GLOBAL EMERGENCY Berlivet Thomas Bouterra Olfa Brossier Laureen De Luzy Marie- Noëlle Duroux Camille Gandon Caroline
GLOBAL EMERGENCY
Berlivet ThomasBouterra OlfaBrossier LaureenDe Luzy Marie-NoëlleDuroux CamilleGandon CarolineGuez Laëtitia
GE Global Emergency – Emergency Training Project
1. Executive abstractToday, all the companies are looking for efficiency. Time, cost and quality are factors that
always have to be improved. Hospitals are not an exception: they have to deal with those
issues. Moreover they have to manage very well these variables in order to treat the more
patients with the most adapted cares. The emergency department is the most critical one in a
hospital. Patients indeed have to be taken in charge and be treated the most rapidly with the
best quality of acts, and according to emergency management bases: less resources possible
and minimized costs.
What’s more, many actors are involved in the emergency chain from the accident location
to the hospital.
Jean Francois David, Director of Cochin Hospital contacted us in order to improve the
performance of the emergency chain value.
To optimize this chain and answering our customers’ requirements, we have analyzed the
market of training in emergency and chose to focus our expertise on the training of trainers.
OK
We discovered that what trainers teach to their first aid workers sometimes does not
match with the hospital requirements.
ok
Teaching to trainers the medical knowledge that concerns their domain of activity would
not only save time and money, but it would also improve the quality of the aid and save lives.
Key Words: Emergency, critical care, medical assistance, health, training, first
aid, medical information and education, instructor, trainer.
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GE Global Emergency – Emergency Training Project
2. Table of contents1. Executive abstract...............................................................................................................2
2. Table of contents.................................................................................................................2
3. Context.................................................................................................................................5
4. Objectives.............................................................................................................................5
5. Methodology / process / planning.......................................................................................6
5.1. Process..........................................................................................................................6
5.2. Team Project Management........................................................................................7
5.3. Planning.......................................................................................................................7
6. Results..................................................................................................................................9
6.1. Purpose.........................................................................................................................96.1.1. Mission...................................................................................................................96.1.2. Vision.....................................................................................................................9
6.2. Market Overview........................................................................................................96.2.1. Customer’s needs...................................................................................................96.2.2. Training Emergency Market................................................................................116.2.3. Training Emergency by e-learning......................................................................126.2.4. Stakeholders.........................................................................................................13
6.3. Market analysis.........................................................................................................146.3.1. Market analysis and Benchmarking.....................................................................146.3.2. PEST Analysis.....................................................................................................166.3.3. Value chain..........................................................................................................176.3.4. SWOT..................................................................................................................176.3.5. Matrices................................................................................................................19
6.4. Competitive analysis.................................................................................................206.4.1. Porter’s market forces..........................................................................................216.4.2. The 7's P...............................................................................................................23
6.5. Return for the stakeholders.....................................................................................266.5.1. Cochin Hospital...................................................................................................266.5.2. Customers............................................................................................................276.5.3. Regulation Authority...........................................................................................27
7. Budget................................................................................................................................28
7.1. Expenses.....................................................................................................................28
7.2. Incomes......................................................................................................................28
8. Risks and recommendations.............................................................................................31
8.1. Risks...........................................................................................................................318.1.1. Linked to the customers.......................................................................................318.1.2. Financial risk........................................................................................................318.1.3. Market risks.........................................................................................................31
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GE Global Emergency – Emergency Training Project
8.2. Tools to risks prevention..........................................................................................32
8.2.1. A good communication plan................................................................................328.2.2. Partnership...........................................................................................................338.2.3. Hired new people.................................................................................................33
9. Discussion..........................................................................................................................33
10. Sources............................................................................................................................34
10.1. Websites...................................................................................................................34
10.2. Academic sources....................................................................................................34
11. Appendices.......................................................................................................................35
11.1. Definition of e-learning...........................................................................................35
11.2. Training List............................................................................................................37
11.3. Fireman Interview..................................................................................................40
11.4. Interview…sans suite !.............................................................................................42
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GE Global Emergency – Emergency Training Project
3. ContextEach year in France, 15 million of people are treated in the emergency services. If the
Hexagon can be proud of its unique system based on the fact that specialized physicians in
emergency medicine assume responsibility, improvements still remain to optimize the quality
of the service.
ok
On the one side of the value chain, the hospital has the technology, the resources and the
most complete knowledge in terms of emergency cares. On the other side, the civil protection,
which includes firemen and first aid workers, has the advantage to be the first on the accident
location, so that they can act rapidly. The communication between these two sides is difficult.
For example, hospitals create procedures which can differ from the one taught by trainers to
firemen or first aid workers. So if the trainers were aware of these procedures, they would be
able to avoid bad situations and manage more critical situations.
In France are registered: 246000 firemen including 193605 volunteers, 9000 thousand
medical people, 2 millions of first aid workers dispatched in different associations, and around
300 000 first aid certificates given per year.
yes
These figures give an idea of how important is the role of trainers in emergency, because
they are those who transmit the emergency knowledge. That is why we have chosen to focus
our research and activity on the training of trainers. By developing a product or service
upstream, the consequences downstream will be more important.
4. Objectives
GE Company aims at improving the treatment of emergency. For that, it has decided to
focus its expertise on the education of trainers providing first aid courses.
Our objectives are the several ones:
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GE Global Emergency – Emergency Training Project
Providing to trainers from all the emergency associations regular and high-level
trainings up-dated to the new medical knowledge in emergency.
Managing a team of emergency doctors from Cochin who would provide as instructors
their knowledge and expertise to those trainers.
Creating an e-learning global website which would become a mandatory network of
formation for all trainers. good
Succeeding a local development in the Ile de France in the 3 years to come. That
means:
1. Finding a return on investment thanks to organizations dues in the next 3
years.
2. Reducing the number of aggravating or obsolete gestures by 60% in 3
years, which implies to better come to grips with interventions.
3. Thanks to the previous aspect, getting relevant grants from the French
Ministry of Health to support our project.
ok
After a 3 years local development, extending our training concept to the whole
country. That means:
1. Centralizing a unique national training through a mix of e-learning website
and classical training approved by the Health Ministry.
2. Progressively replacing the different training actually proposed by various
organisms.
The present marketing plan develops the study and strategy of our project. It aims at
convincing you that our project matches your own interests of promoting care while dealing
with emergency management.
5. Methodology / process / planning
5.1. Process
The first step of our study was to collect the data on the emergency market. We wanted to
figure out the needs in order to respond with a product or a service. Our study have enabled us
to identify many issues of this sector:
How to reduce needed time to manage emergency situations?
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GE Global Emergency – Emergency Training Project
How to increase the inter-communication efficiency between first aid workers on field
and the emergency room at the hospital?
How to evaluate the degree of importance of an emergency?
How to be informed of the casualty medical background?
How to update the emergency training in order to avoid bad gestures?
good
In order to respond to those questions, we have used essentially three methods along with
the research and analysis:
o Data collection (internet, books)
o Benchmarking process (innovation already used)
o Expert interview (see Appendices).
GOOD
Interviews of experts were the most important approach that permitted us to get practical
information about training and organizational experiences. Experts here are composed of an
emergency doctor at the Mignot Hospital-Versailles, a fireman of Paris 16, a first aid worker
at The Malte Order, an internal at Necker Hospital.
Good panel
This method has enabled us to figure different fields of action to improve the emergency
treatment in terms of: reducing time and inter-communication, dealing with the priority of
treatment among patients in an emergency service, etc.
However, we have decided to focus on another issue: the training of trainers. Regarding
the opinion of the experts, there is a real need in this sector. Indeed, since the Government
Decree of the 24th of May 2000 (see Appendice), all the training centers have to update their
methods. This decree causes confusion within the emergency sector.
The elaboration of our creative idea was inspired by the market analysis we made. We
indeed wanted to evaluate the opportunities and risks of the educational e-learning and to
define our potential differentiation and added value on this competitive market.
5.2. Team Project Management
Considering the team project, we displayed the tasks depending on our personal skills.
Some were more analytic and, as a consequence, had to assess the value of such data. Others
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GE Global Emergency – Emergency Training Project
were more relational and took care of the interviews. The cooperation was handled by two of
us who synthesized the works of the others.
We decided to work individually on each part. However, we regularly relied on
brainstorming sessions to stimulate our creativity and construct an original and relevant
proposal. This was really useful to maintain interaction between the stakeholders and make
progress in our written report.
5.3. Planning
It took us a lot of time to agree on a relevant project to improve the treatment of
emergency. What’s more, we met difficulties in our data research once we chose to focus on
training. However, after an uncertainty period, everything appeared clearer and work went
faster.
Here under is the general planning of our project:
DELIVERABLES DELIVERING DATE
Launching of the program 6th of September
Search for a relevant idea 6th – 13th of September
First idea to develop a technological
product + data search13th of September
Data search +interview of a 1st aid
worker13th – 18th September
Finale decision concerning our idea +
display the tasks + data search+
fireman interview
18th of September
Data search + internal student and
emergency doctor interviews +
skeleton of market plan + written
report
18th – 24th of September
Centralisation of all works + screens +
website24th of September
Project Report Return + oral
presentation training25th of September
Defence 26th of September
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GE Global Emergency – Emergency Training Project
Table 1: Deliverables planning
ok
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GE Global Emergency – Emergency Training Project
6. Results
6.1. Purpose
6.1.1. Mission
Our mission is to provide to First Aid Trainers a consistent overview of emergency
treatment techniques and an ongoing update of emergency improvements. It will enable them
to regularly enhance their knowledge but also to learn the latest techniques. Therefore, they
will improve their effectiveness.ok
6.1.2. Vision
The improvement of the treatment of emergency is an important challenge. Indeed,
emergency failure consequences embody the highest level of seriousness. Nowadays,
emergency services manage to use the best IT and appeal to the latest methods of
organization. Regarding to the rapid evolution of this environment, an ongoing monitoring of
the improvement is mandatory. Thus, the training we will develop matches to stakeholders’
long-term requirements.
In a larger extend, GE also intends to improve the emergency services by gathering
information coming from foreign first-aid organization. Indeed, Scandinavian are leaders in
term of developing social and health services. In theses countries about 30% of the population
is trained to first-aid gesture whereas in France only 7% is.
Why not
6.2. Market Overview
6.2.1. Customer’s needs
In order to meet the customers’ needs, we had to identify the problems they have to face.
Regarding our research, we can notice that French hospitals are in a state of crisis. Emergency
wards have indeed been over-saturated for the recent years because of a shortage of doctors
and nurses.
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GE Global Emergency – Emergency Training Project
For instance, in Lille and other cities in the north of the country, some emergency patients
and babies born prematurely had to be transferred to hospitals in Belgium. Emergency
services in Marseilles have been disorganized owing to the resignation of several doctors. In
the Southwest, nurses are being imported from Spain, whereas in the east many are being
attracted by offers from Switzerland. In the Paris region as a whole, emergency services have
found it difficult to have premature babies admitted rapidly to neonatal wards.
Regarding the minister of the health care, the capacity of emergency services has been
reduced by up to 30% in some regions. This reduction comes from essentially that there is no
enough trainer or instructor to provide a good training to a large amount of emergency people.
Then, the doctors and nurses are obliged to face themselves emergency situations instead of
taking care of the injuries after the emergency.
OK
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“France is entering a phase of regression in emergency health care”.Dr Nicole Mamelle, epidemiologist with the National Institute of Health and Medical Research
(INSERM) in Lyons. La Tribune (6 May 2003)
“Hospitals face the same problems that have affected their efficiency for years: lack of
people well qualified to face emergencies situations”Professor Daniel Loisance, head of cardiology at the Henri Mondor Hospital in Créteil, near Paris,
wrote in the daily newspaper Le Figaro (Thursday 22 August 2004) (INSERM) in Lyons
“In France emergency medicine is sinking slowly, like the Titanic. Many emergency
doctors are despondent”.Dr Patrick Pelloux of the St Antoine Hospital in Paris and president of the French association of
hospital emergency doctors (AMUHF). Le Figaro (17 March 2005)
GE Global Emergency – Emergency Training Project
Our program will undertake this problem by training the instructors and trainers who will
be able to train more people. By adopting the e-learning solution, our customer is opting for:
o Quality of Training all year long
o Training Cost Optimization
o Reductions in training time
Moreover, since 03/03/2006, a Decree coming from the Ministry of the Defense forces all
the instructors to attend to 6 hours-refresh training. Thus, we could take the opportunity to
settle down on this segment.
6.2.2. Training Emergency Market
First Aids Training in France (1998):
o 263 320 AFPS delivered
o 20 154 CFAPSE (first-aids team mate)
o 11 870 AFCPSAM (first-aids with materials)
o 9400 CFAPSR (first-aids routers)
o 4471 BNSSA (first-aids sea and swimming pool)
o 3187 BNMPS (first-aids trainers
GOOD ANALYSIS
About 5 millions of training hours:
o 1,8 millions of hours by the fireman (SDIS + FNSPF)
o The CRF is the first association (950 000 hours)
o The FNPC with more than 525 00 hours of training
Who delivers:
o Fireman deliver more than 50% of the CFAPSE and 90% of the CFAPSR
o The FNPC is the principal trainer
o The CRF got the first position for the AFPS with 64 348 diplomas delivered
o The FFSS is the first trainer to the BNSSA (1100 diplomas delivered).
Source : Head of the Defence and Civils Security and « Association Nationale des Instructeurs et Moniteurs de Secourisme»
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GE Global Emergency – Emergency Training Project
Market in value: 32 000 x 6 x 5 = 960 000 €
Market in number: 16 000 Trainers
Statement 2000:
o 3 212 BNMPS (first-aids trainers)
o 179 instructors
In 2000, 30 772 first-aids trainers and 1 881 instructors were registered in France.
OK
According to a study made by “secourisme pratique”1, we can assume that there is a
market of 32 000 instructors and trainers each year who are obliged to have a continuous
education. Regarding the law, each trainer has to get minimum 6 hours of training per year to
be updated.
To estimate the cost of one our of face-to-face training we know that a BNMPS training
cost around 400€ and that this is a 80 hours program. So, each hour costs around 5€, which
means that the continuous training market represents then:
6.2.3.Training Emergency by e-learning
There is no exact figure about the emergency e-learning. However, a survey in March
2004 above the fire safety has shown that e-learning training started to be a solution among
the firemen. As we have learned in the interview of the fireman, firemen give 95% of the first
aids.
Regarding this survey, to the question: “Have you ever resorted to the e-learning training
for the fire safety?”
o 38% said YES
o 12% said NO but forecast to do it
o 40% said NO
o 10% said that is not considered
ok
This survey proves that e-learning, in term of training, starts to attract more and more
people. Potentially, more than 50% of the market is not exploited: those who want to do it and
those who will never want to do it.
1 http://www.secourisme-pratique.com/pages/dossiers/chiffres.htm
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GE Global Emergency – Emergency Training Project
For the first few years, we will focus on trainers who are potentially attracted by e-
learning education. After establishing our reputation on this field, we will move on the
trainers who are already members but on other websites. By our competitive advantages, we
forecast to increase our market share up to 10% each year, considering we will get 6 000
members at first. OK
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100001200014000
1 2 3 4 5 6 7 8
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6.2.4. Stakeholders
Cochin Hospital
We provide a package service to the Cochin Hospital that will enable it to share its latest
improvements concerning the treatment of the emergency.
Customers
The customers are the emergency instructors who form the trainers, and the trainers who
educate the public. Even if most of them are willing to stay in touch with the evolution of
their profession, the numerous number of information sources prevent them from being
efficient in their search. Therefore, they are looking for a performing tool that would enable
them to quickly find relevant information.
Regulation authority
The Home Office Ministry heads the whole first-aid training program. In 1997, the
National first-Aid Observatory has been created within the Security and Defense Department.
The members of the Observatory belong either to governmental departments such as Police or
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Number of members per year
GE Global Emergency – Emergency Training Project
Health Ministry or to authorized organizations such as the Red Cross or Malte Order. This
branch comprises three specialized areas: Training, International and Employment. The
training commission defines teaching methodologies and their content for the training centers.
Partners
Our partners are the first-aid organizations. There are about 20 authorized organizations
allowed to teach fist-aid gestures in France. They all aim at improving emergency services but
do not coordinate themselves. Some are very influent, such as the Red Cross and some others
only concern local areas. Governmental organizations should not be forgotten because they
train people who are the more likely to act in case of emergency.
OK
6.3. Market analysis.
6.3.1. Market analysis and Benchmarking
We are positioning on the French market of medical information and education for
emergency situations, and especially on the market of emergency instructors and trainers’
education. Nowadays, 17 first-aid education programs are identified in France. Our goal
would not be to provide a new education program. It would not be a substitute offer to those
trainings. We will offer complementary emergency medicine knowledge and processes, in
order to provide updated information to enable the continuing education of instructors. The
ultimate objective is to improve and optimize healthcare in emergency situations.
In France, only two kinds of structures can teach first-aid: public institutions and
associations. First-aid is closely supervised by laws and rules. The content of the official and
of the instructors’ training is defined at the national level by the home office and the
“Observatoire National du Secourisme”, independently from the training organisms
(associations or public institutions).
Our target group will be the holder of the BNMPS or of the BNIS.
« Brevet National de Moniteur des Premiers Secours (BNMPS) »: allows teaching the
first-aid diploma of which we are our-self holder (if our continuous training is updated).
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GE Global Emergency – Emergency Training Project
Before sitting the diploma, you need first to obtain the “Attestation de formation aux
premiers secours”(AFPS).
« Brevet National d'Instructeur de Secourisme (BNIS) »: this diploma is for
instructors, which means the person that will train monitors. To become an instructor, you
need first to be a trainer during minimum 3 years and also to hold a PSE 2. (The training lasts
60 hours splitted up into 2 weeks).
Since 2000, continuous training replaces the previous system in which the holders of such
diploma had to revalidate it every 3 years in order to be able to practice. They have now to
follow minimum 6 hours of training each year on two specific modules with a test. Only the
updated first-aide workers are allowed to practice in their organization or association.
In addition, instructors and trainers have also to go through several other ‘official’
trainings each year to be considered as capable. As a matter of fact, there is today a real
need for continuous training in the emergency instructors and trainers education.
In order to understand where GE will be positioned in this market, the following chart
shows a map of the different categories of first-aid training programs in France.
By separating the market in few segments (e-learning, blended learning and face-to-face
courses), we focused on a specific part of the market: middle size with emerging products. E-
learning and blended learning are in this part.
First-aid training programs in France
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GE Global Emergency – Emergency Training Project
Emerging
Small Size High Size
E-learning
Face to face
Blendedlearning
The actors
First-aid organisms(associations andpublic institutions)
Private actors
GE
6.3.2. PEST Analysis
POLITICALThe teaching of first-aid gesture was reformed in 1991 by the ministry for health. This reform saw the disappearing of the “brevet national de secourisme” (BNS) and the “Gestes élémentaires de survie” (GES).
The training is very framed. If there is a delivery of an official diploma, a graduated monitor who has followed a continuous training under the cut of an approved organization must make it. For the basic trainings (AFPS) and complementary (AFCPSSR and AFCPSAM), the evaluation is done in a continuous way by a trainer who must also be aware of the evolution of gestures.
ECONOMICWe have one main competitor "Educ Expert" which offers a similar product. The problem is that its solution is only for firemen and not for other paramedical jobs.
We have many indirect competitors that provide complementary trainings as part of continuous training in face-to-face or in books, videos, CD-Roms, etc.
GE proposal is: 1. An e-learning training2. A complementary training to first-aid
diplomas.
SOCIALIt is a fact that people are in France more and more isolated, get older and more and more sick because of stress, pollution, etc.
The education, some structures can help to avoid this situation. We can teach to young children at school the gesture for first aid,
TECHNOLOGICALDevelopment of NICTThere has been a change in the functioning of the society. It is more and more based on IT. With the expansion of technologies, the communication has been facilitated between countries, places. It is simple to work on one side of the globe, negotiate with people far
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GE Global Emergency – Emergency Training Project
teach them to call the first aid (SAMU, FIREMEN...)
away, and learn with the Internet.
Impact of NICT on Knowledge ManagementAs it has an impact on the company, it also has an impact on the way people communicate, the way they transfer or keep knowledge and the way they learn. It has a strong impact on knowledge management. This is why we want to create a web site and an e-learning training site.
GOOD
6.3.3. Value chain
GOOD CHART
6.3.4. SWOT
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GE Global Emergency – Emergency Training Project
External Forces
Opportunities
As our company aims at improving and developing first-aid assistance, we may add to
its authorization and support, receive allocation from the Ministry of Defense.
Nowadays there is a trend that supports the development of e-learning, especially concerning
the continuous education.
Our Company is first going to test the e-learning website on the confined scope of Ile
de France. Then, if it meets emergency trainers’ expectations, we will take into consideration
the possibility to develop this product in France and why not creating partnerships with
international organizations in order to improve as much as possible the quality of the
emergency services.
An increase of the first-aid gesture training demand is forecasted. Indeed, nowadays
only 7% of the French population is able to perform first-aid gestures, whereas 40% in the US
is able to do it. Considering our delay, French Government has decided to boost the number
of trainings. To begin with, the 03/03/2006 decree imposes to all people working in a medical
environment to be trained. Therefore, the number of instructors is also going to increase and
our core competency knowledge management will become a critical success factor.
Our communication medium is rather more virtual than physical. Somehow we may
develop partnerships with first-aid organizations like The Red Cross in order to periodically
test and apply the latest improvements with the stakeholders.
YES
Threats
Sarcastically, the major threat comes from our partners: the first-aid associations.
Indeed, some of them, in order to become profitable, sell magazines or newsletters that
contain articles dealing with the evolution of the sector. Therefore, if we upload the same type
of information on a more actual support such as a website, they may loose some of their
customers. If they feel threatened by us, they may as a consequence boycott our product and
we will loose our credibility.
There is already many websites that deliver first-aid information so we may be over
helmed by the existing offer.
People working in the first-aid environment establish a lot of relationships with their
co-workers, but also with people from other core competencies. Therefore, will they be
inclined to pay for some information that they can obtain thanks to their networks?
Lack of barriers to entry either for the existing organization or for new competitors.
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GE Global Emergency – Emergency Training Project
Internal forces
Strengths
Our major force is the authorization that comes from the ONS.
The team that we gathered embodies skilled physicians from Cochin Hospital who
work day-to-day in the emergency environment. Therefore, it ensures us a high degree of
credibility.
We also have an advantage because there are too many small sources of information
on the market and we are going to blend them. Therefore, we will be able to provide a more
teachable one.
And last but not least, we are going to provide them information that may significantly
improve the level of quality of the emergency service. Knowing the fact that first-aid trainers
are dedicated to saving lives, there is a high probability that they will be willing to use this
tool.
This formation is flexible and accessible at any time.
Weaknesses
We are unknown, and in this environment the image is critical. We may experience
resistance coming from people who won’t want to bring into the question the quality of actual
emergency services.
We have no experience in e-learning.
The basic training does not involve face-to-face education.
6.3.5. Matrices
The two following matrix also give an overview of the market situation.
BCG Matrix
The BCG helps us to have a global vision of the market.
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GE Global Emergency – Emergency Training Project
OK
Ansoff
We are launching a product on an existing market. Our strategy will be based on
promoting the product and to launch a new way of continuous education in first-aid. But, our
product is new concerning the way it is taught (individual, a la carte and take the time the
customer wants to spend on this training). So, we are both penetrating the market and
developing the product. And, as a consequence, we are aiming to make profit.
OK, but drawings are a bit too "scholar", decreasing the impact….
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GE Global Emergency – Emergency Training Project
6.4. Competitive analysis
In the field of first-aid continuous training in e-learning, GE only has in France few direct
competitors that are offering a quite similar kind of training, among which the principal one:
educexpert. We are positioned in a particular part of this market: we are offering continuous
education in e-learning. We provide a complementary training to first-aid diplomas. However,
we have many indirect competitors that provide complementary training, as part of continuous
training, in face to face, books, video, CD-Rom, etc. The following table shows a brief
overview of the services offered by Global Emergency compare to its main competitor
educexpert.
Services offered Educ Expert Global Emergency
e-learning theoretical courses X X
Test on-line X X
News-group X X
Assistance on-line to ask
questions to expert
X X
Account that allows to each
user to follow its performance
and its courses’ consumption.
x x
Partnership With Canadian fire man With Cochin Hopsital
News letter X
Market \ Product Present New
PresentMarket
PenetrationProduct
Development
New Market
Development
Diversification
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GE
GE Global Emergency – Emergency Training Project
State accreditation With the education ministry With the health ministry
Updated information X
Alarm that informs about
each updating
x
ok
6.4.1. Porter’s market forces
The Porter framework is important in order to see all the pressure that GE will have to
deal with. It gives us an overview and a clear view of our current competitors and of our
potential competitors; it helps us see the way to differentiate from the others.
In this Porter framework, we may presume that the strongest force that GE will have to
face is the one of the indirect competitors: the substitute products. They are especially
numerous on the market and they are well settled. To attract the different customers, GE will
have to be competitive and take into account every critical success factor such as the price,
quality and recentness of its offer.
GE (for Cochin emergency service):
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GE
Educexpert …
Rather low exit barriers
Rather low entry barriers
Bargaining power of suppliers
Bargaining power of
customers
Threat of potential entrants
Threat of substitution
products
Cost pressure Price pressure
Face to face training Internet Interactive television Destop computer Book, video, CD-Rom
Instructors & trainers First-aid organizations (partnership)
Easy to substitute
GE Global Emergency – Emergency Training Project
Its power is low because it is launching a new product on the market and it has to be
flexible towards the customers’ expectations.
Customers:
Instructors, trainers, public institutions and associations which want to update their first-
aid knowledge as part of their continuous training in order to maintain their competencies.
Their bargaining power is high because the success of this project depends on their
satisfaction.
Suppliers:
Our suppliers are the people who will make to website work correctly, the physicians, the
nurses from Cochin hospital who will write the new emergency protocols that will be teach on
the website. Their power is medium because GE needs to have the required knowledge.
New entrants:
Public institutions, private organisms, associations which already deliver first-aid training
but not in e-learning. Their power is medium but GE has to be aware of their evolution on the
market in order to stay competitive.
Competitors:
Authorized organizations are our main direct competitors in this field. Their power is high
because GE has to be competitive concerning the price of the training. However, it is also
limited because GE will provide an offer with an important added value
Substitutes:
All the continuous education trainings delivered in face to face, via book, CD-rom,
videoconferences, etc. Their power is high because people are used to train in face-to-face
instead of virtual training, in such a field face to face training is a “cultural tradition”.
We can add to these 5 market forces a last one: the government, which has in our case a
high power and on important influence on the training programs. Indeed, first-aid is closely
supervised by laws and rules. The content of the official and of the instructors’ training is
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GE Global Emergency – Emergency Training Project
defined at the national level by the home office and the “Observatoire National du
Secourisme”, independently from the training organisms (association or public institution).
GOOD
6.4.2. The 7's P.
Product
Our product is a website called www.globalemergency.com handled by Cochin
Emergency Room. It delivers training by e-learning in order to update trainings for
emergency professionals.
GOOD
Goal
The aim of our product is to uniform theoretical trainings for professionals and to be the
leader in this kind of trainings with a certification given by the health ministry.
Differentiation
With a certification of the health ministry, we will uniform and update day-to-day
emergency trainings. Each member will have his own account in order to follow his
progression and will be able to discuss with the others members in our newsgroup.
Target audience
GE major target audience is the instructors and trainers who teach emergency cares. But
GE may envisage extending this service to the other holders of first-aid diplomas.
Content
These distance-learning courses deal with emergency care such as cardiopulmonary
resuscitation or automatic external defibrillator training. These training programs provide the
most updated concepts necessary for first-aid workers to help them to handle crisis situations.
Our product is a training service provided by Cochin Hospital Emergency Room. The
content of the web pages will be created and updated by the most expert physicians in
emergency medicine from Cochin.
Our training will provide updated theoretical knowledge through specification sheets,
multiple choice questions, opened questions, video on demand, and drawings with a high
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GE Global Emergency – Emergency Training Project
level of interactivity. Each subject, each case like AVC has his own questionnaire and let the
user improve and update his knowledge. GE offers continuous and refresh training. This kind
of training gives the highest degree of flexibility for instructors and trainers, and the most
recent update. At the end of each case, the client will have a virtual exam in order to test his
knowledge. At the end of this exam the user will receive a certification attesting his success.
Example: WebPages
Privacy Policy Press Contact Us OkTo receive our newsletter :
Write your adress
Home YourAccountNewsGroupSpecification
SheetsOnline
Training Divers Links
Welcome Mr Vincent
Launch the webcast
G l o b a l E m e r g e n c y
Editorial
Dear Trainers,
I’m glad to sign the first edito …..
…
…
…
…
Global Emergency Webmaster
News10/03/2006 : Croix Rouge Annual Meeting
09/30/2006 : New legislation about
09/26/2006: Recommandations from Dr. Speil fromCochin Hospital
09/21/2006: …
09/16/2006: …
09/15/2006: …
Schedule-03/10/2006Croix Rouge Annual
Meeting at Paris
-12/10/2006Congress law on the new
first aid diploma
-13/10/2006blablablablabla
-24/10/2006blablablablbalba
-31/10/2006blablablbablalba
Member since 10/03/2006
2 Training in progress:
- CFAPSE update
- BNIS
Search
Client service
Global Emergency has a specialized email service which sends to all the customer emails
when there is an update for a case. So, they always know where to go and what has just been
updated. It will give better information to the customer. The instructors and trainers won’t
have to seek for the emergency medicine recent modifications anymore, the information will
directly come to them thanks to GE services. All the clients can also contact GE with the
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GE Global Emergency – Emergency Training Project
email: [email protected]. The client will need to follow his progression. He will
log in and have access to his account.
To conclude, Global Emergency offers services that harness extensively the innovative
potential provided by new training technologies:
o Enhanced interactivity and performance
o Increased accessibility, flexibility and availability
o Personalized, “a la carte” adaptable to customer needs and time schedule
o Reduction in training time
o Optimisation of training costs
o Could be a complementary product we can imagine partnership with the main
public institutions and association that are accredited to train for first-aid
diploma, to be a complementary training with their face to face training of their
trainers.
OK
Price
Our website access is free, but to have access to the trainings on-line users will have to
pay a subscription of 30 € per year. We can imagine a group tariff if an association wants to
subscribe for all its trainers, the price will depend on the number of people concerned.
NOT BAD
Promotion
We will reach the target audience with a specialized advertising campaign in order to
reach key people especially in medical magazines.
We will create the website www.globalemergency.com and do promotion and advertising
on the web.
We will create a brochure that will be distributed in all the hospitals and in all the medical
centers. We will also use e-mailing and newsletters to inform our customer and keep contact
with them and finally thanks to a database, we will send brochures to the identified key
people.
With this promotion, our website will early become a reference.
ok
Place
Our main desk will be in the Cochin hospital.
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GE Global Emergency – Emergency Training Project
People
GE management team will be composed of:
o A project manager
o A web master
o Physicians from Cochin hospital to translate the emergency processes.
Each member is a specialist in its field and will enable to optimise GE’s functioning and
to provide to the users a high quality service.
Processes
We will subcontract the content to doctors from Cochin hospitals in order to focus on the
clients’ requirements and satisfaction. We will hire one Webmaster in order to put all the
content online.
Physical evidences
In order to be known and recognizable quickly, we have to create a strong identity. So we
use strong colours for our graphical interfaces in order to create a brand image.
Cochin is a guaranty of quality and a huge network to promote our product. In order to be
efficient, we need to focus on our main target in order to become the only reference for
emergency e-learning. In a longer extend, we could also develop derived products such as
books with our trainings that each client will order in our website.
NICE
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GE Global Emergency – Emergency Training Project
6.5. Return for the stakeholders
6.5.1. Cochin Hospital
This hospital is going to fully take advantages of the capacity of its ER workers in two
different ways.
First by sharing the knowledge and the improvements they are going to help the
emergency network to update and improve their abilities. Thus, fewer mistakes will be made
and the work of ER people will be facilitated. Therefore the whole quality of the emergency
service chain will be improved.
Then, the exploitation of their emergency protocols will provide them financial resources.
Indeed, they are going to siphon up money from the deliverance of information.
6.5.2. Customers
In exchange of a small financial contribution trainers will have a complete access to the
latest improvements concerning the treatment of the emergency. This access will prevent
them form needing to gather information coming from different sources and also from
needing to take refresher courses. Therefore, they will save time and also enjoy a high quality
education service that they will be able to transmit to the first-aid volunteers.
6.5.3. Regulation Authority
Along the launch of the e-learning service, GE is going to have the opportunity to create a
special relationship with the ONS. Today, this organization has no website yet and the
objective of GE is to reach the whole French emergency network. Thus, the ONS could use
GE to make it become its official source of information. Therefore, this organization could
benefit from the large scope of GE, consolidate it's image, become easily reachable by the
professionals and finally it will not need any more to spread the information to all the
authorized organization because they will be available online.
OK
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GE Global Emergency – Emergency Training Project
7. Budget
7.1. Expenses
The creation of a website includes flash website, ten pages, creation and design of
graphical interfaces, hosting, referencement, web mails, newsgroup and databases.
Managing the website includes the subscription for the secured paypal, the name domain
subscription…
In order to run the project, two people are hired: a project manager who will be in charge
of handling the package (defining needs, get in touch with the different stakeholders…) and a
Webmaster who will manage the operational tasks.
We consider that the Webmaster will be subcontracted and that an office will be lent to
the project manager at Cochin Hospital. Therefore the office expenditures will only include
reasonable charges.
As Physicians from Cochin Hospital are going to contribute to the updating of the website,
they will have to be remunerated. We considered that they would spend about 20 hours per
month, each costing 35 euros.
As we need to build our image we are going to launch an advertising campaign.
7.2. Incomes
We consider that each trainer using the web site will have to sign up in order to get free
access to the refresh training.
According to the Market Overview, there are 16 000 potential customers in 2006. As we
are a not famous, we consider that only 2000 trainers will subscribe to our program the first
year.
We forecast a 20% annual growth of the customers.
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GE Global Emergency – Emergency Training Project
First Year of exploitation
In euros
Expenses Income
Creation of WebSite 2 500 Number of users 2 000
Managing WebSite 500 Price per year 30
Wage WebMaster Part Time 12 000 Total Revenue 60 000
Wage Project Manager Full Time 26 400
Contribution of Physicians 12 000
Taxes 2 000
Advertising/Communication 4 000
Office Expenditures 2 000
Total Expenses 61 400 Total Income 60 000
1st Year Result -1 400
Breakeven Point (users) 2 047
Second Year of exploitation
Expenses Income
Managing Website 500 Number of users 2 400
Wage Webmaster Part Time 12 000 Price per year 30
Wage Project Manager Full Time 26 400 Total Revenue 72 000
Contribution of Physicians 12 000
Taxes 2 000
Advertising/Communication 3 000
Expenditures 2 000
Total Expenses 57 400 Total Income 72 000
2nd Year Result 14 600
Breakeven Point (users) 1 913
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GE Global Emergency – Emergency Training Project
Third Year of exploitation
Expenses Income
Managing Website 500 Number of users 2 880
Wage Webmaster Part Time 12 000 Price per year 30
Wage Project Manager Full Time 26 400 Total Revenue 86 400
Contribution of Physicians 12 000
Taxes 2 000
Advertising/Communication 3 000
Expenditures 2 000
Total Expenses 57 400 Total Income 86 400
2nd Year Result 29 000
Breakeven Point (users) 1 913
Evolution of the Result over 3 Years
-2 000
8 000
18 000
28 000
1 2 3
Year
Euro
s
GOOD PART
8. Risks and recommendations
8.1. Risks
8.1.1. Linked to the customers
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GE Global Emergency – Emergency Training Project
First, our program is based on high quality updated emergency medicine process. If the
physicians of Cochin do not want to work with GE (because of salaries, the program
itself…), that will be impossible to implement it.
Then, another important risk concerning customers is to find no demand for our
continuous training in e-learning. Indeed, there is a risk of an absence of demand or a state of
saturation of the market. The users may prefer the traditional way of face to face training,
even though GE’s kind of training does not prevent from combining classical training with e-
learning…Moreover, e-learning supposes efficient use of new technologies but problems can
appear in the use of it...
At last, we can fear a lack or negative feedback from the attendants. GE need to have
feedback from the customers in order to know if users are or not satisfied, and if not in which
direction they have to improve their services.
8.1.2. Financial risk
On a financial level, we may exceed the budget, which will create financial problems for
GE.
8.1.3. Market risks
We defined another risk for the project that is an inefficient market analysis. There is a
large offer of first-aid training on the French market. We identified several competitors
(substitute products) with a high power on the market such as “The Red Cross” and other
accredited associations and organizations of first-aid trainings. They also have a good image
towards customers and are well-known. In order to avoid this, we did an analysis of the
market and we found a real need in e-learning for instructors and trainers due to the 2000 law
about continuous education.
Moreover, we have to develop business intelligence in order to stay aware about the
evolution of our competitors.
In order to prevent GE from those risks and to help GE in its future evolution we
have imagine several solutions.
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GE Global Emergency – Emergency Training Project
YES
8.2. Tools to risks prevention
8.2.1. A good communication plan
The launching of a new service has to be accompanied by a strong advertising and a
communication plan. A diffused and extended communication plan will increase the number
of users of our e-learning program. GE has should not forget that its target group is composed
of first-aid expert. Thus, GE will have to be very precise and accurate in it communication.
GE will have to find the best media to reach its target.
In this field, we got to drive a professional image to gain credibility. In consequence, we
will focus on Hospital Cochin expertise so as to benefit of its reputation. The label of Cochin
will appear clearly with the mention: “Developed by Cochin Emergency Service”. We assume
that we also have health ministry certification that will strengthen our legitimacy.
In order to establish our program, we will base our communication on specialized
magazines. It will allow us to target our customers more precisely.
For instance, “Urgence Pratique”, “Oxymag”, “Objectif Soins”, and also in the magazine
of the « Association Nationale des instructeurs et moniteurs » (ANIM).
8.2.2. Partnership
After few years, we forecast to set up some partnerships with first-aid organization like
The Red Cross or The Malte Order and all other organizations accredited to teach first-aid
diplomas and continuous trainings. Indeed, we can provide to those organizations a
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GE Global Emergency – Emergency Training Project
complement to their practical continuous education. This kind of partnership will allow us to
become the reference in first-aid e-leaning education. It will also ensure us a regularly
turnover and certain amount of members per years. However, this is a none negligible threat
that these organizations refuse the partnership or that the partnership failed...
8.2.3. Hired new people
Regarding our turn over, we could hire 1 or 2 sales person in order to promote our
program in the others organizations. We will first focus on the “Ile-de France” area, then
spread on the others big cities like Marseille, Lyon, Lille, and Bordeaux.
9. DiscussionWe want, in a short-term perspective to meet with the needs and the requirements of the
first aid trainers.
To be very relevant and accurate, we have decided to make some interviews of
professionals such as firemen. It constitutes for us the best way to improve our program,
concerning our contents, our way of teaching…
With these incremental and regularly improvements, we will have the best programs in
KM and in IT for "First aids workers". Indeed, we will always be fashionable and we will
always answer, in a perfect way, to the needs of the first aid workers.
In a long-term horizon, we want to spread our product abroad. We will use
partnerships and the experience accumulated in France to penetrate the international first aid
market.
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GE Global Emergency – Emergency Training Project
10. Sources
10.1. Websites
http://www.secourisme.net
http://www.erc.edu/new/
http://www.secourisme.info/secourisme/
http://fr.wikipedia.org
http://www.flamexpert.com
http://www.secourisme-pratique.com
http://www.med.univ-rennes1.fr
http://www.croix-rouge.fr
http://afps.fr
http://www.urgencyclopedie.info
http://www.lesfichiers.info
http://www.educexpert.com
http://www.secourisme.net
http://www.sante.gouv.fr
http://www.defense.gouv.fr
http://davidjf.free.fr/MkingPlan
10.2. Academic sources
E. Monod: toolboxesJF David: handout and online database
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GE Global Emergency – Emergency Training Project
11. Appendices
11.1. Definition of e-learning
E-learning is an all-encompassing term generally used to refer to computer-enhanced
learning, although it is often extended to include the use of mobile technologies such as PDAs
and MP3 players. It may include the use of web-based teaching materials and hypermedia in
general, multimedia CD-ROMs or web sites, discussion boards, collaborative software, e-
mail, blogs, wikis, computer aided assessment, educational animation, simulations, games,
learning management software, electronic voting systems and more, with possibly a
combination of different methods being used.
E-learning is naturally suited to distance learning and flexible learning, but can also be
used in conjunction with face-to-face teaching, in which case the term Blended learning is
commonly used.
In higher education especially, the increasing tendency is to create a Virtual Learning
Environment (VLE) (which is sometimes combined with a Managed Information System
(MIS) to create a Managed Learning Environment) in which all aspects of a course are
handled through a consistent user interface standard throughout the institution. A growing
number of physical universities, as well as newer online-only colleges, have begun to offer a
select set of academic degree and certificate programs via the Internet at a wide range of
levels and in a wide range of disciplines. While some programs require students to attend
some campus classes or orientations, many are delivered completely online. In addition,
several universities offer online student support services, such as online advising and
registration, e-counselling, online textbook purchase, student governments and student
newspapers.
Advantages and disadvantages
Advantages of e-learning often include flexibility and convenience for the learner
especially if they have other commitments, facilitation of communication between learners,
greater adaptability to a learner's needs, more variety in learning experience with the use of
multimedia and the non-verbal presentation of teaching material.
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GE Global Emergency – Emergency Training Project
Others are critical of e-learning in the context of education, because the face-to-face
human interaction with a teacher has been removed from the process, and thus, some argue,
the process is no longer "educational" in the highest philosophical sense (for example, as
defined by RS Peters, a philosopher of education). However, these human interactions can be
encouraged through audio or video-based web-conferencing programs.
The feeling of isolation experienced by distance learning students is also often cited,
although discussion forums and other computer-based communication can in fact help
ameliorate this and in particular can often encourage students to meet face-to-face and form
self-help groups.
The cost-effectiveness of e-learning is a subject of much debate as there is usually much
upfront investment that can only be recouped through economies of scale. Web and software
development in particular can be expensive as can systems specifically geared for e-learning.
The development of adaptive materials is also much more time-consuming that that of non-
adaptive ones. It is possible that the best-placed organizations to be successful in the e-
learning marketplace are likely to be those in the games and movies industries.
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GE Global Emergency – Emergency Training Project
11.2. Training List
IPS = Initiation au Premier Secours
It’s not an official program, but many associations use this appellation. An IPS is a small
session, one to three hours, and has two interests. First one, it allows to teach rapidly basics
and secondly it shows the importance of taking more first aid courses.
It exists different IPS:
“Un cœur, un souffle une vie”: it is the basic one from the Croix Rouge.
IAPS (Initiation à l'Alerte et aux Premiers Secours) is done during the JAPD
(Journée d’Appel de Préparation à la Défense).
RCP pour tous (Ranimation cardio-pulmonaire pour tous)
« Apprendre à porter secours»: is an initiation for children realized by teachers in
primary schools.
AFPS = Attestation de Formation aux Premiers Secours
It is the most famous formation. The price varies from 40 to 90 euros. Its lengths is from 8 to
12 hours.
The formation is based on the training and learning of gestures and real cases where trainers
simulate accidents.
AFGSU = Attestation de formation aux gestes et soins d'urgence
It is divided in two levels. This formation is exclusively for the people working in health
centre or medical structure. Level 1 is for everybody, including administrative employees.
AFCPSAM = Attestation de Formation Complémentaire aux Premiers Secours Avec
Matériel
It is based on the 5 first modules of the CFAPSE and the AFUDSA. This formation is not
really useful, except for people who want to get their BNSSA or their BEESAN.
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GE Global Emergency – Emergency Training Project
AFCPSSR = Attestation de Formation Complémentaire aux Premiers Secours sur la
Route
This formation is designed for road first aid and is complementary of the AFPS.
AFUDSA = Attestation de Formation à l'Utilisation du Défibrillateur Semi-
Automatique.
It is a unique formation in Europe which can be realized by people who have already got their
AFCPSAM, CFAPSE or BNS.
BAS = Brevet d'Assistant Sanitaire.
BNMPS = Brevet National de Moniteur de Premiers Secours
This formation allowed teaching first aid. It requires a perfect knowledge of the AFPS
techniques and communication skills. A firs aid trainer is allowed to teach all the formations
he took.
BNSSA = Le Brevet National de Sécurité et de Sauvetage Aquatique.
It is necessary in order to be a lifeguard and it requires a good swimming level and a good
physical form.
BNIS = Brevet National d'Instructeur de Secourisme
This formation is for the trainers who are teaching for at least three years and who want to
train trainers.
CFAPSE is required
BSB = Brevet fédéral de surveillant de baignade
CCA = Certificat de Capacité d'Ambulancier.
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GE Global Emergency – Emergency Training Project
This formation is required in order to become an ambulance man.
CFAPSE = Certificat de Formation Aux Premiers Secours en Équipe
This is the most complete first aid formation. AFPS is required.
CFAPSSD = Certificat de Formation aux Activités de Premiers Secours en Sauvetage
Déblaiement
Especially creates for firemen in order to face natural disaster.
SMS = Secours en Milieu Sportif.
It is a complementary module of the CFAPSE to practice first aid in sport area.
CFAPSR = Certificat de Formation Aux Premiers Secours
CI = Chef d'Intervention.
CSS = Certificat de Sécurité et de Sauvetage.
It is necessary in order to be a stewart.
CSST = Certificat de Sauveteur Secouriste du Travail
This formation is similar to the AFPS but reserved to companies. They have to train some of
their employees to first aid practices in order to insure the security.
IFAP = Réactions et intervention face à un accident de plongée.
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GE Global Emergency – Emergency Training Project
11.3. Fireman Interview
1. Which types of training exist? Which Cost?
Initial Training (CFAPSE) = 4 month, 250/300 €
a. 2 month : aids to injuries people, transfer to the hospital
b. 2 month : safety, organization
PEC Training (Monitorat) = after 1 year working experience (to become a Caporal), 1 000 €
a. Application
b. Simulation as a team manager
PECH Training (Instructorat) = 2 month (to become an ambulance chief), 1 500 €
2. How they are given?
Seminar, Meeting, Face to face, Stage or Theme Day
3. Which frequency do they are given?
3 times per year
4. Do you have some critics? Some needs?
Nurse or others intervenant should teach first aids course since teenage period.
5. Are there bad gestures done by the civil who make the situation become worse?
No, by large, the CFAPSE and others diplomas are well adapted.
6. Do you have some statistics showing how many death would have been avoided if
people had made the right gestures?
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GE Global Emergency – Emergency Training Project
If 20% of the population knew the first aids techniques, 20 000 lives would be saved.
7. What is your opinion concerning the e-learning education?
It will be great to have a way to be updated whenever we want. We don’t have so much time
for training and it’s a funny way to do it.
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GE Global Emergency – Emergency Training Project
11.4. Interview…sans suite !
Questionnaire médecin urgentiste.A l’intention du Dr Jordy
Hôpital André Mignot, 78150 Le Chesnay.
1. En tant que professionnel de la santé, quel est votre sentiment à l’égard de la formation apportée aux moniteurs chargés d’enseigner les gestes de 1ers secours types AFPS, CFAPSE AFCPSAM, etc.
2. Les gestes qui sont enseignés dans ces formations bénéficient-ils selon vous d’une mise à jour régulière tenant compte des progrès de la médecine ?
3. Le corps médical effectue-t-il des gestes qu’il serait bon d’enseigner aux moniteurs de formation aux 1ers secours pour grand public (Croix Rouge, Ordre de Malte)?
Aux services d’urgences (pompiers, protection civile) ?
4. Ces gestes ou procédures sont-ils répertoriés ?
Si oui : Peut-on y avoir accès ?
5. Constatez-vous dans votre travail ou êtes-vous au courant du fait que certains gestes enseignés sont obsolètes/inadaptés ? Si oui, lesquels ? Pourquoi ?
6. Constatez-vous que certains gestes enseignés et appliqués à des cas de la vie courante aient pu aggraver la situation plutôt que de l’améliorer ?
Si oui : en quoi ont-ils détérioré la situation ?
7. Si oui q.5 : avez-vous une idée du pourcentage d’interventions aggravées par un geste enseigné obsolète ou inadapté ?
8. Avez-vous une idée du nombre de cas/pathologies qui pourraient être évitées par jour (ou par an suivant l’information disponible) si un membre de l’entourage, le témoin de l’accident, etc. avait au moins suivi une formation de sensibilisation aux 1ers secours ou un AFPS ?
9. Avez-vous d’autres avis à soumettre au sujet de l’amélioration de la formation des moniteurs aux 1ers secours ?
10. Pour vous, quel est aujourd’hui l’effort sur lequel il faudrait se concentrer afin d’améliorer le traitement de l’urgence ?
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GE Global Emergency – Emergency Training Project
We have had a contact in Mignot Hospital who was really willing to help us and answer to
this questionnaire. Unfortunately, due to the lack of time, he has not been able to do it so far.
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