Serious game in crisis and risk management

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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD

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’SFIVE 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 announcedthat 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 :


GAMBITS : serious game on the management of crisis in the world of maritime defense . Partners :UPETEC,JFX,IRIT,DCNS SIMFOR : serious game on crisis management Partners : PIXXIM,SII,Université de Provence SIMVIZ Version 2 : serious game for training and simulation of safety problems and environmental. Partners : SC2X





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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD

10.01.2011

2. Why Serious Game on Crisis and Risk management?
FoodInsecurity

The Global Warming

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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD

10.01.2011

The range of major risks to man and his environment are very broad and multifaceted. For decades, human beings have suffered disasters, crisis, wars, have lived in situation that is threatening or could threaten to harm people or property, seriously interruptbusiness, damage reputation and/or negatively impact share value. However, in the same times they have developed more and more sophisticated technology. So, Adapting the game to the world with their invention to inform, educate and prepare people for anything, could be the goal of ‘Serious Games on Crisis and Risk Management’ (SGCR). ‘Learning by Gaming’ essential actions that should better protectindividual and collective, should then be better understood and implemented with greater efficiency.

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Strategy Exam: Serious Games - Crisis and Risk Management Auditor: HTD

10.01.2011

3. Porter’s Five Forces Model of Competition

Competitive Force Threat of New Entrants

IT Influence on Competitive Force To create barriers to new entrants : • Using the complexity of IT, •SGCR closer to the real-world. Give players possibility to : • Integrate their own database in order to enrich the game, • Resume as available, • Get useful information based on their loyalty, • Access the same game by another media Using the cloud computing, the open source, the open system, the multi platform techniques for developing our SGCR … Software released and integrated into any type...
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