Name Celina Wan-Lin Chang NetID ccha857 Group Number: 046 Website Link: http://infosys110groupxxx.blogspot.co.nz/ Tutorial Details Tutor: Day: Time: Nicholl Oblitas Costa Monday 2pm Time Spent on Assignment: 30 hours Word Count: 1639
2
RAPID RURAL RECOVERY INTRODUCTION Ambulance response times pose a serious issue, as they are critical to the survival rates of victims of accidents, such as cardiac arrest (Cobb, Ford, Marsden, Pell & Sirel, 2001). In regards to this, our company has developed a service that will decrease this latency period where urgent medical care is required. This service is directed particularly to those living in rural areas, where people cannot be accessed by ambulance services in a timely manner. (Ambulances slow to, 2012). 3. BUSINESS SECTION 3.1 Vision Our vision is to improve the speed at which patients receive emergency medical attention, and ultimately to save more lives by decreasing this waiting time. 3.2 Industry Analysis: Intermediary emergency care Force: High/Low: Justification: Buyer power: High Buyer power is high, as our customers (people living in rural areas) have few local service providers to choose from (Toyokuni et al., 2013). Additionally, our company has the competitive advantage of being able to track the proximity of the volunteers through the apps GPS abilities, in reducing buyer power. Supplier power: Low Supplier power is low, as our company has many suppliers to choose from. The suppliers we need are an app developer and a cloud system, of 3
which there are many companies that provide these services (Van der Zwet, 2014) (Danova, 2013). Threat of new entrants: Low Threat of new entrants is low, due to significant barriers to entry. Implementing a cloud system may be costly, and coordinating sizeable volunteer networks that are qualified would be difficult and take a long time. Threat of substitutes: Low Threat of substitutes is low, as the value our service provides is too great and there are few alternatives to choose from. Potential substitutes would be in-home nurses (Nurse Maude, 2014) or St Johns medical alarm (St John, 2014). However these options are either too expensive, or, offer limited value in comparison to our service, to be of real threat. Rivalry among existing competitors: High Rivalry among existing competitors is high, as there are Community First Responder Schemes for rural areas already established in Europe, USA, Australia (Toyokuni et al., 2013) and New Zealand (St John, 2014). These schemes already have partnerships with local ambulance services, attending to certain emergency calls (West Midlands Ambulance Service, 2014). Overall attractiveness of the industry: The industry is relatively attractive as the weak forces outweigh the strong forces. Given the importance of emergency healthcare that underpins this industry, it is likely that it will endure further growth and companies operating within it will generate sufficient profits. 4
3.3 Customers and Their Needs The target group of customers are people living in rural areas, where they cannot be easily accessed by ambulance services. Ambulance delays are a serious issue; and are caused by the distance between the ambulance station and the patient, traffic congestion, and a lack of resources to constantly meet the demand for ambulance services. (Ambulances slow to, 2012). This means that these people need an alternative to waiting to be attended to by an ambulance officer someone else that is within close proximity and has sufficient medical knowledge to help. This early attention can drastically improve chances of survival, particularly critical for situations such as cardiac arrest (Cobb et al., 2001). 3.4 The Service When an emergency call is received by the St Johns operator, the information passed on from the patient is logged onto St Johns system. While this data is used to dispatch an ambulance to the patients location, it is also transferred to our app server through a cloud system. This alerts, via our app, a volunteer network of people (with basic medical qualifications) within a 10km radius of the incident scene. This way, one of these volunteers can attend the scene of incident and provide intermediary emergency care to the patient before the ambulance arrives. For cardiac arrest; chances of survival can improve from 6% to 10-11%, when the response time is decreased from 14 minutes to 5 minutes (Cobb et al., 2001). 3.5 Suppliers and Partners Two suppliers of our service would be an app developer and a cloud service provider. An app developer is needed to create an app that alerts volunteers of incidents within their vicinity. A possible company to provide this could be Smudge, as they provide for both iOS and Android platforms (Smudge, 2014). A cloud service provider is needed so that information can be transferred from St Johns system to the apps server essentially infrastructure as a service. Gen-i is a company that could provide offer this, as they offer private cloud hosted services (Gen-i, 2014). 5
Two partners of our service would be St John and a volunteer network. St John would be the New Zealand ambulance operator that transfers the patient data to the app server. Volunteer networks would be sourced from respective local communities, consisting of members have already undergone basic medical training as part of community schemes. 3.6 Strategy Our companys strategy will be focused low cost, as we are operating in a narrow market serving rural areas and a non-profit organisation that wants to make our service widely available to people in these vicinities. Not only will our focused low cost strategy make our service affordable for customers, it will also encourage new customers to sign up, increasing the size of the volunteer network to the overall benefit of the community. To meet the costs of our suppliers, our company will mainly rely on government funding (Community Matters, 2014) and charging communities a small initiation fee of our provision of service. 3.7 Value Chain Acti vi ty The most important value chain activity (VCA) for this business is the delivery of the service. Essentially, this is the delivery of intermediary healthcare that patients receive from a volunteer. From, the customers perspective, this is the most important VCA as this is the process that could effectively save their lives. Ensuring that the delivery of intermediary healthcare is timely executed is the very purpose of our company; and the necessity of this, the foundation of our industry. Because our strategy is focused low cost, we want customers to feel that although they are paying a small fee for our service, they still receive quality care which actually makes a positive impact on their health while waiting for the ambulance. 3.8 Business Processes 3.8.1. VOLUNTEER CONTACT PROCESS This is the process by which volunteers are contacted by a St John operator and informed of a nearby accident. Information (including the patients location and their condition) is acquired by the operator and transferred to the 6
app server. This process is important so that volunteers can be informed of the event of an accident, and the relevant information about the patient so that they can help accordingly.
7
3.8.2. VOLUNTEER RESPONSE PROCESS This is the process by which volunteers respond to the alert from their app, informing them of a nearby accident. It involves the volunteer accepting the task, providing the patient medical attention and the patient providing feedback of the volunteers performance. This process is important, as once a volunteers accept the task, the app server will subdue the alert for other volunteers; preventing duplication of volunteer resources. Similarly, the patient feedback provides our company with ideas of how we can better our service.
8
3.9 Functionalities 3.9.1. VOLUNTEER CONTACT PROCESS Connects to cloud system Reformats patient data for app software 3.9.2. VOLUNTEER RESPONSE PROCESS App tracks volunteers location Receives feedback from patients 3.10 Systems 3.10.1. DATA LOGGING SYSTEM The data logging system incorporates the functionalities of connects to cloud system and reformats patient data for app software. Connecting to the cloud system is important, as this connection must be present in order for data to be successfully logged onto the ambulance operators system and transferred to the app server. Similarly, the data must be reformatted to the app software so that it can be relayed as an alert to the volunteers to assist them reaching the patient in a timely manner. 3.10.2. VOLUNTEER COMMUNICATION SYSTEM The volunteer communication system incorporates the functionality of app tracks volunteers location, as the volunteers location is first determined via GPS tracking (to be within a 10km radius of the incident) before the volunteer can contacted with an app alert. By tracking the position of the volunteer, it ensures that only volunteers close enough to the patient are contacted, and that a speedy delivery of intermediary healthcare can be made. 3.10.3. CUSTOMER RESPONSE SYSTEM The customer response system incorporates the functionality of receives feedback from patients. The system is designed with this functionality largely in mind requiring patients to give feedback on the delivery time and quality of the intermediary healthcare provided by the volunteer. This is so that suggestions can be undertaken by the volunteer network to better assist patients, and ultimately, to improve their health and save more lives. 9 3.11. Summary Table: Value Chain to Systems
Value Chain Activity Processes Functionalities Specific Information System(s) Broad Information System(s)
Delivery of the service 1. Volunteer contact process 1. Connects to the cloud system
2. Reformats patient data for app software
Data logging system
Transaction processing system
Transactional processing system 2. Volunteer response process 1. App tracks volunteers location
2. Receives feedback from patients Volunteer communication system
Customer response system Collaborative systems
Customer relationship management
10 CONCLUSION The delay of ambulances is perhaps not an issue that can be easily solved but it is one that can be alleviated. For people living in rural areas, our company ensures that their access to urgent medical care is not impeded by their remote location. This is achieved by the utilisation of information systems and IT; technology that has made it possible to limit this wait for emergency medical attention. Our ultimate goal to save more lives in decreasing this latency period; information systems and IT are thus invaluable to our company. REFERENCES 1. Pell, J. P., Sirel, J. M., Marsden, A. K., Ford, I., & Cobb, S. M. (2001, June 9). Effect of reducing ambulance response times from out of hospital arrests: cohort study. BMJ. Retrieved from http://www.bmj.com/content/322/7299/1385 2. Ambulances slower to answer calls. (2012, January 16). New Zealand Herald. Retrieved from http://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=10778994 3. Van der Zwet, Frank. (2014, February 20). How cloud providers can find success in a crowded market. Retrieved from: http://insights.wired.com/profiles/blogs/how-cloud-providers-can- find-success-in-a-crowded-market 4. Danova, Tony. (2013, November 12). There are almost 900 different app developers that have over 1 million active users. Retrieved from: http://www.businessinsider.com.au/there- are-almost-900-different-app-developers-that-have-over-1-million-active-users-2013-11 5. Nurse Maude. (2014). Nursing services. Retrieved from: http://www.nursemaude.org.nz/nursing/nursing-services 6. St John. (2014). Medical alarm services. Retrieved from http://www.stjohn.org.nz/Medical- Alarms/Medical-Alarm-Services/ 7. Toyokuni, Y., Suzukawa, M., Yamashita, K., Yonekawa, C., Kubota, K., Yasuda, Y., Kobayashi, A., Matsubara, H., (2013). Introduction of the community first responder system into Japan: is that possible?. International Journal of Emergency Medicine, 6(34). doi: 10.1186/1865- 1380-6-34 8. St John. (2014). Operational volunteer. Retrieved from http://www.stjohn.org.nz/About-St- John/Join-St-John/Volunteering/Operational-Volunteer/ 9. West Midlands Ambulance Service. (2014). Community first responders (CFS). Retrieved from: http://www.wmas.nhs.uk/Pages/CFRs.aspx 10. Smudge. (2014). Platforms. Retrieved from: http://www.smudgeapps.com/platforms/ 11. Gen-i. (2014). Cloud solutions. Retrieved from: http://www.gen-i.co.nz/solutions/cloud/ 12. Community Matters. (2014). Lottery Community. Retrieved from: http://www.communitymatters.govt.nz/Funding-and-grants---Lottery-grants---Lottery- Community