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Frederic LEROY

Professeur Affilié

Stratégie et Politique d'Entreprise

 Profile picture

Biographie

Frédéric Leroy est professeur affilié au Département Stratégie d'HEC. Il est ancien élève de l'Ecole Normale Supérieure (spécialisation Philosophie) et Docteur HEC. Il a réalisé sa thèse sur les partages de compétences et les phénomènes d'apprentissage mutuel dans les fusions acquisitions. Il travaille, aussi sur les nouvelles formes organisationnelles et leur impact sur l'identité des entreprises.

Ses recherches portent sur les processus d'apprentissage organisationnel, les fusions acquisitions et leur mise en oeuvre en gestion avec une spécialisation en stratégie et management.

Articles scientifiques

Managing Transition in an Artistic Company With Entrepreneurial Management: A Case Study of Groupe Bernard Loiseau

International Journal of Arts Management, hiver 2014, vol. 16, n° 2, pp 42-54, (in coll. with T. PARIS)

The Cognitive and Behavioural Dimensions of Organizational Learning in a Merger: An Empirical Study

Journal of Management Studies, novembre 1997, vol. 34, n° 6, pp 871-894, (in coll. with B. RAMANANTSOA)

Ouvrages

Strategor - 7e édition

Dunod, Paris

Les stratégies de l'entreprise - 4e éd.

Dunod, Paris

Chapters edited in books

The Cognitive and Behavioral Dimensions of Organizational Learning in a Merger: An Emprical Study (Journal of Management Studies, 34 (6), November, 1997, 871-94)

Organizational Learning And Knowledge Management Volume Ii, W. H. Starbuck, P. S. Whalen, Edward Elgar Publishing

Cahiers de recherche

Cas pédagogiques

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)

A new takeoff for LOISEAU: from the death of the Chef to renewal

The "gastronomic" company Groupe Bernard Loiseau was managed by its founder, manager and Chef from the very beginning. The total size of the group was one hundred employees, 4 restaurants. After Bernard Loiseau's death in February 2003, the company lost its charismatic leader as well as its expert. The consequent restructuring was aimed as going from a very centralized structure to a more functional organizational structure. Moreover, the company was supposed to reorganize its creative mood by hiring a new chef in the spirit of Loiseau, keeping its 3 stars in the Michelin Guide. This renewal was aimed also at defining what was Loiseau spirit and creating an atmosphere for innovation to keep clients coming without betraying the clients' expectations. , 2012 , Gastronomy , Luxury , Creation , Organization and structure , Vision of the leader , Leadership , Change management , Passing on business , Brand image , Crisis , strategic Location , Reorganization , Restaurant , Preserving of the skills (http://www.ccmp.fr/collection-hec-paris/cas-a-new-takeoff-for-loiseau-from-the-death-of-the-chef-to-renewal)

Articles scientifiques

Managing Transition in an Artistic Company With Entrepreneurial Management: A Case Study of Groupe Bernard Loiseau

International Journal of Arts Management, hiver 2014, vol. 16, n° 2, pp 42-54, (in coll. with T. PARIS)

The Cognitive and Behavioural Dimensions of Organizational Learning in a Merger: An Empirical Study

Journal of Management Studies, novembre 1997, vol. 34, n° 6, pp 871-894, (in coll. with B. RAMANANTSOA)

Ouvrages

Strategor - 7e édition

Dunod, Paris

Les stratégies de l'entreprise - 4e éd.

Dunod, Paris

Chapters edited in books

The Cognitive and Behavioral Dimensions of Organizational Learning in a Merger: An Emprical Study (Journal of Management Studies, 34 (6), November, 1997, 871-94)

Organizational Learning And Knowledge Management Volume Ii, W. H. Starbuck, P. S. Whalen, Edward Elgar Publishing

Cahiers de recherche

Cas pédagogiques

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)

A new takeoff for LOISEAU: from the death of the Chef to renewal

The "gastronomic" company Groupe Bernard Loiseau was managed by its founder, manager and Chef from the very beginning. The total size of the group was one hundred employees, 4 restaurants. After Bernard Loiseau's death in February 2003, the company lost its charismatic leader as well as its expert. The consequent restructuring was aimed as going from a very centralized structure to a more functional organizational structure. Moreover, the company was supposed to reorganize its creative mood by hiring a new chef in the spirit of Loiseau, keeping its 3 stars in the Michelin Guide. This renewal was aimed also at defining what was Loiseau spirit and creating an atmosphere for innovation to keep clients coming without betraying the clients' expectations. , 2012 , Gastronomy , Luxury , Creation , Organization and structure , Vision of the leader , Leadership , Change management , Passing on business , Brand image , Crisis , strategic Location , Reorganization , Restaurant , Preserving of the skills (http://www.ccmp.fr/collection-hec-paris/cas-a-new-takeoff-for-loiseau-from-the-death-of-the-chef-to-renewal)

Formation

  • DEA en Philosophie et Histoire, Ecole Normale Supérieure - France
  • Master of Science/Grande Ecole, Audencia Nantes School of Management - France

Nominations académiques

Responsabilités académiques à HEC

  • 2009- Professeur Affilié HEC Paris

Responsabilités académiques externes

  • 1997-2006 Professeur Audencia Nantes School of Management

Prix ​​& honneurs

  • 2011 BNP Paribas Pierre Vernimmen Teaching Award (Professeur affilié)
  • 2009 « TOP CAS 2009 » en Politique générale - stratégie «Les recettes du renouveau : la réorganisation du Groupe Bernard Loiseau au décès de son chef»