strategic analysis
MUSIAM PARIS
By Chloé Dekens, Paul Duranteau, Roxane Nicolas,Diego Andersson, Rao Qinyun
INTRODUCTION
EXTERNAL analysis
INTERNAL analysis
our strategy
MUSIAM
INTRODUCTION
Musiam Paris is a catering and event management company operating within prestigious cultural institutions in France (mostly museums). With 40 years of expertise, Musiam has carved out a niche in cultural gastronomy, providing tailored dining experiences that harmonize with the historical and artistic contexts of its venues.
Introduction
SOME examples
EXAMPLES
Introduction
OUR strategic issue
Musiam Paris, while excelling in museum-based cultural gastronomy, faces strategic limitations that make diversification essential for long-term growth.
ISSUE
1. The museum industry has limited growth potential.
2. Musiam’s over-reliance on museums presents further challenges.
3. Competition in the experience-driven catering industry is becoming more intense as key players diversify their offerings.
How can it diversify outside the museum sector while keeping its brand image and prestige ?
Introduction
INDUSTRY
EXTERNAL ANALYSIS
We need to focus on a specific industry. Musiam operates most specifically within the experience-driven catering industry.
External
Porter's Five Forces
1. Competitive Rivalry : High both locally and internationally with big players.
5 FORCES
2. Threat of Subsitutes : High due to diverse accessible options like casual dining, on-site restaurants, food delivery services and even virtual dining. Other immersive experiences not implying catering are also numerous.
3. Bargaining Power of Buyers : Quite High, with many alternatives and rising expectations for premium, experience-driven catering services.
4. Bargaining Power of Suppliers : Moderate, local qualitative food can be hard to find but the team is adaptable. Regarding the location, it is more complicated to adapt.
5. Threat of New Entrants : Low, long-lasting partnerships, high infrastructure investment, skilled workforce, expertise in a niche-market.
External
KEY SUCCESS FACTORS
KSF
Who are the customers? What do they want?
How intense is competition? How can MUSIAM Paris obtain a superior competitive position?
What drives competition? Main dimensions of competition
Excellence in culinary and customer service standards.
Strong Brand Reputation and Credibility.
Tailored Culinary Experiences.
Brand Positioning and Storrytelling.
Creative Agility and Innovation.
Innovation.
Strong Partnerships.
Adaptability and Range of Offerings.
Commitment to Enhance the Visitor Experience
External
Cultural and Historical Integration.
Political
PESTEL
Legal
Economic
PESTEL
Social
Environmental
Technological
External
AIMS
Internal ANALYSIS
The mission is to create and operate destination catering concepts and event services that are in tune with the history of the site and the expectations of the public.
1. High standards and operational know-how.
2. Be much more than restaurants.
Internal
GOVERNANCE
GOVERNANCE
Musiam Paris
WSH
- The Board of Directors (mainly from WSH) oversees new propositions.
- Only oversight the strategy of the company but Musiam Paris is strategically independant.
- The CEO set the strategy of the company, ensure investor relations and other stakeholders.
- Build propositions for new tender process.
Internal
Resource-Based View
RESOURCES
Tangible Resources : Prestigious Locations Physical Infrastructure
Intangible Resources: Brand Equity Partnerships Human Capital
Expertise : Operational Cultural
Internal
VRIO
nimitability
rganisation
alue
arity
on brand image
Internal
OUR STRATEGY
PLAN
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
What businesses should we be in? Musiam Paris should pursue related diversification within the cultural segment.
Expanding into non-museum cultural venues while staying in the cutural field would ensure coherence with its brand identity. It a very promising field.
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
How do we achieve competitive advantage in this market ? With competitors expanding their experiential offerings, Musiam must redefine its unique value proposition. Adopt a differentiation strategy.
How can Musiam be different ? - Create even more immersive experience that resonate with the cultural and historical significance of each venue in every possible way. - Play on exclusivity and avoid becoming a mass-market brand.
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
How do we implement the business strategy effectively?
Marketing and Branding Operations Human Resources
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
SOME examples
EXAMPLES
Strategy
Thank YoU
Don't hesitate if you have any question !
Musiam
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Transcript
strategic analysis
MUSIAM PARIS
By Chloé Dekens, Paul Duranteau, Roxane Nicolas,Diego Andersson, Rao Qinyun
INTRODUCTION
EXTERNAL analysis
INTERNAL analysis
our strategy
MUSIAM
INTRODUCTION
Musiam Paris is a catering and event management company operating within prestigious cultural institutions in France (mostly museums). With 40 years of expertise, Musiam has carved out a niche in cultural gastronomy, providing tailored dining experiences that harmonize with the historical and artistic contexts of its venues.
Introduction
SOME examples
EXAMPLES
Introduction
OUR strategic issue
Musiam Paris, while excelling in museum-based cultural gastronomy, faces strategic limitations that make diversification essential for long-term growth.
ISSUE
1. The museum industry has limited growth potential.
2. Musiam’s over-reliance on museums presents further challenges.
3. Competition in the experience-driven catering industry is becoming more intense as key players diversify their offerings.
How can it diversify outside the museum sector while keeping its brand image and prestige ?
Introduction
INDUSTRY
EXTERNAL ANALYSIS
We need to focus on a specific industry. Musiam operates most specifically within the experience-driven catering industry.
External
Porter's Five Forces
1. Competitive Rivalry : High both locally and internationally with big players.
5 FORCES
2. Threat of Subsitutes : High due to diverse accessible options like casual dining, on-site restaurants, food delivery services and even virtual dining. Other immersive experiences not implying catering are also numerous.
3. Bargaining Power of Buyers : Quite High, with many alternatives and rising expectations for premium, experience-driven catering services.
4. Bargaining Power of Suppliers : Moderate, local qualitative food can be hard to find but the team is adaptable. Regarding the location, it is more complicated to adapt.
5. Threat of New Entrants : Low, long-lasting partnerships, high infrastructure investment, skilled workforce, expertise in a niche-market.
External
KEY SUCCESS FACTORS
KSF
Who are the customers? What do they want?
How intense is competition? How can MUSIAM Paris obtain a superior competitive position?
What drives competition? Main dimensions of competition
Excellence in culinary and customer service standards.
Strong Brand Reputation and Credibility.
Tailored Culinary Experiences.
Brand Positioning and Storrytelling.
Creative Agility and Innovation.
Innovation.
Strong Partnerships.
Adaptability and Range of Offerings.
Commitment to Enhance the Visitor Experience
External
Cultural and Historical Integration.
Political
PESTEL
Legal
Economic
PESTEL
Social
Environmental
Technological
External
AIMS
Internal ANALYSIS
The mission is to create and operate destination catering concepts and event services that are in tune with the history of the site and the expectations of the public.
1. High standards and operational know-how.
2. Be much more than restaurants.
Internal
GOVERNANCE
GOVERNANCE
Musiam Paris
WSH
Internal
Resource-Based View
RESOURCES
Tangible Resources : Prestigious Locations Physical Infrastructure
Intangible Resources: Brand Equity Partnerships Human Capital
Expertise : Operational Cultural
Internal
VRIO
nimitability
rganisation
alue
arity
on brand image
Internal
OUR STRATEGY
PLAN
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
What businesses should we be in? Musiam Paris should pursue related diversification within the cultural segment.
Expanding into non-museum cultural venues while staying in the cutural field would ensure coherence with its brand identity. It a very promising field.
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
How do we achieve competitive advantage in this market ? With competitors expanding their experiential offerings, Musiam must redefine its unique value proposition. Adopt a differentiation strategy.
How can Musiam be different ? - Create even more immersive experience that resonate with the cultural and historical significance of each venue in every possible way. - Play on exclusivity and avoid becoming a mass-market brand.
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
OUR STRATEGY
PLAN
How do we implement the business strategy effectively?
Marketing and Branding Operations Human Resources
CORPORATELEVEL
BUSINESS LEVEL
FONCTIONAL LEVEL
Strategy
SOME examples
EXAMPLES
Strategy
Thank YoU
Don't hesitate if you have any question !