Serious game in crisis and risk management
10.01.2011
STRATEGY
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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD
10.01.2011
Sommaire
1. INTRODUCTION ................................................................... 3 2. WHY SERIOUS GAME ON CRISIS AND RISK MANAGEMENT? ................................ 4 3. PORTER’S FIVE FORCES MODEL OF COMPETITION ...................................... 6 4. BUSINESS MODEL ................................................................. 7 4.1. Customer Segments : ...................................................... 7 Gaming 2.0 : The intersection of gaming and social-networking technologies .... 7 4.2. Key Partners / Resources: ................................................ 8 4.3. Value Propositions : .................................................... 10 4.4. Cost Structure : ........................................................ 11 4.5. Revenue Streams : ....................................................... 11 5. LIST OF SGCR ......................................... ERREUR ! SIGNET NON DEFINI. 6. CONCLUSION .................................................................... 14
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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD
10.01.2011
1. INTRODUCTION
In 2009, under the economic recovery plan, Nathalie Kosciusko-Morizet, the French Secretary of State for the digital economy said that the state works in three areas: the high-speed shared, serious games and Web 2.0. Besides this business, she announced that 48 of the 166 cases were selected and would be allocated a total budget of 20 million Euros. The amounts of aid applications ranging from 184 to 577 k € and the companies involved are mostly SMEs. Among the projects selected, there were 3 serious games on the crisis and risk management :
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GAMBITS : serious game on the management of crisis in the world of maritime defense . Partners :