Areva Strategic Diagnosis

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Areva is the world leader in civil nuclear energy, employing just over 75 000 employees across the five continents. Its integrated business model means that its activity is divided into 4 main business units that cover the entire process of energy production, from uranium extraction (Areva NP) to the concept and construction of nuclear plants (Areva NC), all the way to the transmission & distribution (Areva T&D) of electricity. Our choice of Areva for this presentation was not made randomly. Rather, the reasons were threefold: * First and foremost, we have seen omnipresent daily media coverage of the Iranian nuclear program which could well materialize into being the next open arms conflict in the world. * Secondly, as Frenchmen, Areva is naturally one of the companies we refer to when we talk about « economic patriotism » to use Mr. De Villepin’s words, as the exceptional combination of technical and scientific expertise it mobilizes makes it one of the « fleuron » of the french industry. May we also point out that the CEO is the only woman CEO in the SBF 120 index representing the 120 biggest French firms! * And last but not least, it concerns us all as citizens if only for issues such as security of the aforementioned plants (eg. Incidents in Tchernobyl and more recently and nearer to us Tricastan) and the livelihoods of our future children, in terms of management of nuclear waste and other legitimate sustainable development-linked questions the company’s activity raises. In this regard, it seemed to us that the strategy diagnosis and the analysis of Areva’s external environment was a particularly interesting case to study. ------------------------------------------------- The external environment analysis For the purpose of this paper, we will refer to mainly three considerations when we speak of a firm’s external environment: the

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