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Frederic DALSACE

Professeur Associé, mis en disponibilité

Marketing

 Profile picture

Biographie

Frédéric Dalsace est titulaire d'un MBA de la Harvard Business School, et d'un Doctorat (Ph.D.) en Marketing de l'INSEAD.

Sa recherche se focalise sur les relations inter-organisationnelles, comme l'externalisation, les liens clients-fournisseurs et l'innovation ouverte. Son travail de thèse a reçu en 2001 le Prix de la Fondation Canon et le Prix ISBM (Institute for the Study of Business Market) qui distingue la meilleure recherché dans le domaine B2B. Il a publié dans des journaux tels que Strategic Management Journal, Business Horizons et la Harvard Business review. Frédéric Dalsace a reçu le prix de la Fondation HEC pour la meilleure publication publiée en 2004 par l'ensemble de la faculté, et le Prix ACA-Bruel pour la meilleure recherche publiée en 2005 dans le domaine des achats.

Frédéric Dalsace a travaillé pendant plus de 10 ans dans des entreprises industrielles (Michelin et CarnaudMetalbox), en Europe et au Japon, et en tant que consultant en stratégie chez McKinsey & Company. Il a reçu le Prix Vernimmen-BNP Paribas 2006 qui distingue le meilleur enseignant du Groupe HEC (vote des étudiants)

Actes de conférence

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

Actes de conférence

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

Cas pédagogiques

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)

Formation

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

Nominations académiques

Responsabilités académiques à HEC

  • 2019- Professeur Associé, mis en disponibilité, Marketing HEC Paris
  • 2008-2018 Professeur Associé, Marketing HEC Paris
  • 2008- Titulaire de la Chaire "Social Business / Entreprise et Pauvreté" HEC Paris
  • 2002-2007 Professeur Assistant HEC Paris
  • Spécialisation marketing ABA HEC Paris

Responsabilités académiques externes

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

Activités scientifiques

Adhésion à l'organisation académique ou professionnelle

  • Membre, Academy of Management
  • Membre, American Marketing Association
  • Membre du GERPISA (Groupe d'Etudes et de Recherche Permanent sur l'Industrie et les Salariés de l'Automobile)
  • Membre, Strategic Management Society
  • Administrateur de l'Association pour le Développement de la Recherche dans le Domaine de la Gestion des Entreprises (Harvard Business School - European Research Center)
  • Membre, INFORMS

Activités scientifiques

  • Rapporteur, International Journal of Research in Marketing
  • Rapporteur, European Management Review
  • Editorial Board Member : Journal of Business Market Management, Industrial Marketing Management
  • Rapporteur, Recherche et Application en Marketing
  • Rapporteur, European Marketing Academy Conference

  • Conference organisation

  • Organisation du symposium "The Inter-Organizational Communities of Practice (IOCoPs): New Insights and Knowledge Strategies", symposium co-sponsorisé par les divisions BPS et OMT, Academy of Management Conference, Hawaii.
  • Membre du comité d'organisation, Research workshop on Sustainability & Impact Challenges at the Base of the Pyramid, Ecole Polytechnique, ESSEC, HEC Paris
  • Prix ​​& honneurs

    • 2017 Prix Bruno Roux de Bézieux pour l’Initiative Pédagogique, conjointement avec L. Cochard, C. Renault, N. Dragonetti, E. Joujon, pour leur travail sur le programme « Commercial Academy » de LafargeHolcim ayant pour objectif d’aider les patrons pays, directeurs des ventes et directeurs marketing à transformer leur business unit en accélérant leur orientation clients. Ce programme a été entièrement co-construit avec l’entreprise et suivi en direct par un membre de son Comité de Direction.
    • 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 Prix ACA Bruel pour ma recherche sur la stratégie achats
    • 2002 HEC Fondation Research Prize
    • 2000 Winner, Institute for the Study of Business Markets (ISBM), Doctoral Dissertation Award Competition