisation using the SWOT analysis. You may make assumptions about the organisation but be sure to outline these.
c. 使用 SWOT 分析对组织进行内部评估 。 您可以对组织做出假设，但请务必概述这些假设。
Strengths (Internal)
优点 （内部）
Awanui Labs commands a nation-wide footprint of more than 150 collection centres and 25 laboratories, giving it unrivalled reach and economies of scale across New Zealand (Awanui Labs, n.d.).
Awanui Labs 在全国范围内拥有 150 多个采集中心和 25 个实验室，使其在新西兰拥有无与伦比的影响力和规模经济 （Awanui Labs， n.d.）。
It also runs a digital-first workflow: AI slide-reading and cloud image storage allow most results to be released the same day, cutting manual error and boosting clinical quality (Brother New Zealand, 2023).
它还运行数字优先的工作流程：AI 载玻片读取和云图像存储允许大多数结果在同一天发布，从而减少人为错误并提高临床质量（Brother New Zealand，2023 年）。
Finally, revenue risk is spread because Awanui serves general practitioners, public and private hospitals, and major insurers rather than relying on a single customer class (assumption based on contract announcements in Awanui Labs, n.d.).
最后，收入风险被分散，因为 Awanui 为全科医生、公立和私立医院以及主要保险公司提供服务，而不是依赖单一的客户群（假设基于 Awanui Labs， n.d. 的合同公告）。
Weaknesses (Internal)
弱点 （内部）
Those same digital upgrades come with heavy capital outlays: Roche Cobas automation lines and AI infrastructure lengthen pay-back periods and strain short-term cash flow (Brother New Zealand, 2023).
同样的数字化升级伴随着大量的资本支出：Roche Cobas 自动化生产线和 AI 基础设施延长了投资回收期并紧张了短期现金流（Brother New Zealand，2023 年）。
In addition, several legacy laboratory-information systems have yet to be fully integrated, causing duplicate data entry and delays—an internal issue highlighted in staff interviews cited by Brother New Zealand (2023).
此外，一些传统的实验室信息系统尚未完全集成，导致重复的数据输入和延迟——这是 Brother New Zealand （2023） 引用的员工访谈中强调的内部问题。
A further weakness is the national shortage of qualified medical laboratory scientists, which pushes up recruitment and training costs (assumption aligned with Ministry of Health workforce commentary).
另一个弱点是全国缺乏合格的医学实验室科学家，这推高了招聘和培训成本（假设与卫生部劳动力评论一致）。
Opportunities (External)
机会 （外部）
Rapid growth in tele-health opens space for home sample kits, mobile phlebotomy services and even drone or electric-vehicle pick-ups, all of which fit Awanui’s logistics capabilities (IQVIA, 2022).
远程医疗的快速增长为家庭样本包、移动静脉切开服务甚至无人机或电动汽车取件开辟了空间，所有这些都适合 Awanui 的物流能力（IQVIA，2022 年）。
Government equity programmes such as the 2023 Rural Health Strategy set aside funding to improve diagnostic access for Māori and remote communities; this could subsidise the rollout of “SmartBox” self-service kiosks (Ministry of Health, 2023).
政府公平计划 ， 如 2023 年农村卫生战略，拨出资金以改善毛利人和偏远社区的诊断机会;这可以补贴 “SmartBox”自助服务亭的推出（Ministry of Health，2023）。
At the same time, sustainability pressure throughout healthcare supply chains gives first movers in low-carbon logistics and paper-free e-reporting brand and tender advantages (Sonic Healthcare, 2024).
与此同时，整个医疗保健供应链的可持续性压力为低碳物流和无纸化电子报告品牌和招标提供了先行者优势（Sonic Healthcare，2024 年）。
Threats (External)
威胁 （外部）
Industry consolidation remains a real risk: global pathology giants have signalled interest in acquiring regional laboratories in Australasia, which would intensify both price and technology competition (Sonic Healthcare, 2024).
行业整合仍然是一个真正的风险：全球病理学巨头已表示有兴趣收购澳大利亚的区域实验室，这将加剧价格和技术竞争（Sonic Healthcare，2024 年）。
Compliance costs are also rising because the Health Information Privacy Code 2020 under New Zealand’s Privacy Act strengthens penalties for data breaches (Office of the Privacy Commissioner, n.d.).
由于新西兰《隐私法》下的 2020 年健康信息隐私法加强了对数据泄露的处罚，合规成本也在上升（隐私专员办公室，日期不详）。
Finally, several public hospitals are upgrading their in-house labs; if those projects succeed, they could claw back high-margin test volumes currently outsourced to Awanui (assumption).
最后，几家公立医院正在升级其内部实验室;如果这些项目成功，他们可以收回目前外包给 Awanui 的高利润测试量（假设）。
Conclusion
结论
Awanui’s broad network and digital speed give it a powerful competitive base, yet long-term success hinges on unifying data systems, attracting scarce talent and scaling home-based, low-carbon services before multinational entrants or upgraded public labs erode market share.
Awanui 广泛的网络和数字速度为其提供了强大的竞争基础，但长期成功取决于统一数据系统、吸引稀缺人才并在跨国进入者或升级后的公共实验室侵蚀市场份额之前扩展以家庭为基础的低碳服务。
d. Outline the organisation’s customers/customer groups (internal and external)?
d. 概述组织的客户/客户群 （内部和外部）？
Awanui’s customers fall into two broad sets—external service users and internal enablers—each interacting with the lab at different touch-points along the customer journey.
Awanui 的客户分为两大类 - 外部服务用户和内部推动者 - 每类客户都在客户旅程中的不同接触点与技工所互动。
External service users
外部服务用户
GPs and specialist doctors. They write more than 60 percent of all test orders, consult electronic results, and judge the lab on speed and accuracy. Their “touch-points” include e-ordering, telephone help lines, and direct feeds into the clinic’s electronic-record system (Delighted, 2023).
全科医生和专科医生。 他们编写了超过 60% 的测试订单，查阅电子结果，并根据速度和准确性对实验室进行评判。他们的“ 接触点 ”包括电子订购、电话帮助热线和直接输入诊所的电子记录系统（Delighted，2023 年）。
Patients and care-givers. These users value quick appointments, easy-to-read bilingual reports, and short travel time—needs that are most acute for rural Māori communities. Their journey covers online booking, collection-centre reception, mobile-app alerts, and post-test explanation (HubSpot, 2024a).
患者和护理人员 。 这些用户重视快速预约、易于阅读的双语报告和较短的旅行时间，这些都是农村毛利社区最迫切的需求。他们的旅程包括在线预订、收集中心接待、移动应用程序提醒和测试后解释 （HubSpot， 2024a）。
Public and private hospitals / Te Whatu Ora. Hospitals place bulk orders and review Awanui on turnaround time, result quality, and data integration with hospital EMRs. Contract meetings and service-level dashboards are critical brand touch-points (Branding for the People, 2022).
公立和私立医院 / Te Whatu Ora. 医院下达批量订单并审查 Awanui 的周转时间、结果质量以及与医院 EMR 的数据集成。合同会议和服务级别仪表板是关键的品牌接触点 （Branding for the People，2022 年）。
Health insurers and ACC. These funders reimburse tests and focus on price transparency, fraud controls, and audit reports. Their main touch-points are electronic billing files and quarterly quality reviews.
健康保险公司和 ACC。 这些资助者报销测试并专注于价格透明度、欺诈控制和审计报告。他们的主要接触点是电子账单文件和季度质量审查。
Research and pharmaceutical partners. They need anonymised specimens and clean data sets for clinical trials; secure data-sharing portals and chain-of-custody reports define their experience.
研究和制药合作伙伴。 他们需要匿名样本和干净的数据集进行临床试验;安全的数据共享门户和监管链报告定义了他们的体验。
Internal enablers
内部推动因素
Lab scientists and technicians. They depend on reliable equipment, AI decision-support, and smooth lab-information-system (LIS) links to deliver the promised same-day turnaround.
实验室科学家和技术人员。 他们依靠可靠的设备、AI 决策支持和顺畅的实验室信息系统 （LIS） 链接来提供承诺的当天周转时间。
Phlebotomists and collection-centre staff. User-friendly workstations, real-time queue dashboards, and one-scan label printing let them keep patient wait times low.
抽血师和采集中心的工作人员。 用户友好的工作站、实时队列仪表板和一次性扫描标签打印使他们能够缩短患者等待时间。
IT and data teams. Clean data pipelines and strong cyber-security controls protect privacy and underpin automated reporting.
IT 和数据团队。 干净的数据管道和强大的网络安全控制措施可以保护隐私并支持自动报告。
Logistics crews (EV vans and couriers). Accurate route schedules and cold-chain tracking keep samples viable and on time.
物流人员（EV 货车和快递员）。 准确的路线安排和冷链跟踪可确保样品的可行性和准时性。
Clinical and business managers. Live KPI dashboards help them balance quality, cost, and capacity across the network.
临床和业务经理。 实时 KPI 控制面板可帮助他们平衡整个网络的质量、成本和容量。
Why each group counts
为什么每个组都很重要
Doctors and patients create demand and drive word-of-mouth about service quality (HubSpot, 2024b). Hospitals, insurers, and research clients lock in multi-year contracts that stabilise revenue. Internal teams, in turn, shape every customer touch-point; if their needs go unmet, service quality drops and staff turnover rises—breaking the promise of customer intimacy outlined in Awanui’s strategy.
医生和患者创造需求并推动有关服务质量的口碑（HubSpot，2024b）。医院、保险公司和研究客户锁定多年期合同，以稳定收入。反过来，内部团队塑造了每个客户接触点 ;如果他们的需求得不到满足，服务质量就会下降，员工流失率就会上升，这就会打破 Awanui 战略中概述的客户亲密关系的承诺。
E. Evaluate the customer experience
E. 评估客户体验
i. Select a key customer group from (d).
。 从 （d） 中选择一个关键客户群 。
Rural Māori adults who need regular blood tests for long-term conditions (e.g., diabetes, heart disease).
需要定期进行血液检查以诊断长期疾病（例如糖尿病、心脏病）的农村毛利成年人。
They face the longest travel times, have higher unmet-need rates, and sit at the centre of government equity targets, so lifting their experience creates both social impact and brand advantage.
他们面临最长的旅行时间，更高的未满足需求率，并且处于政府公平目标的中心，因此提升他们的体验可以创造社会影响力和品牌优势。
ii. What value is the organisation providing this customer group?
ii. 组织为这个客户群提供什么价值 ？
Promises to rural Māori patients—and how each one ties to Awanui Labs’ three core values (Manaakitanga, Whakapakari, Hiranga)
对农村毛利患者的承诺，以及每个患者如何与 Awanui Labs 的三个核心价值观（Manaakitanga、Whakapakari、Hiranga） 相关联
Same-day results. Fast testing machines and a same-day courier get samples to the lab quickly, so people can change their treatment within 24 hours instead of waiting several days. This reflects Whakapakari – delivering the highest-quality medical care.
当天结果。 快速检测机和当天快递员将样本快速送到实验室，因此人们可以在 24 小时内改变治疗方法，而不是等待几天。这反映了 Whakapakari – 提供最高质量的医疗服务。
Strong privacy protection. All data stays on secure New Zealand servers, and patients choose who can view it, easing worries about leaks. That again shows Whakapakari.
强大的隐私保护。 所有数据都保存在安全的新西兰服务器上，患者可以选择谁可以查看它，从而减轻了对泄漏的担忧。这再次显示了 Whakapakari。
Blood tests close to home. Self-service SmartBox booths in small towns, or mobile nurses who can visit the house, spare patients long bus or car trips. That is Manaakitanga – caring for each other and the people we serve.
在家附近进行血液检测。 小城镇的自助 SmartBox 亭，或可以上门的移动护士，让患者免于长途乘坐公共汽车或开车。那就是 Manaakitanga – 关心彼此和我们所服务的人。
Clear reports in two languages. Results arrive in both English and Māori, with simple green-amber-red icons, so patients and whānau can understand them at a glance. This also lives out Manaakitanga.
以两种语言清晰显示报告。 结果以英语和毛利语提供，并带有简单的绿色-琥珀色-红色图标，因此患者和家庭可以一目了然地理解它们。这也体现在 Manaakitanga 中。
Constant improvement. We listen to community feedback and keep upgrading queue displays and offline booking so the service matches real needs. This is Hiranga – we keep improving to create success.
不断改进。 我们听取社区反馈，不断升级队列显示和离线预订 ，以便服务符合实际需求。这就是 Hiranga – 我们不断改进以创造成功。
iii. [optional for TBL deliverable – compulsory for strategy plan] What are the key channels and/or touchpoints for this customer group?
iii. [TBL 可交付成果可选 - 战略计划必选 ] 该客户群的主要渠道和/或接触点是什么 ？
iv. [optional for TBL deliverable – compulsory for strategy plan] Outline a customer persona and respective customer journey map illustrating the pain points.
iv. [TBL 可交付成果可选 - 战略计划必选 ] 概述客户角色和相应的客户旅程图 ，以说明痛点。
v. [optional for TBL deliverable – compulsory for strategy plan] Conduct research on the customer experience from publicly available sources such as social media to support the customer journey map.
五. [TBL 可交付成果可选 - 战略计划必选 ] 对 来自社交媒体等公开可用来源的客户体验进行研究，以支持客户旅程地图。
vi. [optional for TBL deliverable – compulsory for strategy plan] Summarise the people, processes, systems, technologies, and data/information involved at the pain points.
vi. [TBL 可交付成果可选 - 战略计划必选 ] 总结 痛点所涉及的人员 、 流程 、 系统 、 技术和 数据/信息 。