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Master

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ARQUITETURA DE NEGÓCIOS SUMÁRIO Matriz Swot.......................................................................................... 3 Aplicação da Análise SWOT no Caso IBM .......................................... 4 Discussão: Forças e Fraquezas .......................................................... 5 Discussão: Oportunidades e Ameaças ................................................ 6 Propostas e Estratégias ...................................................................... 8 Bibliografia..........................................................................................10 2 Matriz Swot A análise Swot foi criada por Kenneth Andrews e Roland Cristensen, ambos professores da Harvard Business School. O objetivo é estudar a competitividade de uma organização, a partir de quatro variáveis: Strenghts (Forças)

Weaknesses (Fraquezas) Oportunities (Oportunidades) Threats (Ameaças) Através das quatro vertentes, pode se fazer o inventário das forças e fraquezas da empresa, das oportunidades e ameaças do meio em que a empresa está inserida. Chiavenato & Sapiro (2003), aponta que a função da Swot tange em realizar o cruzamento das oportunidades e ameaças externas à organização junto aos seus pontos fortes e fracos. Na avaliaçao estratégica que se faz a partir da matriz SWOT, relaciona­se as ameaças e oportunidades presentesno ambiente externo com as forças e fraquezas que são mapeadas no ambiente interno da empresa. As vertentes servem como indicadores da atual situação da organização, como apresentado na figura acima. 3

Aplicação da Análise SWOT no Caso IBM Forças Comitê de gestão para análise e tomada de decisões; Crenças básicas definidas antes de 1993; Benefícios indiretos eram enfatizados; Fraquezas Permitiu que a indústria de informação acreditasse que os grandes computadores eram caros; Queda das Vendas do S/390; Mkt da IBM não havia segmentação e nem análise de concorrência. Muitas empresas faziam a publicidade (sem padrão); Sem uma pessoa responsável pelo MKT Global; Demora da IBM em fornecer computação distribuída; Meados de 80, IBM era uma empresa de um único produto: Mainframe; OS/2; Falta de integração entre os 155 centros de dados da IBM; Prejuízo nos impostos de 400 milhões de dólares (Ano anterior lucro de 1 bilhão de dólares);

Comunicação falha (IBM dividida em unidades geográficas / divisões de produtos), sem alinhamento; Respeito pelo indivíduo deturpado (cultura de “direito adquirido”); Colaboradores dissidentes – atrasavam o processo decisório; Unidades de apoio duplicadas, sem confiança para solicitar tarefas para outras unidades; Muitos participantes em reuniões para defesas de seus feudos; Gestão dos negócios ineficientes e caros (128 pessoas com CIO noscargos); Linguagem de sistema de contabilidade diferentes e não integrados (266 diferentes); Oportunidades Desenvolvimento de uma nova arquitetura para evolução da tecnologia bipolar p/o CMOS – permitindo redução de custo; Embora tenham surgido empresas na década de 90, o cliente tinha que integrar os sistemas; Ameaças Queda da participação de mercado em 1993; Preços da Hitachi e Fujitsu 30% a 40% mais baixos; Não conseguia medir o grau de satisfação dos clientes, uma ameaça para perdê­los para a concorrência; Nos anos 80 surgiram empresas especializadas em Banco de Dados, sistemas operacionais;

Década de 90 muitas empresas de computação surgiram, resultando em preços baixos; Lei anti­trust ; Unix; Pessoas de áreas técnicas e vendas ganhavam menos que o mercado; Colaboradores discordando das decisões – declaravam a si mesmo como dissidentes; Executivos presidiam processos ao invés de resolver os problemas; Pacote de benefícios e remuneração dos executivos muito baixo. Pouca diferenciação no sistema de remuneração; 4 Discussão: Forças e Fraquezas Com o dogma criado pelo mercado de tecnologia de que grandes computadores eram caros e complexos, e pela falta de ação da IBM em agir contra essa conceito de mercado logo no início de quando foi proposto, a IBM conssentiu (mesmo que inconscientemente) em perder força em seu principal produto de venda, fonte de 90% dolucro, o que foi um dos grandes causadores da crise financeira enfrentada pela empresa na década de 90. O fato de o mainframe ser o único produto da coorporação foi uma bomba nessa crise. Sem produtos e estratégias para contornar a situação de que a demanda do mercado estava mudando, a IBM viu seus concorrentes crescerem e não tinha muita idéia do que fazer para contornar a situação negativa. Aliado a isso, havia também o fato de que

o marketing da empresa não era centralizado e padronizado, o que fez com que a empresa perdesse credibilidade em passar uma imagem forte e comum ao redor do mundo, o que foi explorado pelas empresas concorrentes que assumiram nichos de mercado que não eram explorados pela IBM. A gestão estratégica da empresa não era boa. Gestão de negócios cara, divisões de produtos em unidades geográficas sem alinhamento, comunicação interna falha, falta de processo e alinhamento entre colaboradores, centros de dados não integrados: todos esses pontos foram motivos que contribuiram fortemente para o fracasso da empresa no período do case. A indústria da informação estava mudando e a IBM não se atentou à isso. A empresa entrou em crise e não havia soluções aparentes devido a tantas fraquezas que se encontravam naquele momento, o que culminou em sua quase falência. Por outro lado, alguns pontos fortes existiam neste cenário conturbado: O fato da empresa ter valores focadosem excelência e qualidade aos clientes que foram definidos muito antes da crise contribuiram em guiar a gestão na busca de soluções para o momento. O comitê de gestão para análise e tomada de decisão era um ponto forte importante diante de tantas fraquezas: Com muitas coisas para resolver, no comitê era possível estabelecer marcos de pontos a melhorar e sugestões e idéias sobre inovação que eram trazidas para serem analisadas e a partir disso tomar decisões, ou seja, existia um ponto para centralizar

as idéias para mudanças e estabelecer decisões conjuntas e pensadas e, estabelecidas por um grupo de pessoas que teoricamente continha pessoas aptas a lidar com situações bastante adversas e com o fato de ter que tomar decisões importantes e propor soluções para o momento de crise que a empresa vivia. 5 Discussão: Oportunidades e Ameaças As vendas caíram muito nesse período, sendo este o primeiro déficit de sua história. As pessoas ficaram apreensivas, o que ocasionou ameaças para a companhia. Além da insatisfação dos clientes e a informação no mercado de sua quase falência, a IBM demonstrava descrédito para todos. Neste período do case, a IBM não conseguia medir o grau de satisfação em pesquisas com clientes devido às diversas falhas neste processo que não consolidava as diversas informações que recebia, e assim o setor estratégico ficou sem saber onde agir. O resultadodisso foi clientes insatisfeitos e que começaram a migrar para outras empresas que iam surgindo no mercado. Uma das oportunidades analisadas se refere a mudança do foco do negócio na empresa, passando da especialização em produção de software para hardware, onde se encontrava uma maior abrangência e oportunidades no mercado atual. O cliente conseguia

comprar produtos mais baratos. Nesse período os concorrentes aproveitaram e diminuíram cerca de 30 a 40% dos valores de seus produtos (Hitachi e Fujitsu). Dessa forma, a IBM se tornava cada vez menos competitiva e saindo de cena do mercado. Sobre a competitividade: [...] valor é o montante que os compradores estão dispostos a pagar por aquilo que uma empresa lhes fornece (...) Uma empresa é rentável, se o valor que ela impõe ultrapassa os custos envolvidos na criação do produto. (NAGLE, 2007, pág. 84). A IBM no ano de 1993 não apresentava estratégias rentáveis, e os clientes estavam em busca de novas alternativas no mercado. Uma das grandes oportunidades que a IBM poderia ter explorado mais e não o fez se deve ao fato de que, empresas especializadas em gerenciamento de banco de dados (SGBD) surgiram nos anos 80, porém com certo “gap”, pois as análises de dados nos projeto de implementação desses SGBD`s não eram muito sofisticadas e sempre que era necessário, tinha que ser feita de forma “manual / artesanal”, ou seja, levantavam­se osdados e posteriormente eram formatados conforme necessidade, e só depois disso se podia fazer análises, muitas feitas fora de sistemas computacional. Os bancos de dados relacionais traziam tecnologia no processamento das informações e a IBM não acompanhou esta tendência. Embora tenha desenvolvido em seus laboratórios banco de dados relacionais, não os disponibilizou para o mercado. 6

As ameaças para a IBM estavam cada vez mais evidentes, a chegada do sistema operacional UNIX, surgiu com uma grande ameaça para os mainframes. De acordo com Martins (2007), ameaças: são atividades que podem levar a empresa para uma redução de receita ou até mesmo a seu desaparecimento. Estão ligadas aos concorrentes e novos cenários, desafiando a atual estratégia do empreendimento. Para evitá­las devem ser analisados seus graus de possibilidade de ocorrerem e níveis de gravidade. Mais uma das ameaças à IMB: remuneração baixa dos executivos, nos quais a companhia não poderia perdê­los, uma vez que eram pessoas foco na organização. Em 2006 foi realizada uma entrevista para a revista Exame, com o Ex­Presidente da IBM, Louis Gerstner Jr., e uma das perguntas estava relacionada como pagamento de benefícios aos executivos na forma de opções de ações (stock options), e ele traz: “As opções de ações são como qualquer outra ferramenta e, se forem gerenciadas corretamente, elas serão bastante efetivas. Mas, seforem exploradas e usadas de maneira inapropriada, podem tornar­se perigosas. Acredito que as opções deveriam ser um prêmio dado a alguns funcionários como uma maneira de permitir­lhes possuir ações da empresa.” Sua liderança visionária traz nesta entrevista o quanto de pensamento estratégico Louis teve de ter, uma vez que seria feita uma aposta, no qual precisaria de um acompanhamento gerencial, para que o resultado fosse positivo, tanto para os executivos, quanto para a empresa. Embora tenham surgido empresas na década de 90, o cliente tinha que integrar os

sistemas, e aí estava uma grande oportunidade para a IBM que possuía um excelente background e know­how em software para realizar essas integrações. Era a chance de melhorar a reputação no mercado, aproveitar o nicho de clientes dessas implementações e oferecer também seus novos produtos, focados em hardware. 7 Propostas e Estratégias A proposta inicial para a IBM está relacionada à insersão de políticas claras e objetivas para os colaboradores. O primeiro ponto é estruturar uma Cultura Organizacional para a companhia, visando o alinhamento de visão e estratégia dos colaboradores. O processo de transformação de cultura cabe­se a uma diversa gama de mudanças, das quais os colaboradores precisam estar abertos para realizá­las. Sua essência está na mudança de comportamento. O conceito para a mudança organizacional estádiretamente relacionado ao funcionário se sentir parte integrantre do time, e acima disso, possuir o sentimento de “dono” de si, da figura que faz parte de algo maior, da corporação como um todo. Dessa maneira, as áreas da empresa precisariam trabalhar em equipe, buscando um único objetivo: salvar a empresa da falência. A partir disso, entrar mais a fundo na questão de ser a empresa líder do mercado,

estimular todos os funcionários e colaboradores de que esse é o lugar da empresa e voltar a atingir esse posto. Para isso o posicionamento da IBM seria realizar uma integração das áreas, entre elas: marketing e publicidade, chegando em uma única diretriz. Criar uma área corporativa na qual sairiam as decisões de como abordar o cliente, da forma que fosse mais instigante. A reestruturação da área de Marketing é uma proposta para redesenhar os processos que estavam sendo mal geridos. Um grande investimento deveria ser realizado na área de Endomarketing, para que inicialmente os colaboradores “comprassem” a ideia de que são donos do negócio, e que cabem à eles “vender” a nova IBM para o mercado. Em seguida, um investimento ao Marketing externo, com campanhas publicitárias unificadas, proporcionando visão e alinhamento, com o objetivo de reconquistar a confiança dos clientes. Nesse ambiente de clientes externos, deve­se avaliar, por exemplo, a mudança de hábitos do consumidor, surgimentos denovos mercados, diversificação, entrada de novos concorrentes, produtos substitutos (CHIAVENATO e SAPIRO, 2003). Feita essa análise, a empresa passaria a vender a imagem que outrora possuía, como marca de qualidade e satisfação, alinhado a uma parte desse marketing no âmbito de empresa inovadora e atenta às mudanças de mercado.

Paralelo a recuperação de uma boa imagem no mercado, seria também necessário uma reestruturação da gestão estratégica e administrativa na corporação. Áreas separadas, comunicação falha, processos não integrados: tudo isso precisaria ser revisto utilizando­se 8 das ferramentas atuais que a empresa já possuía no momento, porém focando em organização e certa centralização das ações de coordenação global. Possivelmente a criação de uma área especifica em controlar a questão da crise, que coordenasse os comitês, fazendo assim que o processo e as ideias para sair dessa situação estivesse alinhado globalmente, e sempre de forma coordenada. Cortes nos gastos para acumular capital para endossar as ações anteriores. Gastos com os centros que não produziam agregação de valor em venda de produtos teriam de ser reduzidos ou melhor aproveitados, pois os produtos gerados nos centros de pesquisas não viravam receitas. Análise da demanda do mercado: A IBM por muitos anos e por estar no topo do mercado deixou de lado os questionamentos para entender o que o mercadoestava demandando. Então seria necessário avaliar as tendências atuais, pensando no que havia de bom na atualidade e enfatizar isso. Sempre atenta ao momento de crise em que as soluções precisavam ser muito rápidas, não havia prazo e nem budget para grandes

análises e ideias inovadoras. Então analisar e verificar que o mercado demandava o que ela já tinha em mãos para oferecer: os centros distribuídos. Retomar e focar em produtos a partir desses centros e capitalizar rapidamente com esses produtos. 9 Bibliografia PIMENTA, Angela. Como salvei a IBM? Disponível em: http://exame.abril.com.br/revistaexame/edicoes/0786/noticias/como­salvei­a­ibm­m00524 31. Acesso em: 10/02/2014. CHIAVENATO, Idalberto; SAPIRO, Arão. Planejamento Estratégico: fundamentos e aplicações. 1. ed. 13° tiragem. Rio de Janeiro: Elsevier, 2003. MARTINS, Marcos Amâncio P. Gestão Educacional: planejamento estratégico e marketing. 1. ed. Rio de Janeiro: Brasport, 2007. NAGLE, T e HOGAN, J. Estratégia e táticas de preço: um guia para crescer com 17 lucratividade. São

Paulo: Pearson Education do Brasil. Disponível em: http://www.faap.br/revista_faap/estrategica/estrategica_9.pdf. Acesso em: 10/02/2014. VASCONCELOS, Isabella Francisca Freitas Gouveia de. IBM: o desafio da mudança. In: Revista de Administração de Empresas. São Paulo: EAESP/FGV, p. 84­97, mai/jun 1993

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