Mkg_Plan_Centoramo0.doc

Marketing assignmentMarketing Plan

Tutor :Pr. Jean-François DAVID

MARKETING PLAN

RFID TECHNOLOGY SOLUTION FOR EMERGENCY CASE

Tutor : Jean-François DAVID

Master Management International & NTIC2006-2007

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CENTORAMOCENTORAMO



TABLE OF CONTENT

MARKETING PLAN :---------------------------------------------------------------------------------------------------------1Tutor : Jean-François DAVID-----------------------------------------------------------------------------------------1

1. EXECUTIVE ABSTRACT--------------------------------------------------------------------------------------------42. CONTEXT-----------------------------------------------------------------------------------------------------------------53. OBJECTIVES-------------------------------------------------------------------------------------------------------------64. METHODOLOGY-------------------------------------------------------------------------------------------------------7

4.2. Processes----------------------------------------------------------------------------------------------------------84.2.1. Various tasks----------------------------------------------------------------------------------------------84.2.2. Figure: Process Groups-----------------------------------------------------------------------------9

4.3. Planning------------------------------------------------------------------------------------------------------------95. MARKET STUDY-----------------------------------------------------------------------------------------------------10

5.1. Emergency care----------------------------------------------------------------------------------------------105.2. Statistics on emergency healthcare--------------------------------------------------------------125.3. Customer’s needs-------------------------------------------------------------------------------------------145.4. Creative idea---------------------------------------------------------------------------------------------------14

5.4.2. Our Mission: We are a young start-up that integrates technology into emergency care industry in order to develop and optimize the best care practices that a hospital provides to their clients.-------------------------------------------------------------------165.4.3. Our Vision: To become a leader company in integrating technologies in the emergency care industry, within a period of four years. First, Centoramo will develop its strategy in France, a known market, before becoming stronger and going for new markets (especially in European and Asian countries as the North American market is almost saturated).--------------------------------------------------------------------------------------------------165.4.4. Our Values:-----------------------------------------------------------------------------------------------16

5.5. Study of the open market------------------------------------------------------------------------------17A) Size of the market-----------------------------------------------------------------------------------17B) Market trends------------------------------------------------------------------------------------------175.5.1. Internal market analysis: SWOT--------------------------------------------------------------185.5.2. Internal market analysis: PEST---------------------------------------------------------------195.5.3. Network Model:----------------------------------------------------------------------------------------20

5.6. Competitors’ analysis-------------------------------------------------------------------------------------215.7. Implementation scenario-------------------------------------------------------------------------------225.8. Value chain---------------------------------------------------------------------------------------------------------22

A n s o f f m a t r i x---------------------------------------------------------------------------------------------------23PRODUCT---------------------------------------------------------------------------------------------------------------------23DEVELOPMENT------------------------------------------------------------------------------------------------------------23

Decision tool----------------------------------------------------------------------------------------------------------245.8.1. Routes to markets------------------------------------------------------------------------------------245.8.2. Partnerships----------------------------------------------------------------------------------------------25

5.9. Marketing Mix-------------------------------------------------------------------------------------------------275.9.1. Problems---------------------------------------------------------------------------------------------------275.9.2. Strategy-----------------------------------------------------------------------------------------------------275.9.3. Products----------------------------------------------------------------------------------------------------285.9.4. Price-----------------------------------------------------------------------------------------------------------285.9.5. Place (channel of distribution)----------------------------------------------------------------295.9.6. Communication plan---------------------------------------------------------------------------------29

5.10. Core competencies---------------------------------------------------------------------------------------30Work: The way people relate to IT------------------------------------------------------------------------31Human rights : Private liberties----------------------------------------------------------------------------31

Medical care : Health enters the digital world----------------------------------------------------------316. RECOMMENDATIONS---------------------------------------------------------------------------------------------327. DISCUSSION-----------------------------------------------------------------------------------------------------------338. REFERENCES----------------------------------------------------------------------------------------------------------34


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8.1. Bibliography----------------------------------------------------------------------------------------------------348.2. Articles, magazines, press-----------------------------------------------------------------------------35

9. APPENDICES----------------------------------------------------------------------------------------------------------36


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1. EXECUTIVE ABSTRACT

“Radio Frequency Identification (RFID) is a disruptive technology that has broad

applicability across the healthcare industry. With RFID, healthcare organizations (HCOs)

can automate inefficient manual processes to help increase operational efficiency and

improve the quality patient care delivery. RFID enables HCOs to positively identify

patients, accurately track mobile assets and patients, and optimize supply chain

inventory management and logistics. HCOs are investing in RFID today. Healthcare

organizations are investing in RFID solutions today to better understand the viability of

the technology and to figure out how to leverage RFID to solve real problems within their

organizations.

Active solutions are propelling growth of RFID in healthcare.

Healthcare organizations are primarily deploying active RFID solutions for tracking assets

and patients. With RFID, HCOs are achieving a compelling ROI to help increase

operational efficiency and improve the quality of patient care. Passive RFID solutions lack

a compelling business case. Healthcare organizations are having difficulties identifying a

compelling business case to justify an investment in passive RFID for patient safety and

inventory/supply chain management solutions. RFID solutions are not ready for large-

scale, enterprise-wide deployment due to healthcare organization concerns about

network infrastructure, network scalability, application availability, and systems

integration complexities.”

Good, but a bit too much general ideas… Executive abstract is not a teaser, it is a real

"sales" synthesis of proposal ideas…


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2. CONTEXT

What if a person could be transferred to a hospital following an emergency call with the

confidence that his/her treatment would be efficient, safe, with accurate care and

reduced risks ? It may be hard to envision, but we have the knowledge and technical

assets to make this hypothesis come true. However, our medical system doesn't have the

infrastructure or funding to fully address these issues.

ok

Nowadays, the French emergency services are faced with an increasing number of calls

( 4.5 million for medical emergencies, 650 000 SMUR operations, increase of 10% every

year) resulting in a high number of patients treated every day in hospitals. The latter in

turn struggle to manage the allocation of resources, cope with the fluctuating

flow of patients, coordinate the different steps of the procedure of emergency

care all along their course in different departments through to their release.

good

This triggers several issues like the difficulty to keep track of one patient's treatments

received, medicines absorbed name of the appointed doctor... On top of that, there is no

way to quantify the level of activities, the frequency of use of equipment and even

assigning the right skilled staff member to the patient has proven difficult to achieve. For

instance, 33% of patients’ s files do not mention the name of the doctor who is treating

them, and 20% of them are not readable; worse, 10% do not state any diagnosis. What

are the consequences of this alarming situation ?

OK

There still are hundreds of cases where the lack of coordination between the different

teams (Smur, Emergency and Intensive care departments) have led to medical

complications, excessive duration of hospitalization and additional costs

supported by the national health service (“Sécurité Sociale”), resulting in a ever

bigger deficit. GOOD Plus, the slow and still manual process of patient’s medical files (or

partially computerized) in each department makes the task even more difficult for

the medical personnel when it comes to make critical decisions for patients’

sake.

yes


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M. David, head of emergency services department of Cochin public hospital, has

cumulated, over his decades of service, a knowledge, that is to say a set of procedures to

follow, that could help improve considerably the emergency medical care processes.

Our company dedicates itself to the development of innovative software solutions for all

the health industry. The solution is at hand, through the combined technologies of the

healthcare supply chain: cutting-edge technology, support for decision making based on

procedural knowledge.

good

The following will address the quality and accuracy of patient care, based on future

patient expectations within our healthcare delivery system. This study will provide you

with the tools you need to achieve this goal.

Excellent part

3. OBJECTIVES

M. David, head of emergency department of a Parisian hospital, is looking for a

way to market his knowledge and the model of emergency care implemented in

Cochin public hospital.

Cochin hospital emergency service receives 50 000 patients every year, which means

that an average 130 emergency medical care procedures are performed every day. As

said above, there still is many things to improve in order to provide high quality services

to patients. This implies a better coordination of the emergency care chain, the patient’s

file and reaching greater accuracy in the choice of appropriated treatment.

ok

Taking this into account and after a thorough study of the different emergency

department processes at Cochin hospital, we identify three main domains in which our

input could make significant difference: the patient’s file, the management of resources

and the choice of appropriated treatment. Therefore, our main objectives in that study

will be the following:

1 / Identify and focus on our customer’s needs to be able to help him provide added

value services. This entails innovative methods and equipment that will allow to stand out

from the crowd. ok


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2 / Reach an agreement with the customer in order to introduce cutting-edge

technologies and collaborative work chain (sustained interaction between stakeholders)

in healthcare industry.

yes

3 / Provide help to set up a field for study and medical research based on data collection

of patient history, treatment using statistics. The said studies could serve to measure up

the impact of technology on health public expenses.

ok

The actions derived from these key principles will be :

- Improve the management of patient’s medical files ;

- Provide the hospital with the needed tool to implement appropriated medical care ;

- Maximize the use of the resources of the hospital.

4. METHODOLOGY

4.1. Methods

We used universal methods to prepare our marketing plan. This involved methodic

research of the market combined with teamwork management tools using various

frameworks:

- Market study : benchmark (have a flavor of what is coming up next), competitors

analysis, data collection, quantitative analysis, qualitative interviews ;

- Modeling our approach to the market: SWOT and PEST models for both the

hospital and the company in order to emphasize opportunities and identify the

external forces impacting upon this organization, Ansoff matrix to decide on

growth strategy, Porter’s 5 forces model, core competencies analysis using Hamel

and Pralahad framework… ;

- Project management methods: simple RAM to evaluate the workload, Gantt

chart and WBS for planning and breakdown of tasks, Project charter to make sure

every member was aware of their role, Meeting management checklist to conduct

efficient meetings…


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YES

4.2. Processes

4.2.1. Various tasks

The processes that are described here are the actions undertaken by the team in order to

produce a marketing plan. Preparing a marketing plan is much about research; that is

why we spent most of the time looking for information, searching for relevant and

accurate pieces of information. The main processes were:

- Meeting the other team members (formal meetings) : we decided to meet

to officially discuss the methodology, the actual topic, the evolution of the idea

based on the data collected ;

- Talk about the project on a regular basis but in informally (informal

meetings): they were more frequent than formal meetings. Their purpose was to

keep connections with the evolution of each other’s searches, compare the

solutions offered by the competitors …;

- Searching for information on the target market (actual research) : we

went hunting for information on healthcare, health services using first a very

broad scope (what’s happening in leading countries like the USA, UK, Japan…) that

we gradually narrowed to the market on emergency medical services in France.

This includes research on statistics, a deeper understanding of the emergency

procedures, and reading of professional press…;

- Interviewing of possible end-users (interviews) : meeting with

acquaintances working in emergency departments of hospital, medicine students ;

- Report writing : the first synthesis of the research were summed up with the

help of mental models;

- Rehearsing (preparing the pitch for the presentation): emphasizing our

ideas with the best arguments to convince the investors of the added value and

the innovative aspect of our concept ;

OK good if no window-dressing…

4.2.2. Figure: Process Groups


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funny and nice

4.3. Planning

The first marketing plan was produced over a period of one month, from the 6th to the 26th

of September 2006. The project was divided into tasks and sub-tasks which were

assigned to the different team members. After analyzing of the topic altogether during

the first week, the team gathered to exchange views on the way to approach the project.

A brainstorming session took place to discuss the best approach and ideas. Following

that, that is to say the week after, and once everybody had agreed on one solution, the

project was broken down into smaller tasks and domains to explore. Everyone started to

dig for more detailed information on a specific area of the topic. The final week was

dedicated to the writing of the final report along with the preparation for the final

presentation in front of main actors of the project. Below is a Gantt chart illustrated the

distribution of tasks as well as time management throughout the month.


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(See full size chart in appendice)

ok

Major milestones for our project are:

Dates Deliverables

September 6th Building of a complementary team (various

skills: marketing, law, IT and management).

September 13th : Definition of a creative idea

September 19th : Submission of a first draft

September 26th : Final presentation of our idea


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5. MARKET STUDY

5.1. Emergency care

First of all, we focused on the medical emergency system and intend to synthesize its

functioning, in order to be able to position ourselves best and detect areas where news

services could be introduced. This approach requested a deep understanding of the

profession and all its processes.

GOOD


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SMUR services were identified as the main stakeholder in the first phase of emergency,

as it is the first actor that administrates medical care to the patient. Taking one step

further, the following treatment of patients in emergency departments once arrived at

hospitals was studied. This phases included interviewing emergency care department

staff members (one internal student and one nurse) and ask them about their daily

activities, their needs, the qualities and weaknesses of the current processes.

Simultaneously, the study was oriented towards general state of the art hospitalization

and we went digging for statistics on the efficiency of patient care current treatments.

5.2. Statistics on emergency healthcare

First of all, the chart below sums up the course of the patient in emergency services of

hospitals. This is an extract from the book “Réduire les temps de passage aux urgences”:


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GOOD

Waiting time: patients wait for doctors, available equipment and some actions like

the results of examinations and decision process leading to hospitalization take quite

a long time.

Difficulty to deal with the fluctuating flow of patients: as a result, staff

members are overworked or have a too low workload, which brings additional costs.

No control on neither upstream nor downstream flow: no communication

between the different stakeholders, no common basics to build on.

Emergency services works twenty-four seven but the efficiency is

questionable :

- Interrupted tasks

- some staff are affected to several patients in a short lapse

- staff qualifications are under or over exploited, which means the right staff is often

not assigned to tasks matching their competencies,

- no control is possible : its is impossible to know who does what, when and how ?

Poor quality of service :

- 30% of patient’s files do not mention the name of the doctor who examined the

patient;

- 10 % of files remained without diagnosis ;

- 1 patient file out of 3 do not follow any official healthcare procedure ;

- 25 % of files are lost and unreadable.

OK

High costs :

Delays, re-doing of patients’ care due to misunderstanding and lack of coordination

between teams lead to excessive hospitalization duration and additional cost

consequently.

Datas concerning the Emergency Service :

Number of beds : 28 1 emergency situation each 29 seconds 130 attended patients


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50 000 patients per year.


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5.3. Customer’s needs

The data collection as well as studies of emergency medical services allowed us to draw a

general picture of main customer’s needs.

Current situation Customer’s needs

Lack of coordination from upstream to

downstream the emergency care.

Keep track and build a common referent for

all staff treating a patient.

Impossibility to control staff workload and

activities, nor the frequency of use of

resources.

Find a way to apply automatic controlling of

activities.

Repetitive tasks : fill in each staff member

with the patient state and previously

received care

Allow a simultaneous update of a patient’s

state record.

Some patients do not receive appropriated

treatment during their stay due to the

difficulty to establish risky profiles.

Establish various profiles of patients that

necessitate special care due to allergies …

NOT BAD…

5.4. Creative idea

5.4.1. Our Innovative idea:

1. Analysis of the emergency services processes:

The emergency processes


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Orientation BoxComplementary

AnalisisSpecialist

opinionRegistration HospitalizationOrientation Box

ComplementaryAnalisis

Specialistopinion

Registration Hospitalization



First, we should think about how and when we should integrate technologies in order to

realize an added-value in the emergency services processes. Our solution aims at

resolving problems of quality, time, and knowledge and equipment management.

We decided to concentrate on the processes that start with the Registration, or in other

cases when the emergency mobile services come to pick the patient, till the moment

when the patient leaves the service in order to be hospitalized, or to leave the medical

services in general as his problem has been solved.

2. Our solution:

We decided to intervene in different steps of the emergency process in order to improve

the time, the stocks and the knowledge management. We aim at offering the right

medical care at the right moment, without any delay and in that way to fluctuate the

process of medical care in the emergency services. OK

In that way the patient, but also all the medical equipment and the doctors tablet PC will

be equipped with an RFID chip. The wireless geo localization of the patient and of the

medical equipment will optimize the medical care and determine the availability of the

medical equipment.

The patients will receive a personified RFID chip integrated in a bracelet given at the

moment when they come in the emergency services or when the ambulances pick them

up. The emergency services equipment will be also marked with an RFID chip. good

This RFID chip will follow them in all the steps of emergency process and transfer the

information in real-time to a monitor that will show in plasma screens the information

about the patient, but also about the material and staff availability.yes

A software solution is also proposed, that allows a follow–up of the patient’s medical file

and establishes a decisional tool for the medical staff. Actually, the patient’s data will be

filled at two moments. If the patient has a medical file in the hospital (he went to a doctor

of that hospital before the emergency) so as the medical staff could access to his medical

data (allergies for example) and offer a better medical care. In all cases, even if the

patient never came before to the hospital, his data will be entered at the moment of the

accident (when the ambulance pick him up or when he arrives in the emergency services)

as to organize his follow-up in the emergency services.

ok

Our solution is based on two main products:

- An RFID chip integrated in a bracelet given to each patient at the moment when they

integrate the emergency services or when the ambulances pick them up. These RFID

chips are completed with necessary equipment (Tablet PC, RFID drivers).

- A software solution managing: the patients, the available resources, decision process

and may give information if the patient has a file reiterated in the Hospital data base.

They complete each other and they will be saled together as a pack.


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GOOD DESCRIPTION

A) RFID

All the patients as soon as they are integrated in the hospital emergency services or

when they re pick up by the mobile services receive a bracelet that integrates an RFID

chip.

-“Radio Frequency Identification (RFID) is an automatic identification method,

relying on storing and remotely retrieving data using devices called RFID tags or

transponders. An RFID tag is an object that can be attached to or incorporated into a

product, animal, or person for the purpose of identification using radio waves. Chip-

based RFID tags contain silicon chips and antennas. Passive tags require no internal

power source, whereas active tags require a power source.” Wikipedia.

In our case we might be interested by the passive RFID as the passive tags have no

internal power supply, passive RFID tags do not require batteries, can be much

smaller, and have an unlimited life span.

Passive RFID:

- don’t have internal energy

- receive energy from outside (inductive energy)

- have a simple message and the R&D trends to increase its memory

- cheap

- disposable

- very small size

ok

B) The software solution

To respond to the various demands of the customers, we decided to develop a software

solution that processes flows of information the emergency and hospital received on a


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http://en.wikipedia.org/wiki/Antenna_(electronics)

http://en.wikipedia.org/wiki/Integrated_circuit

http://en.wikipedia.org/wiki/Transponder

http://en.wikipedia.org/wiki/Automated_identification_and_data_capture



daily basis. This software is organized in modules and is based on the wireless data

transfer through RFID technology. For the Cochin hospital, three main modules will be

developed:

- Electronic patient file ;

- Management of the hospital resources;

- Clinical decision support tool.

o The electronic patient file

The first data entry phase will allow us to computerize the data of patient already

available in the hospital. They may be hard copies or partially computerized. The data

collection is going to feed a huge data base of patient records with the previous

treatments, examinations they already received as well as results (IRM scan, radio...),

names of doctors. This electronic file may be sent over to other hospitals that use the

same system, so that in the product is indeed sold to many hospitals, it will become a

standard in healthcare industry.

clear

o Management of hospital resources

We previously saw that the mismanagement of resources (staff and schedules, boxes,

waiting time, assignment of nurses to patient, redoing of examinations, lack of

coordination between work teams...) costs the hospital a lot in terms of duration and

money. What we propose now is a tool that enables the hospital to manage and control a

series of processes:

- Automatic facilities management & asset tracking (rooms, equipment, patient

dispatching);

- Tool to monitor time management (exceeding patient waiting time, number of

patient waiting, schedule planning...);

Yes, but don't you think that already exists?

o Clinical decision support tool

This tool is the most important tool and it is the one that makes us stand out from the

crowd (of competitors). Decision making for patient is based on datamining

technology combined with relevant medical data gathered by senior doctors at

the hospital. That is to say: they have had, over their years of practice, experienced

various treatments that can be more appropriated for risky patients, patients that require


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special treatment (allergies to particular medicine, asthma...). We will compute this

treatment and linked them to the patient file. Then, in the future, as soon as a patient

comes up with the same characteristics (meaning allergies to medicine...), when entering

their personal medical history, the system will suggest the most appropriated solution

based on with has been successfully done in the past.

Moreover, a general treatment suggestion file or procedure will be generated from

patients that present the same risks. To sum up, this tool ensures:

- Decision support based on previous experience on risky patient;

- Generation of medical procedures which all staff members will refer to

in case of emergency.

Classified data

OK, but same remark, what is already existing….

5.4.2. Our Mission: We are a young start-up that integrates technology into emergency

care industry niche, in order to develop and optimize the best care practices that a

hospital provides to their clients.

5.4.3. Our Vision: To become a leader company in integrating technologies in the

emergency care industry, within a period of four years. First, Centoramo will develop its

strategy in France, a known market, before becoming stronger and going for new markets

(especially in European and Asian countries as the North American market is almost

saturated).

5.4.4. Our Values:

Listening and attending to the customer

In Centoramo each client has the same importance, so, we give to each one the

best of our technological research and development.

We offer technological business solutions that meet our customers' needs.

Our customers are satisfied with our service.

We deliver our promises.

Together, with mutual respect

We value and trust each other and operate openly.

We support our employee’s skills and desire to develop.

We gain good results in co-operation.

Development and environmental awareness


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We continuously develop our practices and products.

We improve our services and methods, taking the environment into account.

We do not cause any unnecessary harm to the environment.

Profitability and rewards

Profitable operations are everyone's responsibility.

Profitable operations secure our future.

We reward our employees for good results.

Not bad, but a bit "blue sky…"

5.5. Study of the open market

Our investigation reveals that the market of medical emergency has a huge potential.

A) Size of the market

Our investigation reveals that the market of medical emergency has a huge potential.

According to the FHF (“Fédération Hospitalière de France”), public hospital operate on a

50 M€ budget. 10% of this budget is allocated to service equipment. Out of these 10%,

5% are dedicated exclusively to IT. Are you sure of these 5%?

Almost all French hospitals have emergency services. There are 1032 public hospitals in

France.

50M€ budget for hospital in 2006

5% of this budget is allocated to IT

1032 public hospitals operates in 2006

Our open market represents an amount of 5 000M€.

Ok for IT, but not for your open market (your ambition is not to be on all IT

hardware, software, applications, services markets, but on a specific niche…)

B) Market trends

Change in technology


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Most industries are now adopting integrated systems (retail, aviation…). These systems

give access to each staff member to a system that enables useful collaborative work.

ok

Change in requirements

Nowadays, a greater emphasis is put on the quality of service provided to clients. This is

especially relevant for public service in healthcare.

What is the link between that and your RFID curves?

Graph A:

As the graph A shows, the bar code’s time line and the time line for identification by RFID,

the measurement of the cost in front of the RFID revenue takes the same form that the

typical supply -demand economy curve. As RFID revenue curve raises towards the right,

at that point in which the revenue, or the benefit, provided by the use of the RFID labels

begins to surpass the cost to produce these labels. Also, it is in this point when the

adoption of the identification by RFID begins to have a potential commercial sense.

But the problem of the cost of a RFID label depends on how it is defined what represents

the label.


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RFID revenue

RFID costs

Time

Two technologies : Bar code and RFID

RF

ID P

i²lo

t

Cos

t Jus

tifi

cati

on

Uti

liza

tion

Impl

emen

tati

on



The value of the investment depends on a number of issues, including the type and

number of tags being used, the information being managed, and the goals of

management.

ok

5.5.1. Internal market analysis: SWOT

SWOT for the Cochin hospital

Strengths Weaknesses

I

N

T

E

R

N

- High quality services ;

- Optimization of the use of the

resources ;

- Growing number of patients ;

- Necessary training for all users ;

- Costs ;

Opportunities Threats

E

X

T

E

R

N

- Reduced costs ;

- Put FranceFrance on the front scene

for new appliance of emerging

technologies in health industry ;

- Insufficient budget allocated for this

project ;

-

OK, and so what? You don't explain enough how your solution plays on SWOT…

5.5.2. Internal market analysis: PEST

Political Economic

- Government is in the process of

modernizing the health services (e.g.

“carte vitale”) ;

>> this solution might be welcomed and

could become a standard ;

- UE is examining similar projects about

emergency care solutions ;

>> possibility to get funding from Brussels;

- Huge deficit of the national health

department ;

>> possible funding from UE ;

- Patients might not be ready to pay more

for healthcare ;

>> this could be a brake ;

- Strong social capitalism model ;

>> government might involve in the

project;

- Trend to blend technology and medicine

;

>> RFID is an emerging technology that is


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- Hospitals are not granted enough

resources ;

>> software may compensate this lack ;

- lack of uniformity in the treatment of

medical emergencies ;

>> training

poised to be used in numerous industries;

- Hospitals still don’t use integrated

systems;

>> innovative aspect of this project that

allows to stand out from other hospitals ;

Social Technological

OK

5.5.3. Network Model:

Network model

Internalressources

Capabilitities

Positions

Organization

Government

Capital

Labor

Suppliers

Science

Competitors

Consumers

PCTS, IBM, Infologix…

Hospitals, clinics…

RFI D technology

Ministry of health services

Private investors, government founding

OK


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5.6. Competitors’ analysis

GOOD

As an emerging technology, RFID is essentially used nowadays, for marking products with

electronic chips in order to follow the movements of stocks, thanks to radio frequency.

Even if, for the moment this technology is marginal, it will probably become, after GSM,

the most widespread wireless technology for the next century. The main RFID market is

dedicated to Security (62.2%), and the most outstanding growth is situated in Supply

Chain Management field. Marking human beings represents only 0.34%, it’s a marginal

part in a marginal market.

Since the beginning of the 21rst century, and particularly since 2005-2006, few initiatives

were launched in several hospitals in USA, UK and France (Grenoble and Nice hospitals,

Birmingham Hospital). So we may conclude that the market in the emergency industry

just starts by being developed and that it’s very poorly developed in Europe compared to

North American initiatives.


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PCTS

Patient Care Technology Systems

Provider of patient safety solutions

A comprehensive ED information system

Implemented in US

Integrated and intelligent solutions

IBM

Software provider MEDITEK

MEDITEK PRAXIS software applied to a pharmaceutical database

Development of the Health Data Network (HDN) to provide the hospitals with access to the Internet

Powerful and reliable IBM Global Network.

Infologix

Identify, track, monitor people and asset in the hospital

Based on active RFID technology

Differenciation = RFID process (design, development, implementation)

Medinous Health Systems

Medinous Hospital Management System

Deliver real conceivable benefits to hospitals and clinics

Flexible, easy to use

Cover a wide range of Hospital administration and management processes



OK

5.7. Implementation scenario

Firstly, we are going to do an alliance with Cochin hospital in France. This alliance will be

our pilot experience, in which we will can analyse our service in order to expand our

market and at the same time our portfolio of services. For instance, our market expansion

would be to work with the other french hospitals interested to acquire our product in

order to improve their emergency services as Cochin would do it.

OK, bu who finance the proto?

Later on, we will do a negotiation with the french goverment for standarizing the

emergency care french system. Thus, this emergency care model will be reproduced in

another contries around the world, and at this moment we will can to offer another

complementary services that will have been developed through the time, like pacients

process information through screens in the hospital lobby, inventory of medicines,

statistic information system and so on.

ok

5.8. Value chain


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CENTORAMO

Stage 1.Cochin

Stage 2.Hospitals in Paris

Stage 3. Hospitals in France

Stage 4.Hospitals in Europe

Stage 5. Hospitals around the world



OK

our offer in terms of market / product newness STRATEGY OF GROWTH


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In order to decide on our market growth strategy, we use the Ansoff matrix that helps positioning.

A n s o f f m a t r i x

Existing products New products

Existing

Markets MARKET

PENETRATION

PRODUCTDEVELOPMENT

New

Markets MARKET

DEVELOPMENT DIVERSIFICATION

We already have competitors on the healthcare software solutions market. Plus, we

demonstrated earlier on the demand for software solutions in emergency services. So, we

can say that the market is existing, but :

- our products integrates various elements and aims to develop a common base for

the hospital whole supply chain ;

- we aim to meet a wider than our competitors;

- until now, nobody had worked closely as we did with one hospital, dealing with

patient’s information;

- we develop an innovative datamining tool that we introduce in the health industry.

For these reasons, we can say that our product is a new one on the market : we will then

adopt a strategy of product development.

This strategy implies developing new competencies which can appeal to

existing markets.

OK

Centoramo integrates RFID technology into emergency care industry creating products

which optimize the Cochin hospital processes.


27



Decision tool

In order to evaluate the risks and consequently to decide if it is worth going for this idea,

we use the decision matrix that allow us to position our products and confirm the

feasibility of our project.

The decision tool takes into account the possible benefits as well as the risks.

Regarding our software product, we can say that the risks are reasonable for the

following reasons:

- The RFID technology the software is based on is an emerging technology that is

poised to enter many industries in the newt years: retail, aviation, car...

- There is no development cost except from software development, which means

we do not create a new technology but we make the most of one that already

exists.

On the opposite, the possible benefits are important. The implementation of this software

in a company will benefit all stakeholders: the Cochin hospital, the patients, Centoramo

and the government:


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- Cochin hospital will improve the level of quality;

- Cochin will optimize the use of resources and reduce its costs in the long run;

- Cochin will be able to control the performance of its processes;

- The Government will at last step in the world of new technology;

- Special needs of patients will be addressed ;

- There will be less waiting time and reduced hospital fees in the long term for a

better quality of service.

The above decision chart show us that the our product is positioned at the GO stage :

high benefits for reduced risks; therefore we should definitely GO FOR IT before

competitors.

This graphic representation illustrates the development of the prototype will be made by

ourselves and that will allow to reduce costs.

Why not….

5.8.1. Routes to markets

Good chart

5.8.2. Partnerships

Cochin First of all we aim to reach an official agreement with the

Cochin hospital in order to be able to collect data and work with the

staff during an extended period of time This period will allow us to get a

deeper understanding of the customer s need on a daily basis.


29



Informations concerning the Cochin HospitalThis could be in the appendix…

Groupe hospitalier COCHIN - SAINT-VINCENT DE PAULGroupement hospitalier universitaire Ouest History :

Situated in the XIVth arrondissement of Paris, the Cochin Hospital was created in 1780. During its history it has annexed several establishments nearby situated: the Ricord Hospital, the maternity hospitals of Port-Royal and Baudelocque and the Tarnier hospitals. Since the 26th of January 1999, the Children Hospital of Saint-Vincent de Paul - La Roche- has been associated in order to create the Cochin Hospital Group.

Statistical datas:

Number of beds :

1152 beds, including :

1102 in Extreme

22 in Psychiaty

0 in medium and long-stay hospitalization

Number of beds in the Mental Hospital :

80

Number of consultations : 540067Number of admissions : 47381Number of births : 5761

Datas concerning the Emergency Service :

Number of beds : 28 1 emergency situation each 29 seconds 130 attended persons 50 000 patients per year

o Supplier: We will buy RFID equipment (tags, PDA readers and tablets PC)

from an Asian based wholesaler. This will allow us to get basic equipment

at a cheaper price.

inc.

Subcontractor The first phase will consist on data collection The hard

copies of patients files will be entered into a common patient database We

will subcontract the data entry phase as this is a repetitve task that does


30



not require special skills By doing so we get to focus more on our core

competencies.

5.9. Marketing Mix

_______________________________________________________________________

5.9.1. Problems

How to introduce our RFID technology solution for emergency system?

How to market our products?

How to set get market place and build up a good image for our corporate?

5.9.2. Strategy

2.1. Targets

Emergency services: services and ambulance organizations.

2.2. Indirect targets

The users, people who are supposed to benefit from emergency service. Particularly

few categories are concerned, aged people, pregnant women, danger profession, etc.

2.3. Primary target

The emergency services, in this case the Cochin Hospital emergency service.

2.4. Positioning

We are a small start up (7 people), launched in Paris in 2006, we decide to center our

activity in a niche industry by providing the emergency services with RFID technology

solutions. This sector just starts to be developed in few hospitals as pilot-project. We

thoroughly believe that RFID is future solution in all sectors and particularly in the

medical one and we plan to be a genuine challenger in this sector.


31



2.5. Axe of differentiation

In front of big international companies we are offeringWe are not provide “RFID and a

software” but a RFID technique solution and monitoring service with a high flexibility.

2.6. Objectifs

We aim 13 percent market place in the first year on the RFID technology market, and

20 percent in the second year, and then, we expect a 5 percent increase of our

market share. We expect 3 millions dollars in the first year and 10 millons for the

second year.

OK

5.9.3. Products

We provide 2 types of product:

Develop RFID Technology solution for Cochin Hospital( Paris)

License of RFID Technology Software.

Services: Training, monitoring, maintenance to company you reengineering

project.

5.9.4. Price

RFID technology is a relative new market, usually we can have a creaming price, but

considering we are a start up corporate, we have no heavy overheads and we are

planning to occupy high market place so we will use a penetrating price.

RFID chip will be free(in quantity compatible with the sold products)


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For Cochin Hospital: for the development, market price should be 200,000€, but

we will own the license, so we propose 100,000€, a very competitive and attractive

price.

License of RFID Technology Software: 15000€

Services: depends the project and service required

GOOD

5.9.5. Place (channel of distribution)

Our distribution channel will be B to B, our sales will negotiate directly with the hospitals.

OK

5.9.6. Communication plan

a) Objectives of communication:

Inform existence of our corporation

Build up good image

Help to install positioning of the corporate

Inform public contributions of RFID technology in emergency care sector.

b) Targets of communication:

Hospitals, ambulance organization, public

c) Axe of communication

C SENTERAMO provides RFID technology solution to minimize your risks in case

of emergency.

d) Communication mix

Why not?

Public Relations: Journalist document, press release, , web site.

Advertisement: Video advertisement and billsticking in the hospitals; billsticking

health care organizations.

Sales forces: after the well-established partnership with Cochin hospital, our Sales

forces sell door- to-door to hospitals incrementally.

5.10. Core competencies


33



Innovative products, reliable quality, and a comprehensive range of services

are at the core of our competence and at the same time represent key

advantages for Cochin, since it can use those advantages to the benefit of their patients.

Our core competences are based on:

In-depth knowledge of integrated maintenance concepts for Cochin emergency

situations.

Unique knowledge of process management for progress and budget monitoring.

Specialised knowledge in the areas described under “core activities”.

ok

Core activities:

Assembly, installation, maintenance, repair, renovation, modification, relocation

and extension of all kinds of technical installations, ranging from process

installations to process supporting installations and equipment.

Consultancy and technical management (maintenance management)

Project management and execution.

5.10. Cultural aspects

Work: The way people relate to IT

Part of the staff might not be familiarized with computers.

The introduction of computer might place a psychological barrier to some users, that

might be reluctant to use this tool. We must bear in mind that there are people in the

staff that are not used to using computers on a daily basis or that have deep rooted work

habits (for instance the use of hard copies) but we intend to address this issue.

ok

Human rights : Private liberties

This product might raise the issue of privacy as the patient might be unwilling to wear a

bracelet where all their medical details / history are stored. For example, this could worry

HIV-infected people that are treated in our hospital. Even though only the staff of the

hospital is able to read it, there may be some who will talk about private liberties issues

associated with this tool.


34



SURE…

Medical care : Health enters the digital world

With this IT solution, health is definitely entering the world of new technologies of

communication. In other words, it is yet an other sector of activity where IT is becoming

the leading work tool : the implementation of ICT in almost every single everyday life

action is transforming our society and our cultures.

OK


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6. RECOMMENDATIONS

In order to optimize the quality of the product we will develop, we will associate it with

complementary services that will ease its use. These actions take place throughout the

implementation process, from the gathering of customer’s need to the actual installation.

Collaborative work with the emergency department staff :

Interviews, workshops will take place to prepare the list of functionalities according to

the situation: this will help defining the needs as the flaws of current systems will

appear clearly.

ok

A highly “moduled” software :

Our software solution is organized in different modules: the ones that we

implemented are tools to manage the patient information using RFID technology, a

clinical decision support module and a hospital resources management module.

This implies that in the future, we are planning to develop other modules to support

the whole supply chain : collaborative work platform with medicine and medical

equipment suppliers, ambulance monitoring and management tool…

yes

Regular user training :

Before executing the software, a period of training sessions will be held to familiarize

the staff with the tool. These sessions will include real situations tests using

prototypes.

Measurement of performance :

Following the implementation, performance measurements will be rigorously

established : gain in time, customer satisfaction, cost, hospitalization duration…

Active technology monitoring :


36



Our company is specialized in the development of business software that use the

latest technologies. In order to be able to seize the opportunity for growth of a

technology, we conduct active and regular investigations, studies and benchmarking

to detect emerging trends and be able to offer the best service to customers.

Besides, the RFID technology being on a ascending slope, we are currently working on

solutions including active RFID and bracelet to be permanently worn by impotent

patients.

7. DISCUSSION

Good attempt

Assumptions:

- Number of Cochin patients is a Normal distribution (µ=50000 patients , δ=

0,7 ???)

- Number tags and readers is related with Cochin patients and Hospital’s tags stock.


37



Our ROI shows that we are going to obtain a rentability of 24,06% in 3 years just with the

services that we are going to offer in the present, so we could think that with the others

services that we can offer due to RFID technology, this ROI could be even more high, for

instance, our inventory service is an extension of the fact to use RFID technology for the

emergency care situations.

8. REFERENCES


38



8.1. Bibliography

How to write a marketing plan , John Westwood

Management stratégique des services , Eric Vogler

Dirección estratégica , J ohnson, G.; Scholes, K:

Prentice Hall.

Réduire le temps de passage aux urgences ,

Mission d’ Expertise et d’ Audit Hospitalier


39



8.2. Articles, magazines, press

Etude de la société française de la médecine d’urgence :“Cahier des charges

national pour l’informatisation des services d’urgence”

“Programme de médicalisation des systèmes d'information et réanimation :

impacts socio-économiques” P. Moine 1, B. Garrigues 2Conférences d'actualisation

2000, p. 613-622. © 2000 Éditions scientifiques et médicales Elsevier SAS, et SFAR

8.3. Webography

Jean François David’s website : http://www.davidjf.com

Research material, methodology…

Ministry of Health official website : http://www.sante.gouv.fr

Official report and research studies results ;

Emergency doctor association :

Information on major emergency procedures…

Online business classes: http://www.tutor2u.net ;

Methodology on how to make the most of marketing frameworks…


40

http://www.tutor2u.net/

http://www.sante.gouv.fr/

http://www.davidjf.com/



9. APPENDICES


41

Business

Mkg_Plan_Centoramo0.doc