1- executive abstract - réseau informel de savoirs de jean …davidjf.free.fr/mkingplan/ge...

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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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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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

4


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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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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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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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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Table 1: Deliverables planning

ok

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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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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)


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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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

13

http://www.secourisme-pratique.com/pages/dossiers/chiffres.htm


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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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


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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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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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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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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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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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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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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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

22

GE


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):

23

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


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

24


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

25


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

26


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.

27

http://www.globalemergency.com/

mailto:[email protected]


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

28


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

29


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.

30


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


Taxes 2 000


Expenditures 2 000


2nd Year Result 14 600


31


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


Taxes 2 000


Expenditures 2 000


2nd Year Result 29 000


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

32


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.

33


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

34


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.

35


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

36

http://davidjf.free.fr/MkingPlan

http://www.defense.gouv.fr/

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

http://www.secourisme.net/

http://www.educexpert.com/

http://www.lesfichiers.info/

http://www.urgencyclopedie.info/

http://afps.fr/

http://www.croix-rouge.fr/

http://www.med.univ-rennes1.fr/

http://www.secourisme-pratique.com/

http://www.flamexpert.com/

http://fr.wikipedia.org/

http://www.secourisme.info/secourisme/

http://www.erc.edu/new/

http://www.secourisme.net/


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.

37

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

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

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

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

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

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

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

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

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

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

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


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.

38

http://en.wikipedia.org/w/index.php?title=Richard_S._Peters&action=edit

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

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

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


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.

39

http://www.secourisme-pratique.com/pages/format/fiches/afudsa.htm

http://www.secourisme-pratique.com/pages/format/fiches/cfapse.htm


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.

40


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.

41

http://www.secourisme-pratique.com/pages/format/fiches/afps.htm


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?

42


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.

43


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 ?

44


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.

45

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