Diagnostic stratégique d'une entreprise en vue d'une scission.
Walhin, Pierre
Promoteur(s) : Van Caillie, Didier
Date de soutenance : 28-aoû-2018 • URL permanente : http://hdl.handle.net/2268.2/5472
Détails
Titre : | Diagnostic stratégique d'une entreprise en vue d'une scission. |
Auteur : | Walhin, Pierre |
Date de soutenance : | 28-aoû-2018 |
Promoteur(s) : | Van Caillie, Didier |
Membre(s) du jury : | Deschamps, Marc
Sougné, Danielle |
Langue : | Français |
Nombre de pages : | 93 |
Mots-clés : | [en] strategic diagnostic [en] corporate spin-off [en] strategic decision [en] SME |
Discipline(s) : | Sciences économiques & de gestion > Stratégie & innovation |
Public cible : | Chercheurs Etudiants |
Institution(s) : | Université de Liège, Liège, Belgique |
Diplôme : | Master en sciences de gestion, à finalité spécialisée en management général (Horaire décalé) |
Faculté : | Mémoires de la HEC-Ecole de gestion de l'Université de Liège |
Résumé
[en] Many great generals had understood it : a good strategy, whether in warfare or in
business, starts with evaluating its own strenghts and weaknesses, but also with evaluating
its ennemies’. Building a strategic diagnostic is a significant task. It involves many
iterations, good information gathering, a critical mind and deductive skills.
This master thesis, entitled « Strategic diagnostic of a company aiming for a corporate
spin-off », tries to evaluate the company Micromega Dynamics in order to evaluate
a potential corporate spin-off. We first did a complete strategic diagnostic based on a
model proposed by A. C. Martinet, which regroups both internal and external analysis of
the company. This measurement of efficiency is dependent on three main components :
« strategic position », « resources » and « resources implementation ».
First of all, we have clarified some theoretical aspects of this subject. Then we
have interviewed the company’s management in order to get a first idea of the company’s
culture and apparent strategy. We followed by building the complete diagnostic supported
by the gathering of information on strategic business units, human resources, financial
resources... We proceeded to define a strategic profile of the company which allowed us
to recommend or not a corporate spin-off.
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