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Module 3 contributes to building an articulated approach to organizational and operational issues which are key to strategy implementation and control.
Module 3 focuses on marketing and corporate strategy.
We cover the major marketing concepts, analytical frameworks and methodologies required to assess the marketing environment and competitive situation of a firm. We look at how marketing is most usefully conceptualized as an overarching philosophy that should permeate the whole organization, addressing common misconceptions, defining a customer-centric approach, and understanding how to build on existing brand and customer equity.
We discuss the value of brand and examine what successful brands do to enable them to capture customers’ ‘hearts and minds’ and therefore command higher margins and generate greater business value. We cover brand architecture strategies for corporates with multiple brand portfolios, and look at the challenges and opportunities for brands in the digital economy, where disruptive newcomers can emerge faster.
We work through the formulation of a marketing strategies based on the components of segmentation, targeting and positioning. We then look at how to implement this strategy through product planning, pricing strategies and both traditional and disruptive distribution models.
Corporate Strategy investigates how firms can achieve sustainable and profitable growth, whether from competitive advantage within the firm’s core business, or from seeking expansion beyond the boundaries of its current activities.
We examine what it takes to “think strategically” in a sound way and, more importantly, how an appropriate strategy making process can be implemented within top management teams.
We spend time at HEC’s Station F, a start-up incubator, and look at how innovation really works, and what leaders to need to do to foster and direct innovation in a way that can result in a genuine competitive advantage across a range of business areas – technology, service, organization and mindset.
We look at mergers, acquisitions and alliances, going through the whole process of a deal to provide you with a real world understanding of mergers and acquisitions in an international setting. We look at the strategic rationale for mergers and acquisitions (scale economies, synergies with existing businesses, shareholder value creation), the process of financial evaluation, the essential elements of the negotiation phase, and the challenges of post-merger integration.
We also look at the fundamental role of Supply Chain Management and Operations to enabling businesses to deliver on their value.
Professor Lehmann-Ortega is an affiliate professor in the strategy and business policy department at HEC Paris, and the TRIUM Academic Director of HEC Paris. Her research focuses on strategic and radical business model innovations, especially in mature firms, that address the challenges of sustainable development.
Marc Bertonèche is a Distinguished Visiting Professor at HEC Paris, where he teaches and is academic director of several prestigious programs. He also holds a chair as Professor in Business Administration at the University of Bordeaux. He was on the faculty of INSEAD for more than twenty years, was a Visiting Professor at the Graduate School of Management, Northwestern University in 1974 and, for more than ten years, a regular faculty of the Advanced Management Program at Templeton College, University of Oxford. He is a Visiting Professor at the Harvard Business School.
Hervé Coyco teaches in various programs at HEC. Most particularly, within HEC Executive Education, he is a Program Director for various programs, especially for large multinational corporations. Hervé Coyco has been associated with HEC Executive Education, since 2008. He regularly gives lectures in Leadership and General Management in Europe and in the USA. In addition, Hervé Coyco is a consultant in Strategy, Organization and Management of International Operations.
Pierre Dussauge's current research focuses on the topic of global strategic alliances. Professor Dussauge has also been a consultant or a management educator with a number of firms in Europe and in the US.Faculty focus
Michel Fender is Adjunct Professor at HEC Paris since 2014 in charge of teaching Supply Chain, Value and Operations Management. He teaches in Executive MBAs such TRIUM, Executive Masters and Custom programmes.
Olivier Sibony is a writer, educator and consultant specializing in Strategy, strategic decision making and the organization of decision processes. From 1991 to 2015, Olivier was a consultant, Partner and Director in the Paris, New York and Brussels offices of McKinsey & Company. Among other roles, he served as global leader of the Corporate Strategy Practice, as a European leader of the Consumer sector, and as a member of the Firm’s global Partner Review Committee. From an industry sector perspective, he has extensive experience in Consumer Packaged Goods, Luxury Goods, Retail, and Private Equity. Olivier Sibony teaches Business Strategy and Corporate Strategy courses in the MBA and Executive MBA programs. He also leads the Problem Solving and Communications workshop for MBA participants and teaches the Behavioral Strategy elective in the MIF program. In addition to his role as Affiliate Professor at HEC Paris, Olivier teaches in a number of other European institutions and advises business leaders as consultant or as Board member. Olivier’s research interests center on the effect of heuristics and biases in strategic decision making and procedures to improve the quality of decisions.
Professors like Frederic Dalsace and Corinne Dauger, changed my perspective on subjects like marketing, demonstrating how related it is to numbers and analytics.
The FT ranking and individual proﬁle of each partner school were crucial to my decision, as I wanted to have access to the most inﬂuential alumni networks around the world and be with classmates who shared the same goals and ambitions as I do.
If you’re wondering if it’s too late, or if you’re regularly in an environment where you’re often the smartest person in the room, take the TRIUM challenge – it’s humbling and refreshing at the same time.