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Pierre DUSSAUGE

Professor

Strategy & Business Policy

 Profile picture

Biography

Pierre Dussauge holds an Msc. degree from HEC and earned a Ph.D. in Management Science from Paris-Dauphine University. He was a visiting professor of Corporate Strategy and International Business at the Ross Business School of the University of Michigan (Ann Arbor) from 1991 to 2003; he has also had teaching assignments at INSEAD (Fontainebleau, France), at IESE (Barcelona, Spain), at INCAE (Costa Rica), at the Indian School of Business (Hyderabad), at Tsinghua University (Beijing, China), etc.
Pierre Dussauge is the author or co-author of several books in the field of strategic management (Strategic Technology Management, J. Wiley & Sons, 1992 ; Stratégie d'entreprise: études de cas, InterEditions, 1993; Les Stratégies d'Alliance, Editions d'Organisation, 1995; Cooperative Strategy, J. Wiley & Sons, 1999; Strategor, 2009) ; Les Stratégies d'Alliance received the 1995 McKinsey award for best management book published in France. He is also the author of many articles published in academic or practitioner-oriented journals such as the Strategic Management Journal, the Journal of International Business Studies, MIT-Sloan Management Review, etc. For the last few years, his research has focused on the topic of global strategic alliances.

In addition to his academic work, Pierre Dussauge has been a consultant or a management educator with a number of firms in Europe and in the US, notably : Mars, Fiat, Schneider, Pechiney, EADS, Generali, SCOR, SNCF, American Airlines, DuPont de Nemours, IBM, APEX, Suez, Unilever, France-Telecom, Neopost, Air France - KLM, Publicis, etc.

Scientific articles

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54, (in coll. with B. RAMANANTSOA)

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, March-April-May 1988, n° 68, pp 7-9, (in coll. with B. GARRETTE, B. RAMANANTSOA)

Technologie et Stratégie

Harvard L'Expansion, Summer 1986, pp 62-81, (in coll. with B. RAMANANTSOA)

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, September-October 1984, n° 47-48, pp 97-103, (in coll. with B. RAMANANTSOA)

How Do Firm Political Connections Impact Foreign Acquisitions? The Effects of Decision Makers’ Political and Firm Embeddedness

Global Strategy Journal, aout 2018, vol. 8, n° 3, pp 421-446, (in coll. with J ALBINO PIMENTEL, R. ANAND)

Firm Non-Market Capabilities and the Effect of Supranational Institutional Safeguards on the Location Choice of International Investments

Strategic Management Journal, 2018, vol. 39, n° 10, pp 2770-2793, (in coll. with J. ALBINO PIMENTEL, J. M. SHAVER)

Disentangling the Performance Effects of Efficiency and Bargaining Power in Horizontal Growth Strategies: An Empirical Investigation in the Global Retail Industry

Strategic Management Journal, May 2015, vol. 36, n° 5, pp 745-757, (in coll. with V. MOATTI, C. REN, J. ANAND)

Governance mode vs. governance fit? Performance implications of Make-Or-Ally choices for product innovation in the worldwde aircraft industry, 1942-2000

Strategic Management Journal, September 2014, vol. 35, n° 9, pp 1386-1397, (in coll. with X. CASTAÑER, L. MULOTTE, B. GARRETTE)

The Expansion of Emerging Economy Firms into Advanced Markets: The Influence of Intentional Path-Breaking Change

Global Strategy Journal, May 2014, vol. 4, n° 2, pp 75-103, (in coll. with K. KALASIN, M. RIVERA-SANTOS)

Does pre-entry licensing undermine the performance of subsequent independent activities? Evidence from the global aerospace industry, 1944-2000

Strategic Management Journal, March 2013, vol. 34, n° 3, pp 358-372, (in coll. with L. Mulotte, W. Mitchell)

Books

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Cooperative Strategy - Competing Successfully through Strategic Alliances

Renning University Press

Cooperative Strategy - Competing Successfully through Strategic Alliances

John Wiley & Sons

L'industrie française de l'armement

Economica

Strategie Aliansow na Rynku, traduction polonaise de : Les Stratégies d'alliance

Poltext

Les stratégies d'alliance

Editions d'Organisation, Paris

Perspectives en management stratégique ; tome II : 1993-1994

Economica

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Formation et gouvernance des alliances entre concurrents : une approche par les ressources

Perspectives En Management Stratégique, H. Laroche, P. Joffre, F. Fréry, EMS Management et Sociétés, 15-36

The Market Share Impact of Interpartner Learning in Alliances: Evidence from the Global Auto Industry

Cooperative Strategies And Alliances, F. J. Contractor, P. Lorange (Eds), Pergamon

Alliances offensives : le retard de l'Europe

L'Art De L'Entreprise Globale, Guide De La Mondialisation, Village Mondial, Financial Times, Les Echos, 122-129

Strategic Alliances: Why Europe Needs to Catch Up

Mastering Global Business, The Financial Times - FT Pitman Publishing, 151-155

Acquiring Partner's Capabilities: Outcomes of Scale and Link Alliances between Competitors

Managing Strategically In An Interconnected World, 1997 Sms Best Paper Proceedings, M. Hitt, J. E. Ricart, R. D. Nixon (Eds), Editions Belin

Nouvelles frontières

Cases In Hospitality Strategy And Policy, R. C. Lewis (Ed.), John Wiley & Sons, 319-335

Proceedings

Serving Two Masters: Role Expectation Enactment and Anticipated Careers of Service Professionals

Transparency in Transnational Governance - Exploring the genealogy of a powerful norm

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

La femme et la fiscalité, aspects comparatistes : une fiscalité pour la femme, la réponse aux défis du patriarcat fiscal

Association du DEA de Finances Publiques de Paris II / Panthéon-Assas : Universités Annuelles , 2007 , Paris

La recherche des déterminants de la performance : application à l'organisation spatiale des bureaux

Actes du 24e Congrès de l'Association Francophone de Comptabilité (cédérom) , 2003 , Louvain-la-Neuve

Working papers

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo

Case Studies

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

NEOPOST

This case presents the tremendous improvement in performance of Neopost, the world's second largest producer of franking machines, during the 2000-2005 period, following a successful leveraged buy out. The objective of the case is to disentangle the relative influence of firm strategy vs industry-wide features on firm performance. Students are asked to analyse Neopost's turnaround strategy, recommend ways to further improve the company's performance and suggest new avenues for growth. Most students will argue that Neopost's turnaround is due to their bold strategy which has resulted in the creation of a significant competitive advantage. During the case discussion, closer examination of the data should lead to a revision of this view: Neopost is in an abnormally profitable business and still lags behind industry leader Pitney-Bowes in terms of profitability. Their recent recovery is due more to 'good management' and improvements in their basis key management indicators than to any clearly identified competitive advantage. This then leads to an analysis of the industry and of all the industry factors that allow for such exceptional levels of profitability. In light of this analysis, the challenge for Neopost then becomes how to continue growing and gaining market share, vis-a-vis Pitney-Bowes, without initiating a price war that would be detrimental to them both. , 2008 , Growth strategies; Industry analysis; Related diversification; Industry vs firm specific drivers of performance; Oligopoly; Barriers to entry; Multi domestic industry

Domino's Pizza

Domino's Pizza, leader mondial de la livraison de pizzas à domicile, a entrepris depuis quelques années d'internationaliser ses activités. Dans certains pays (Japon, Mexique, Royaume-Uni...), c'est le succès, dans d'autres (France, Espagne, Allemagne...), c'est l'échec. Pourquoi la formule à l'origine de la réussite de l'entreprise aux Etats-Unis marche-t-elle dans certains pays et pas dans d'autres ? , 1997 , Internationalisation , Industries globales , Contexte local , Marques mondiales , Franchise , Stratégie mondiale (http://www.ccmp.fr/collection-ccmp/cas-dominos-pizza)

5 mini-cas de comptabilité de gestion - coût complet

La série « 5 mini-cas de comptabilité de gestion » comporte 5 problèmes ou mini-cas situés dans des contextes fictifs variés et traite essentiellement de calculs de coûts complets ; elle aborde les sujets suivants: définition des objets de coûts, structure des centres d'analyse ou activités, choix d'unités d'œuvre (ou cost driver), calcul et analyse de différents niveaux de marge. Le fait de mobiliser ces outils et notions dans des situations dont l'hétérogénéité a été voulue et pensée (en termes de produits, d'activités, de structure organisationnelle) permet à l'étudiant de les assimiler en profondeur; l'étudiant prend aussi conscience du fait qu'un « bon » système de calcul des coûts passe par une compréhension des clients, des produits et des processus opérationnels de l'organisation. , 2015 , Coût complet, comptabilité, gestion, unité d'œuvre, marge (http://www.ccmp.fr/collection-hec-paris/cas-5-mini-cas-de-comptabilite-de-gestion-cout-complet)

Is the LYDEC experience replicable?

This case describes how a services’ provider, LYDEC, entered the BoP market of Casablanca shanty towns step-by-step. First LYDEC entered as a sole player from 1997, which due to ill-adapted services and unreliable processes revealed to be an extremely costly initiative; then with government and local authorities support from 2005. In the second period, the strong public-private partnership enabled a better adaptation to customers’ need, a higher operational efficiency and limited investment costs. While GDF-Suez is nowadays envisaging replicating the initiative in other developing countries, students are asked to reflect on key success factors of the Moroccan initiative, ones that could be replicated, and issues that could arise in other institutional frameworks. , 2012 , Bottom of the Pyramid, Essential Services, Public Private Partnerships, Scalability, Replicability , SnO

Combining Business and Societal Objectives at Danone

Danone is a leading European food multinational company who has been aggressively pursuing societal ("CSR") objectives for more than 40 years, and has developed an even more ambitious dual project since 2008. In 2011, in the aftermath of the worldwide crisis, the firm finds it increasingly difficult to meet its growth and profit objectives. Some voices in the Executive Committee are complaining that the societal agenda is putting undue pressure on the business. The case briefly outlines Danone history and describes the organization and platforms enabling the firm to implement its new vision, which integrates business and societal objectives. The different platforms are illustrated by 12 examples of societal projects conducted throughout the world. In many instances the case hints at the way Danone uses CSR as a lever for transforming the company. Danone needs to reexamine its societal approach to see whether it hinders or helps achieve business results. This begs the questions of 1) the legitimacy of Danone's management to develop these CSR initiatives 2) the method chosen by the firm to do so (how is Danone developing its dual approach?) and 3) the results accomplished so far. , 2014 , Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-combining-business-and-societal-objectives-at-danone)

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-a-creating-a-social-business-in-bangladesh)

GRAMEEN DANONE FOOD LIMITED (B): New Directions

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-b-new-directions)

GRAMEEN DANONE FOOD LIMITED (C): Update

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-c-update)

Scientific articles

La technologie, source d'avantage concurrentiel

Revue Française du Marketing, 1988, vol. 117, n° 2, pp 33-54, (in coll. with B. RAMANANTSOA)

Stratégies relationnelles et stratégies d'alliances technologiques

Revue Française de Gestion, March-April-May 1988, n° 68, pp 7-9, (in coll. with B. GARRETTE, B. RAMANANTSOA)

Technologie et Stratégie

Harvard L'Expansion, Summer 1986, pp 62-81, (in coll. with B. RAMANANTSOA)

Les multinationales : champions nationaux ou citoyens du monde ?, Une question d'identité

Revue Française de Gestion, September-October 1984, n° 47-48, pp 97-103, (in coll. with B. RAMANANTSOA)

Books

Strategor - 7e édition

Dunod, Paris

Strategic Technology Management

John Wiley & Sons

Technologie et stratégie d'entreprise

McGraw-Hill

Stratégie, structure, décision, identité : politique générale d'entreprise

Dunod, Paris

Chapters edited in books

Alliances, Joint Ventures and Chinese Multinationals

Chinese Multinationals, J. P. Larçon (Ed.), World Scientific - Imperial College Press

The Challenge of Teaching "Soft" Subjects to MBAs: How Using Mini-Cases Can Help

Teaching And Learning At Business Schools, P. Martenson, M. Bild, K. Nilsson (Eds), Gower Press

Stratégies de croissance et développement de l'entreprise

Mba : L'Essentiel Du Management Par Les Meilleurs Professeurs, Editions d'Organisation, Paris, 141-162

The determinants of inter-partner learning in alliances: An empirical study in e-commerce

Strategic Capabilities And Knowledge Transfer Within And Between Organizations, A. Capasso, G. B. Dagnino, A. Lanza (Eds), Edward Elgar Publishers, Londres, 275-305

Proceedings

Serving Two Masters: Role Expectation Enactment and Anticipated Careers of Service Professionals

Transparency in Transnational Governance - Exploring the genealogy of a powerful norm

The Influence of Country and Firm Networks on International Alliance Formation

The Effects of Diplomacy, Institutions and Political Connections on Firms’ Choice of FDI Location

Meeting Abstract Supplement , 2015 , 1 , 14998 (J. ALBINO PIMENTEL)

Escaping from the Bear’s Embrace: State-Owned Enterprises and International Expansion

Meeting Abstract Supplement , 2014 , 1 , 15045 (K. KALASIN, M. RIVERA-SANTOS)

Home-Host Ties, Firm-Specific Political Resources and International Expansion Strategies

Meeting Abstract Supplement , 2014 , 13672 (J. ALBINO PIMENTEL)

La femme et la fiscalité, aspects comparatistes : une fiscalité pour la femme, la réponse aux défis du patriarcat fiscal

Association du DEA de Finances Publiques de Paris II / Panthéon-Assas : Universités Annuelles , 2007 , Paris

La recherche des déterminants de la performance : application à l'organisation spatiale des bureaux

Actes du 24e Congrès de l'Association Francophone de Comptabilité (cédérom) , 2003 , Louvain-la-Neuve

Working papers

Can New Ventures Control Learning and Leakage in Alliances? The Partial Trade-off between Knowledge Acquisition and Protection in Partnerships Formed by Newly Created Businesses

Mimeo

The Size-Profitability Relationship Re-Visited : The Effect of Mode of growth on Efficiency and Bargaining Power

Mimeo

Case Studies

L’Oréal: Attracting the Next Billion Consumers

After the Spin-off from Accor: Creating a New Strategy for Edenred

The case describes the process through which the “prepaid services” division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. , 2014 , Business strategy; Two-sided markets; Network externalities; Unusual business models; Government support; Tax incentives; Spin-offs; De-mergers; Digitalisation (http://www.ccmp.fr/collection-hec-paris/cas-after-the-spin-off-from-accor-creating-a-new-strategy-for-edenred)

Après la scission du Groupe Accor : Une nouvelle stratégie pour Edenred

The case describes the process through which the 'prepaid services' division of the Accor hotel group was spun off in 2010 as Edenred, an independent publicly traded company. It goes on to explain what prepaid services are and to describe the prepaid services industry, before focusing on Edenred itself. Finally, it points out changes occurring in and around the industry that might undermine the future profitability of the industry as a whole and of Edenred in particular. Students are asked to suggest possible strategies for the future in order to maintain the abnormally high profitability Edenred has enjoyed for many years. The Edenred case is typically adapted to MBA, Masters in Management or Executive Education audiences. The discussion can last anywhere from 1.5 to 3 hours, depending on the amount of 'number crunching' students are asked to do. This case can serve several purposes, depending on the course in which it is taught. The main focus of the case is on unusual business models and two-sided markets. This fits well towards the end of a Business Strategy course or the end of the Business Strategy part of a full Strategy or Strategic Management course. In addition, other topics that can be covered using this case are diversification and synergies as well as refocusing and spin-off. , 2014 , Stratégie d'entreprise, marchés à double face, externalités de réseau, modèles économiques alternatifs, soutien gouvernemental, avantages fiscaux, spin, off, scission, digitalisation. (http://www.ccmp.fr/collection-hec-paris/cas-apres-la-scission-du-groupe-accor-une-nouvelle-strategie-pour-edenred)

Competing Through Alliances in the Airline Industry: The Air France-KLM / Delta Air Lines Joint Venture

Air France KLM and Delta Airlines formed a revenue and cost sharing Joint Venture that includes all transatlantic routes of the two airlines. In 2011, this joint venture generated sales of over € 12 billion. The case describes the airline industry, focusing in particular on the fact that airlines have formed alliances and joint ventures on a scale unheard of in other industries. It then presents Air France KLM and Delta, the partner firms, and provides a detailed description of their joint venture, its organization, structure and operations. It also mentions tensions that have arisen between the partners over time. Participants are asked to analyze the data in the case from the point of view of the Air France KLM management, analyze what the JV contributes to Air France KLM, identify sources of conflict and potential threats and finally suggest changes to the JV agreement that can resolve these issues. , 2013 , Business strategy, Industry analysis, Strategic alliance, Joint venture, Airline industry (http://www.ccmp.fr/collection-hec-paris/cas-competing-through-alliances-in-the-airline-industry-the-air-france-klm-delta-air-lines-joint-venture)

NEOPOST

This case presents the tremendous improvement in performance of Neopost, the world's second largest producer of franking machines, during the 2000-2005 period, following a successful leveraged buy out. The objective of the case is to disentangle the relative influence of firm strategy vs industry-wide features on firm performance. Students are asked to analyse Neopost's turnaround strategy, recommend ways to further improve the company's performance and suggest new avenues for growth. Most students will argue that Neopost's turnaround is due to their bold strategy which has resulted in the creation of a significant competitive advantage. During the case discussion, closer examination of the data should lead to a revision of this view: Neopost is in an abnormally profitable business and still lags behind industry leader Pitney-Bowes in terms of profitability. Their recent recovery is due more to 'good management' and improvements in their basis key management indicators than to any clearly identified competitive advantage. This then leads to an analysis of the industry and of all the industry factors that allow for such exceptional levels of profitability. In light of this analysis, the challenge for Neopost then becomes how to continue growing and gaining market share, vis-a-vis Pitney-Bowes, without initiating a price war that would be detrimental to them both. , 2008 , Growth strategies; Industry analysis; Related diversification; Industry vs firm specific drivers of performance; Oligopoly; Barriers to entry; Multi domestic industry

Domino's Pizza

Domino's Pizza, leader mondial de la livraison de pizzas à domicile, a entrepris depuis quelques années d'internationaliser ses activités. Dans certains pays (Japon, Mexique, Royaume-Uni...), c'est le succès, dans d'autres (France, Espagne, Allemagne...), c'est l'échec. Pourquoi la formule à l'origine de la réussite de l'entreprise aux Etats-Unis marche-t-elle dans certains pays et pas dans d'autres ? , 1997 , Internationalisation , Industries globales , Contexte local , Marques mondiales , Franchise , Stratégie mondiale (http://www.ccmp.fr/collection-ccmp/cas-dominos-pizza)

5 mini-cas de comptabilité de gestion - coût complet

La série « 5 mini-cas de comptabilité de gestion » comporte 5 problèmes ou mini-cas situés dans des contextes fictifs variés et traite essentiellement de calculs de coûts complets ; elle aborde les sujets suivants: définition des objets de coûts, structure des centres d'analyse ou activités, choix d'unités d'œuvre (ou cost driver), calcul et analyse de différents niveaux de marge. Le fait de mobiliser ces outils et notions dans des situations dont l'hétérogénéité a été voulue et pensée (en termes de produits, d'activités, de structure organisationnelle) permet à l'étudiant de les assimiler en profondeur; l'étudiant prend aussi conscience du fait qu'un « bon » système de calcul des coûts passe par une compréhension des clients, des produits et des processus opérationnels de l'organisation. , 2015 , Coût complet, comptabilité, gestion, unité d'œuvre, marge (http://www.ccmp.fr/collection-hec-paris/cas-5-mini-cas-de-comptabilite-de-gestion-cout-complet)

Is the LYDEC experience replicable?

This case describes how a services’ provider, LYDEC, entered the BoP market of Casablanca shanty towns step-by-step. First LYDEC entered as a sole player from 1997, which due to ill-adapted services and unreliable processes revealed to be an extremely costly initiative; then with government and local authorities support from 2005. In the second period, the strong public-private partnership enabled a better adaptation to customers’ need, a higher operational efficiency and limited investment costs. While GDF-Suez is nowadays envisaging replicating the initiative in other developing countries, students are asked to reflect on key success factors of the Moroccan initiative, ones that could be replicated, and issues that could arise in other institutional frameworks. , 2012 , Bottom of the Pyramid, Essential Services, Public Private Partnerships, Scalability, Replicability , SnO

Combining Business and Societal Objectives at Danone

Danone is a leading European food multinational company who has been aggressively pursuing societal ("CSR") objectives for more than 40 years, and has developed an even more ambitious dual project since 2008. In 2011, in the aftermath of the worldwide crisis, the firm finds it increasingly difficult to meet its growth and profit objectives. Some voices in the Executive Committee are complaining that the societal agenda is putting undue pressure on the business. The case briefly outlines Danone history and describes the organization and platforms enabling the firm to implement its new vision, which integrates business and societal objectives. The different platforms are illustrated by 12 examples of societal projects conducted throughout the world. In many instances the case hints at the way Danone uses CSR as a lever for transforming the company. Danone needs to reexamine its societal approach to see whether it hinders or helps achieve business results. This begs the questions of 1) the legitimacy of Danone's management to develop these CSR initiatives 2) the method chosen by the firm to do so (how is Danone developing its dual approach?) and 3) the results accomplished so far. , 2014 , Corporate Social Responsibility (CSR), General Strategy, Inclusive Business Models, Social Business. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-combining-business-and-societal-objectives-at-danone)

GRAMEEN DANONE FOOD LIMITED (A): Creating a social business in Bangladesh

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-a-creating-a-social-business-in-bangladesh)

GRAMEEN DANONE FOOD LIMITED (B): New Directions

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-b-new-directions)

GRAMEEN DANONE FOOD LIMITED (C): Update

The cases examine how Danone, the leading French food company, and Grameen, Mohammed Yunus' organization, built Grameen Danone Food Limited (GDFL), the first "Social Business" ever co-developed according to the 2006 Nobel Prize winner principles. During an informal lunch with Mohammed Yunus, Danone CEO's Franck Riboud agreed to form a Social Business (SB) in order to fight children's malnutrition in Bangladesh. This hand-shake resulted in the construction of a small plant in Bogra, designed to produce "shokti-doi", yoghurt specifically developed for Bangladesh. The development of such a new organizational form is far from being smooth, however, raising legitimate questions about its true potential as a way to alleviate poverty. Although no definitive answer can be provided at this stage, the case series provide instructors with enough details to illustrate the pros and cons of social businesses. More fundamentally, the series examine the use of market-based solutions to fight poverty and illustrate how firms exercise their Corporate Social Responsibility (CSR). Case A is positioned in December 2008, at a time when GDFL's model is clearly not performing. It gives an historical perspective on the joint-venture, and underlines the tension between the business' social and the economic aspects. Cases B and C are short follow-up cases designed to be distributed in class. , 2012 , Food company, poverty, nutritious food, social business, ethics, corporate social responsibility, marketing, corporate alliance, Bangladesh. , SnO (http://www.ccmp.fr/collection-hec-paris/cas-grameen-danone-food-limited-c-update)

Education

  • Habilitation a diriger des recherches (Qualified Research Supervisor), Strategy and Business Policy , Université Paris Dauphine - France
  • Doctorat en Sciences de Gestion (Ph.D. in Management) , Université Paris Dauphine - France
  • Doctorat de 3e cycle en Sciences des Organisations (Ph.D.) , Université Paris Dauphine - France
  • DEA de gestion , Université Paris Dauphine - France

Academic appointments

Academic responsabilities at HEC

  • 2011-2015 Dean of the Faculty and Research
  • 2008- Titulaire de la Chaire ACCOR, AIR FRANCE, SNCF sur le "Management des Services"
  • 2008-2011 Direction académique, Executive MBA d'HEC
  • 2006-2008 Directeur académique de TRIUM
  • 2004- Member of GREGHEC (CNRS)
  • 1996- Professor
  • 1990-1996 Associate Professor, Strategy and Business Policy
  • 1982-1990 Assistant Professor, Strategy and Business Policy

Scientific Activities

Membership in Academic or Professional Organisation

  • Member, Strategic Management Society (SMS)
  • Member, Academy of Management (AOM)
  • Member, Association Internationale de Management Strategique (AIMS)
  • Member, Comite Executif de la European Management Association (EURAM)

Editorial activities

  • Reviewer, Organization Science
  • Reviewer, Revue Francaise de Gestion
  • Reviewer, La Revue d'Economie Politique
  • Member, Editorial Committee, Strategic Management Journal
  • Reviewer, Journal of Management Studies
  • Member, Editorial Committee, Finance-Controle-Strategie
  • Member, Editorial Committee, M@n@gement
  • Reviewer, Management Science
  • Member, Scientific Committee, Management International
  • Reviewer, Defense Economics
  • January 2002-January 2005 Editor in Chief, European Management Review

  • Conference organisation

  • Co-organisateur de la conférence annuelle de l'EURAM
  • 2001-2001 Member of the Executive Committee of the European Academy of Management Conference: "European Management Research: Trends and Challenges", IESE, Barcelone.
  • 1999- Membre du Comité Scientifique de la VIIIe Conférence de l'AIMS, Paris
  • 1996- Membre du Comité Scientifique de la Ve Conférence de l'AIMS, Lille
  • 1996-1996 Membre du Comité Scientifique de la CEMS Academic Conference, St Gallen
  • 1992-1992 Président du comité d'organisation de la 2ème Conférence Internationale de Gestion Stratégique, Groupe HEC
  • Awards & honors

    Membership in Academic or Professional Organisation

    • 2016 Nominee for the 2016 SMS Annual Conference Best Paper for "Contrasting Effects of Board and Top Management Political Connections on Acquisition and International Expansion Strategies", Working Paper, Joao Albino Pimentel, Rahul Anand, and Pierre Dussauge
    • 2007 Highly Commended Paper Award decerne par Emerald Group Publishing au papier Value Creation and Appropriation in Multilaterally Connected Firms: The Role of Resource Complementarity And Resource Incompatibility lors de la conference annuelle de lEURAM, 16-19 mai 2007
    • 2002 BNP Paribas Pierre Vernimmen Teaching Award
    • 2000 Nomination pour le prix McKinsey du meilleur papier presente a la conference la SMS pour "Creating and Protecting Resources: Formation and Governance of Scale and Link Alliances between Competitors"
    • 1999 Prix de la Fondation HEC 1999 pour l'ouvrage "Cooperative Strategy - Competing Successfully through Strategic Alliances", J. Wiley, 1999 (en coll. avec B. Garrette)
    • 1998 "Stylo d'Or" des meilleurs cas, decerne par la Centrale de Cas et de Medias Pedagogiques
    • 1995 Prix AFPLANE - l'Expansion - McKinsey du meilleur livre de Management pour Les strategies d'alliance
    • 1989 Prix Harvard-L'Expansion 1989 pour l'ouvrage : Technologie et Strategie d'Entreprise, McGraw-Hill, 1987