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Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
Marketing (GREGHEC)Consult résumé
Specialized in education and research in management, HEC Paris offers a complete and unique range of educational programs for the leaders of tomorrow: Masters Programs, MBA, PhD, Executive MBA, TRIUM Global Executive MBA and Executive Education open-enrolment and custom programs.
Founded in 1881 by the Paris Chamber of Commerce and Industry and founding member of Université Paris-Saclay, HEC Paris has a permanent faculty of 138 Full-time Professors, more than 4,400 students and over 8,000 managers and executives in training every year.
The Grande École curriculum is divided into a generalist phase and a specialization phase. The first phase concentrates on business fundamentals, while the second one focuses on acquiring an expertise (chosen according to the professional goals of the student). The unique structure of the curriculum enables students to acquire both an excellent grounding in general management and expertise in a specific field. We firmly believe this combination is the key success factor in training future leaders and making a lasting impact on the careers of our students. The second year of the Master’s program Cycle is composed of a specialized and professional curriculum, and the composition of a research paper.
Specialized Masters are one-year Master’s degrees taught in French. They are designed for students who already hold a Master’s degree in an other field and wish to specialize in a specific field of management. MSc programs are one-year Master’s degrees taught in English. They are designed for students who hold a Bachelor degree in any field from leading international universities.
The HEC MBA is a 16-month full-time program.
Custom designed for managers between the ages of 25 to 35 with previous work experience averaging 6 years, the MBA program addresses both functional and crossfunctional skills, through a fundamental and a customized thread to cover all areas of management in depth. Highly selective, the program has around 250 participants per year, from 50 different nationalities with diverse backgrounds and experiences.
Participants gain hands-on, practical experience through seminars integrated into the curriculum, such as the MBA Tournament and the off-campus leadership seminar at St-Cyr Military Academy.
The Executive MBA is a transformational experience which offers senior managers and executives from all around the world the opportunity to select one of the 8 majors that take place in 14 international locations, and also to take classes in any of its different tracks in France or Qatar.
The EMBA is an interactive and intensive program developed to provide executives with an understanding of the international business context, as well as the comprehensive, practical and innovative knowledge and skills they need, to put their vision into action.
TRIUM Global Executive MBA enables executives to understand the world, as it is today and will be tomorrow.
Ranked #3 Executive MBA worldwide by the Financial Times, it is a unique degree jointly awarded by 3 world-renowned universities: HEC Paris, London School of Economics & Political Science, New York University Stern School of Business.
Speed up your career!
Ranked #3 worldwide for Executive Education by the Financial Times, we offer training programs for business leaders and host over 8,500 executives and managers from the whole world. Our mission is to assist companies in training managers, future managers and leaders.
Our desire is to offer executive education programs specifically built for managers and executives. They allow you to gain perspective by revisiting your convictions, learn from the diversity of participants in the class and offer proximity and access to corporate issues. HEC Executive Education relies on the excellence of the faculty of HEC Paris, the expertise of its external speakers and the international reputation of its research in order to offer its customers a unique and unforgettable experience.
Your Gateway to a career in research and academia
The HEC Paris Ph.D. program builds on a longstanding tradition and strategy of academic excellence and offer students:
A national and internationally recognized program with peers from 22 nationalities
Instruction and interaction 100% in English
Intensive course training during the first two years
7 specializations in management
Close supervision by international, research-driven, young and renowned Faculty members
Full involvement in the research ethos of HEC Paris
Financial support for research visits and conferences
Tuition waiver and financial support for living expenses guaranteed for the first 4 years
We look forward to welcoming a new generation of leaders to our innovative and intensive Summer School Programs.
HEC Paris Summer School Programs are geared for university-level students or recent graduates from all disciplines, and who are seeking an academic challenge and multi-cultural learning experience.
We intend for participants to leave the HEC Paris Summer School informed, equipped and inspired to take their learning into the world.
The faculty is central to knowledge creation and dissemination at HEC. Our 138 full members of the faculty (over 66% from outside France) work on internationally acclaimed research in most of the major disciplines of management, reflecting the diversity of thought and cultures, the open-mindedness and the exacting intellectual standards promoted at HEC.
The permanent faculty is reinforced by affiliate professors bringing their academic and professional skills to HEC's students and program participants, and visiting professors each year who come to teach and carry out research alongside HEC's own professors.
All these professors enhance HEC's courses and programs through their research work, original teaching materials, and personal interaction with the business world; they contribute to corporate reflection on management issues and are involved in national and international scientific community debates.
At HEC Paris, companies find what they are looking for: interns, young graduates, MBA graduates, executive education programs, professors to work with on research or teaching projects. Drawing from this positive experience, some of them decide to support HEC's development and become HEC corporate partners.
In the 'News Room', find everything you need to know about HEC Paris, our programs, faculty, international relationships, corporate partnerships and life on campus. In the blink of an eye, discover what the press says about HEC with our latest news postings.
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Ph.D. candidate in the Statistics Department , Wharton School of the University of Pennsylvania
3 March 2017 - Room T04 - From 10:30 am to 12:00 pm
Valuing Non-Contractual Firms Using Common Customer Metrics
There is growing interest in the notion of “customer-based corporate valuation,” explicitly tying the value of a firm's customers to the firm's overall financial valuation. While much progress has been made in building a well-validated customer-based valuation model for contractual (or subscription-based) firms, there has been less progress for non-contractual firms (e.g., retail, travel/hospitality, and mobile gaming). Non-contractual businesses have more complex transactional patterns than contractual ones for a variety of reasons, including (1) they are characterized by latent attrition instead of observable churn behavior, (2) they often have irregular purchase incidence timing and spend amounts. These factors make it harder to reconstruct granular purchase behaviors from aggregate data, and to understand what metrics would serve as the best inputs for such a model. Despite this lack of guidance, a number of non-contractual firms regularly report a variety of different aggregate measures to their shareholders (e.g., the number of active users). We use a novel methodology based upon “indirect inference,” a well-established generalization of generalized method-of-moments procedures, to draw a connection between these common aggregate metrics and the underlying parameters of latent variable models for repeat purchasing. We show how the overall predictive validity of the models varies as a function of the combination of metrics used to train the models; this allows us to better understand both how many and which metrics are needed to achieve adequate predictions of future revenues. We apply this methodology to quarterly data from the largest subsidiary of an e-commerce retailer, valuing the subsidiary as a whole, decomposing this valuation into existing and yet-to-be-acquired customers, and analyzing the profitability of newly-acquired customers.
Assistant Professor of Marketing , INSEAD
26 January 2017 - Room T030 - From 10:30 am to 12:00 pm
To Look Like a King or Feel Like a King? Power and the Desire for Experiential vs. Material Luxury
By David DUBOIS
This work proposes that power shifts consumers’ desire for different types of luxury options (i.e., experiential vs. material luxury) due to a change in sensitivity to the kind of benefit consumers expect a luxury option to deliver (i.e., the experience or appearance of status). Specifically, building on findings that high power activates a propensity for agency and performance, we posit that high power increases consumers’ sensitivity to status experience. In contrast, because low power activates a propensity for communion and visibility, we posit that low power increases consumers’ sensitivity to status appearance. As a result, we hypothesize that high power triggers a desire for experiential luxury (but not material luxury), and that low power triggers a desire for material luxury (but not experiential luxury). Six studies provide converging evidence for the effect across online, lab and field settings using multiple power manipulations and measures. They also show that the effect is muted when consumption options are nonluxury, and unexplained by differences in feelings of financial deprivation, expected feelings of uniqueness, or options’ perceived riskiness or longevity. Finally, a causal chain design and a mediation provide evidence for the underlying shift in sensitivity to status experience vs. appearance.
Hannah H. Chang
Assistant Professor of Marketing , Singapore Management University
25 October 2016 - Room T015 - From 10:30 am to 12:00 pm
Affective Boundaries of Scope Insensitivity
Hannah H. CHANG
Singapore Management University
Abstract: When making valuation judgments, people can be surprisingly insensitive to the quantity of the objects in question—a phenomenon called scope insensitivity that is generally attributed to the operation of affective processes in judgment. Building on recent research showing that affect is inherently a decision-making system of the present, we propose that scope insensitivity is more likely to be observed in decisions that are psychologically proximate to the immediate self. Consistent with this proposition, results from seven experiments show that scope insensitivity is more likely in decisions that are temporally proximate, both prospectively (near future vs. distant future) and retrospectively (recent past vs. distant past), and in decisions that are psychologically proximate in terms of social or physical distance. These findings clarify the boundaries of the scope-insensitivity phenomenon and refine our understanding of the affective system of judgment. The findings suggest that, rather than just a decision-making system of the present, the affective system is more broadly a decision-making system of the immediate self. Any form of distance from the immediate self (in time, social relation, or physical space) tends to attenuate the engagement of the affective system.
Assistant Professor of Marketing , London Business School
5 October 2016 - Room T025 - From 1:30 pm to 3:00 pm
Passing the Buck to the Wealthier
How much do consumers believe that they and others should donate to charity? We find that judgments of donation obligations are referent-dependent, and are determined by people’s own earnings. This reference-dependence holds across income levels and is driven in part by overestimating the relationship between income and spare money. Individuals expect that richer others have more spare money—and thereby should donate more to charity—than what those richer others evaluate for themselves. As a result, consumers pass donation obligations onto wealthier others, who in turn pass obligations on to even wealthier others.
Assistant Professor of Marketing , Arizona State University
6 June 2016 - Building T, Room T030 - From 1:30 pm to 3:00 pm
Despite the massive influx of mobile apps into the market, mobile users substantially differ with respect to their mobile app proficiency, i.e., the advent of mobile digital inequality. Using a dataset on individual mobile app usage, we examine the potential of highly ranked “superstar apps” as stimulants of consumption in terms of volume and extent, especially among less mobile-proficient users. We employ the Gaussian copula-based difference-in-differences framework given that it allows us to construct a flexible joint model of continuous app usage duration and discrete number of apps used. Results indicate that superstar adoption boosts app use variety and volume within the same app category and across different categories. Such spillover effects are more pronounced among less technically knowledgeable groups (e.g., users in their 50s or older and late adopters) and managerially under-represented target segments (e.g., irregular, occasional, and light app users). Use frequency and duration among superstar app adopters increase for newly downloaded apps but decrease for existing apps. We provide valuable implications that marketers can capitalize on to target low-proficiency users. We also recommend that policy makers can use superstar apps as nonintrusive and cost-efficient vehicles for enhancing mobile app proficiency and bridging the mobile digital inequality.
Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
Marketing (GREGHEC)Consult résumé
HEC Paris - 1, rue de la Libération
78351 Jouy en Josas Cedex
Phone: +33 (0)22.214.171.124.00
Fax: +33 (0)126.96.36.199.00