Skip to main content
About HEC About HEC Faculty & Research Faculty & Research Master’s programs Master’s programs MBA Programs MBA Programs PhD Program PhD Program Executive Education Executive Education Summer School Summer School HEC Online HEC Online About HEC Overview Overview Who We Are Who We Are Egalité des chances Egalité des chances Career Center Career Center International International Campus Life Campus Life Stories Stories The HEC Foundation The HEC Foundation Faculty & Research Overview Overview Faculty Directory Faculty Directory Departments Departments Centers Centers Chairs Chairs Knowledge Knowledge Master’s programs Master in
Management Master in
Management
Dual-Degree
programs Dual-Degree
programs
MSc International
Finance MSc International
Finance
Specialized
Masters Specialized
Masters
Visiting students Visiting students Certificates Certificates Student Life Student Life
MBA Programs MBA MBA EMBA EMBA TRIUM EMBA TRIUM EMBA PhD Program Overview Overview HEC Difference HEC Difference Program details Program details Research areas Research areas HEC Community HEC Community Placement Placement Job Market Job Market Admissions Admissions Financing Financing Summer School Youth Leadership Initiative Youth Leadership Initiative Summer programs Summer programs Admissions Admissions FAQ FAQ HEC Online Overview Overview Degree Program Degree Program Executive certificates Executive certificates MOOCs MOOCs

Frederic DALSACE

Associate Professor, on leave of absence

Marketing

 Profile picture

Biography

Frédéric Dalsace holds an M.Sc. degree from HEC and an MBA with honors from the Harvard Business School and both an M.Sc. and a Ph.D. in Management from INSEAD. He teaches New Product Development and B2B Marketing.

Most of his research concentrates on inter-organizational (B2B) issues such as outsourcing, product development, and buyer-seller relationships, but Frédéric is also working on non-traditional branding strategies. His thesis work has been awarded the Canon Foundation Fellowship and the 2001 ISBM (Institute for the Study of Business Market) prize for the best doctoral research in B2B, and he has published in academic journals such as the Strategic Management Journal, Harvard Business Review and Business Horizons. Frédéric Dalsace was awarded the HEC Foundation Prize for the best research piece published by the HEC Faculty in 2004, and the 2005 ACA Prize for the best research published in the area of purchasing strategy. In 2006, he was awarded the business school-wide BNP-Paribas Teaching Award.

Frédéric Dalsace has more than 10 years of experience in the business world. He worked in the sales and marketing departments of several industrial companies such as Michelin and CarnaudMetalbox (packaging), both in Europe and in Japan. Before returning to Academia, he was a strategy consultant with McKinsey & Company for more than three years.

Proceedings

The overlooked difference between process- and project-acceleration: evidence from a new products development simulation

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded therefore we did well: ex-post rationalization biases in NPD practices

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded, therefore we did well: Ex-post rationalization bias in New Product development Practices

36th EMAC Annual Conference , 2007 , Reykjavik (A. Michaut)

Beyond the Transaction: A Supplier Choice Model within Long-term Buyer-seller Relationships

EMAC Conference , 2004 , Alicante , Proceedings of the EMAC Conference

Working papers

Consumers, not Brands: "Potterian" Marketing as a Potential Alternative to the "Procterian" Marketing Model in Fast Moving Consumer Goods

Mimeo , 2006

How Close should you be to your Suppliers? Understanding How to Balance Short-term Efficiencies with Long-Term Benefits

Mimeo , 2006

Inter-Organizational Communities of Practice: Specificities and Stakes

Cahier de Recherche du Groupe HEC , 2006

When Strategic Renewal Does Not Occur: Explaining the Vertical Integration of Sales Forces

Cahier de Recherche du Groupe HEC , 2006

Should You Set Up Your Own Sales Force or Should You Outsource It ? Pitfalls in the Standard Analysis

Cahier de Recherche du Groupe HEC , 2004

A comparative Test of the Efficiency, Focus and Learning Perspectives of Outsourcing

Cahier de Recherche du Groupe HEC , 2003

Path Dependence in Personal Selling: A Meso-Analysis of Vertical Integration

Cahier de Recherche du Groupe HEC , 2003

Scientific articles

Brand Magic: Harry Potter marketing

Harvard Business Review, February 2007, vol. 85, n° 2, (in coll. with D. DUBOIS, C. Damay)

Should You Set Up Your Own Sales Force or Should You Outsource It ? Pitfalls in the Standard Analysis

Business Horizons, January-February 2005, vol. 48, n° 1, pp 23-36, (in coll. with W. Ross, E. Anderson)

Do Make or Buy Decisions matter ? The Influence of Organizational Governance on Technological Performance

Strategic Management Journal, September 2002, vol. 23, n° 9, pp 817-833, (in coll. with M. Leiblein, J. Reuer)

Redefining Supplier Development Programs

Revue Internationale de l'Achat, 2002, vol. 22, n° 1, (in coll. with B. Rogowski)

Proceedings

The overlooked difference between process- and project-acceleration: evidence from a new products development simulation

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded therefore we did well: ex-post rationalization biases in NPD practices

Proceedings of the 14th International Product Development Management Conference , 2007 , Porto (A. MICHAUT-DENIZEAU)

We succeeded, therefore we did well: Ex-post rationalization bias in New Product development Practices

36th EMAC Annual Conference , 2007 , Reykjavik (A. Michaut)

Beyond the Transaction: A Supplier Choice Model within Long-term Buyer-seller Relationships

EMAC Conference , 2004 , Alicante , Proceedings of the EMAC Conference

Working papers

Relational rents meet social rigidity: barriers to pooling network resources in purchasing alliances

Mimeo , 2008

Relational Subcontracting: the Importance of Relationships in the Subcontracting Behavior of French SMEs

Mimeo , 2007

The Impact of Competitive Competition and Channel Type on the Development of Relational Marketing

Mimeo , 2007

The Overlooked Difference between Process- and Project- Acceleration: Evidence from a New Product Development Simulation

Mimeo , 2007

Case Studies

Michelin Fleet Solutions. De la vente de pneumatiques à la vente de kilomètres

Solutions; Transition from product to service; Service excellence; Business model change; Fleet management; Channel relationships; Sales force management; Service economy; Customer value; Environmental, friendly business models , 2012 , Solutions; Transition du produit au service; Excellence de service; Changement de modèle économique; Gestion de flotte; Gestion des forces de vente; Economie de service; Valeur client; Modèles économiques respectueux de l'environnement , SnO (http://www.ccmp.fr/collection-hec-paris/cas-michelin-fleet-solutions-de-la-vente-de-pneumatiques-a-la-vente-de-kilometres)

Michelin Fleet Solutions: From selling tires to selling kilometers

Michelin, a worldwide leader in the tyre industry, launched in 2000 a comprehensive tyre-management solution offer for large European transportation companies, called Michelin Fleet Solutions (MFS). With this new business model, the company ventured into selling kilometers - instead of selling tyres. This decision moves the strongly product-driven firm into the new world of services and solutions. The shift is intuitively appealing, and it provides Michelin with an opportunity to differentiate itself in the tyre business. After 3 years, however, expansion is far below expectations and profitability is terrible - despite the outside help of a strategy consulting firm. The case presents the decision point in 2003, whereby MFS's future has to be decided. Should Michelin seek to further develop this solution offer, and try to repackage the offer yet another time? Or was it just a passing fad that should be abandoned? This case investigates the difficulties that industrial groups face when they transition from selling products to providing service. It enables participants to reflect on the following issues: What's industrial groups' rationale for moving towards solutions? What kind of business model reconfiguration does it imply? How does moving to solutions raise multiple challenges throughout the organization (eg in terms of sales force management, risk management, channel relationships etc)? , 2012 , Solutions; Transition from product to service; Service excellence; Business model change; Fleet management; Channel relationships; Sales force management; Service economy; Customer value; Environmental, friendly business models , SnO (http://www.ccmp.fr/collection-hec-paris/cas-michelin-fleet-solutions-from-selling-tires-to-selling-kilometers)

Michelin: Energy 4

Michelin, one of the worldwide leaders in the tire business, needs to decide on the market positioning and definition of the next generation of its main passenger "Energy" car tire line in Europe, a major investment. Tires are sold on two different - yet related - markets, with markedly different requirements, and these requirements are evolving in separate directions. On the one hand, there is some indication that the smaller and less profitable Original Equipment Market (OE) is now looking for tires that will help car makers to reach their targets in terms of average fuel efficiency and in terms of carbon dioxide emissions levels. On the other hand, the Replacement Market (RT) does not really value or understand this characteristic yet. Instead, when they replace their tires, car drivers are seeking cheaper, longer-lasting tires that have superior grip, especially in wet conditions. As the RT market is the most important both in terms of sales and profit, the choice appears to be easy. However, the existence of a strong influence of the OE market on the RT market ("carry-over effect") makes this choice difficult. The option of selling two tire lines - one for each market - is also a possible solution, but it is costly in terms of manufacturing and logistics, and it reduces the carry-over effect. , 2012 , Value creation, value appropriation, car industry, B2B (http://www.ccmp.fr/collection-hec-paris/cas-michelin-energy-4)

Education

  • Ph.D. in Management, Specialization in Marketing, INSEAD - France
  • M.Sc. in Management, INSEAD - France
  • Visitor, Tokyo University - Japan
  • Master of Business Administration, Harvard Business School - USA
  • Diplome Grande Ecole HEC Paris (Master Degree in Management) - (PIM Berkeley - Hitotsubashi), HEC Paris - France

Academic appointments

Academic responsabilities at HEC

  • 2019- Associate Professor, on leave of absence, Marketing HEC Paris
  • 2008-2018 Associate Professor, Marketing HEC Paris
  • 2008- Social Business/Enterprise and Poverty Chair Professor HEC Paris
  • 2002-2007 Assistant Professor HEC Paris
  • Spécialisation marketing ABA HEC Paris

External Academic Responsabilities

  • 1994-2002 Adjunct Professor in Industrial Management Bordeaux Ecole de Management

Scientific Activities

Membership in Academic or Professional Organisation

  • Member, Academy of Management
  • Member, American Marketing Association
  • Member, GERPISA (Groupe d'Etudes et de Recherche Permanent sur l'Industrie et les Salaries de l'Automobile)
  • Member, Strategic Management Society
  • Board Member, Harvard Business School - European Research Center
  • Member, INFORMS

Editorial activities

  • Reviewer, International Journal of Research in Marketing
  • Reviewer, European Management Review
  • Editorial Board Member : Journal of Business Market Management, Industrial Marketing Management
  • Reviewer, Research and application in Marketing
  • Reviewer, European Marketing Academy Conference

  • Conference organisation

  • The Inter-Organizational Communities of Practice (IOCoPs): New Insights and Knowledge Strategies Symposium, co-sponsored by BPS et OMT, Academy of Management Conference, Hawaii
  • Member, Organizing Committee, Research workshop on Sustainability & Impact Challenges at the Base of the Pyramid, Ecole Polytechnique, ESSEC, HEC Paris
  • Awards & honors

    • 2017 Bruno Roux de Bezieux Award for the Pedagogical initiative, together with L. Cochard, C. Renault, N. Dragonetti, E. Joujon
    • 2015 Marketing Award at The Case Centre Awards and Competitions 2015 for 'Michelin Fleet Solutions: From Selling Tires to Selling Kilometers' (in coll. with C. Renault, W. Ulaga)
    • 2006 BNP Paribas Pierre Vernimmen Teaching Award
    • 2005 ACA Bruel Prize
    • 2002 HEC Fondation Research Prize
    • 2000 Winner, Institute for the Study of Business Markets (ISBM), Doctoral Dissertation Award Competition