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Competitive Estrategies

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Submitted By dimas1
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Estratégia Competitiva e Corporativa
Prova Final – FI
07/12/2010

Questão 1
De um lado, a movimentação da Sara Lee e da Ethical Coffee pode ser prejudicial, pois a Nestlé deixará de ganhar com o “monopólio” da venda de cápsulas customizadas à máquina da Nespresso. Entretanto, a movimentação pode gerar algum efeito positivo pois permite um aumento na oferta de cápsulas, que é um produto complementar à máquina da Nespresso. Vendo essa maior oferta de produtos complementares, os consumidores podem se incentivar mais a investir na máquina. O efeito final dependerá do balanço entre esse efeito negativo e positivo. Esse dilema é similar ao caso da Sony pois, às vezes, pode ser interessante não ter controle total sobre “conteúdo” e deixar que outras empresas entrem oferecendo filmes, músicas, etc. compatíveis com determinados aparelhos (até mesmo, de forma mais escusa, via “pirataria”).

Questão 2
Mesmo que as “sinergias” de fato existam e possam ser exploradas (como indicado pelo enunciado), podem existir diversos conflitos internos. Por exemplo, os controladores da família podem ser tentados a oferecer serviços do Grupo Abril a preços ou condições mais satisfatórias para a Abril Educação. Isso pode ser, eventualmente, prejudicial ao acionista minoritário no Grupo Abril, a Naspers, que não tem posição na área de educação do grupo. Trata-se do problema de “transação entre partes relacionadas” (tunneling), discutido em aula.

Questão 3 a) Khanna & Palepu argumentam que em países emergentes existem “lacunas institucionais” que favorecem a expansão de grupos. Por exemplo, na presença de sistema jurídico ineficiente, mercado de capitais menos desenvolvido e altos custos de transação na economia, os grupos podem obter benefícios desenvolvendo um “mercado de capitais interno” e resolvendo disputas internamente, dentro da sua hierarquia.

b) A princípio, a entrada de uma nova firma, potencialmente trazendo novos investimentos a um dado setor, pode acabar reduzindo a concentração de mercado e aumentando a competição (segundo o paradigma “Estrutura-Conduta-Desempenho”). Contudo, o problema, nesse caso, é que a CSN é um grupo diversificado. Ao entrar em cimento, aumenta sua sobreposição de negócios com o grupo Votorantim, que tem forte peso nesse setor. Podem então surgir estratégias típicas de competição em múltiplos mercados. Por exemplo, mesmo entrando a cimento, a CSN pode não ser tentada a tomar ações agressivas com medo de uma retaliação do grupo Votorantim em siderurgia, onde ambos estão presentes. No final, pode haver uma redução, ao invés de um aumento, na intensidade de competição.

Questão 4 a) A princípio, o investimento é interessante, pois o lucro “prometido” com o investimento customizado, em um período de 10 anos [ignorando juros: 100 mil lotes * 10 anos * ($24 - $18) - $1 milhão = $5 milhões] é maior que o lucro atual, sem o investimento [100 mil lotes * 10 anos * ($22 - $18) = $4 milhões]. Contudo, há o risco de, após ser feito o investimento irrecuperável, o distribuidor pedir descontos de preços (hold-up). Se este conseguir forçar o preço para abaixo de $23, teria sido melhor para a empresa de confecções ficar com o processo normal, não customizado, pois o investimento não se pagaria. Atentando para esse problema, o distribuidor deveria perguntar quais garantias contratuais seriam aplicadas no seu caso, para que ele tenha segurança no investimento.

b) O fato do distribuidor obter uma margem de $4 por lote não implica que a empresa confecções conseguirá o mesmo. Alguns fatores críticos a serem considerados são: - O distribuidor tem uma elevada escala e é especializado na atividade de transporte. Assim, é preciso avaliar qual o custo da empresa de confecções caso decida entrar na área de distribuição. Possivelmente, a sua escala não será suficiente elevada para garantir custos de transporte mais baixos. - Ao ampliar as suas fronteiras, a empresa de confecções irá adicionar custos administrativos para gerir uma nova unidade (terá que lidar com conflitos de agência e influência adicionais), que precisarão ser menores que os custos atuais (de transação) com a operação terceirizada. Assim, é preciso avaliar se a empresa tem competências gerenciais para lidar com conflitos decorrentes da expansão das fronteiras.

Questão 5 a) É provável que a rede A tenha desempenho mais sustentável. Primeiro pois investe mais em marca e propaganda, logo tendendo a acumular, ao longo do tempo, um recurso mais raro e difícil de imitar. Segundo pois, com maior integração vertical, há menos risco de vazamento de informações críticas da rede, que podem ser usadas pelos franqueados em outros negócios concorrentes.

b) Usando os dados acima, dois fatores parecem diferir substancialmente entre as redes: - A rede A investe mais em marca e propaganda que a B. Como se trata de investimento específico, pode ficar mais difícil convencer franqueados externos a customizarem seu conhecimento e seus investimentos fixos para uma rede que investe bastante em diferenciação de marca; além disso, a rede pode temer que, com franqueados externos, estes tenham menos incentivo para zelar pela qualidade do serviço e manter uma boa reputação associada à marca. Por isso, pode desejar se expandir mais com lojas próprias. - A rede B tem lojas mais distantes da sua sede. Imagine, por exemplo, que a rede B procure se expandir mais em mercados distantes e até mesmo internacionais, de pouco conhecimento dos gestores da rede. Nesse caso, pode ser desejável utilizar parceiros externos (franqueados), que contribuirão com seu conhecimento local para estimular as vendas e, ao mesmo tempo, obterão parte dos lucros com a operação local. Isso ajuda, também, a reduzir a necessidade de monitoramento mais direto, dado que a sede corporativa é mais distante das lojas no caso B.

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