Estratégia de posicionamento: o caso da Fortcópias Bueno, Janaína Maria; Domingues, Carlos Roberto; Soares, Willon Henrique Sousa ...
Revista da micro e pequena empresa,
11/2021, Volume:
15, Issue:
2
Journal Article
Open access
Resumo Este caso para ensino apresenta a trajetória da empresa de Júnior, um empreendedor que abriu um negócio de impressão rápida, em 2010, em uma cidade de médio porte da região Sudeste, com a ...intenção de fornecer serviços por um preço baixo e com máxima qualidade tanto em prazos como nos serviços e, assim, ganhar o mercado local e de cidades menores vizinhas. Ao longo da trajetória da empresa, o mercado sofreu mudanças e Júnior precisou rever sua estratégia de atuação para garantir um lugar no mercado. Até o ponto em que surgiu a possibilidade de focar em um cliente específico sendo fornecedor de máquinas e equipamentos de impressão e reprografia. Esta decisão acarretará na mudança do escopo de atuação da empresa, no crescimento do endividamento com aquisição de máquinas e equipamentos, e dependência de um único cliente. Em contrapartida, este cliente (um grupo empresarial) garantirá um faturamento mínimo e demandará por expansão de atuação para outras localidades. O objetivo pedagógico com o caso para ensino é auxiliar na compreensão do papel da competição entre empresas no mercado, sobre as dificuldades enfrentadas por pequenas empresas frente à concorrência e os possíveis encaminhamentos a partir da análise do setor de atividade e consequentes escolhas estratégicas. A partir da coleta de dados feita por meio de entrevistas com o empreendedor, foi possível destacar as decisões que levaram à definição de diferentes posicionamentos estratégicos da empresa que podem resultar em vantagens e a possibilidade de crescer, mas que também trazem novos desafios e incertezas. O caso pode ser aplicado em disciplinas que tratem sobre Estratégia e Gestão Empresarial. Palavras-chave: Estratégia competitiva. Posicionamento de Mercado. Estratégias Genéricas. Caso de Ensino.
Inter-firm competition in the field of aviation, which accelerates through liberalisation and globalisation trends, has been investigated by numerous studies in the post-deregulation era; however, it ...has not been adequately addressed in Turkish aviation market. The aim of this study is to unveil the business strategies and strategic typologies of Turkish passenger carriers, as well as the degree of involvement of firms in the strategic planning process, the current outlook, and the competitive structure of the Turkish passenger air transport industry. The research is designed in a way to collect data through interviews with senior executives of the airlines. In terms of findings, the study concludes that five scheduled airlines and three charter airlines have attempted to implement more than one generic strategy at the same time as an “integrated cost and differentiation strategy,” with the primary strategy being cost leadership. Moreover, the passenger carriers in question displayed the features of “analysers-defenders” mainly linked to the competitive typology viewpoint. This study is believed to lead to a deeper understanding of potential explanations why companies have made specific strategic choices regarding generic strategies and strategic approaches. Regulators, individual companies operating in the aviation industry and prospective companies, investors, etc. can use the results of the study to regulate the market, better understand their competitors, set their priorities and plans, evaluate, and assess the market.
This paper examines the correlation between generic strategies (differentiation, cost leadership, focus) and the financial scope of action for the development of assets of Swiss hospitals, ...considering strategy as practice (SAP). The results show that it is worthwhile for hospitals to follow one of three generic strategies, but success depends on the design of the chosen strategy. The results also confirm the strong influence of doctors on hospital performance.
In order to widen the financial scope to develop assets and achieve a high EBITDA margin (earnings before interest, taxes, depreciation and amortization), hospital managers need to have a clear generic strategy (differentiation, cost leadership, focus). However, managers should be very careful when choosing a differentiation strategy. Differentiating their hospitals with a wide range of inpatient treatments can be helpful in achieving success but differentiating their hospital with a wide range of non-inpatient treatments can lower a hospital's performance. Additionally, a hospital's doctors should be included in discussions, because they have a strong influence on hospital performance.
This paper studies the impact of generic strategies on firm performance using a longitudinal study of small and medium-sized enterprises (SMEs) in Austria. In two surveys, data on the strategic ...behavior and performance of the same group of firms were gathered for the period from 1992 to 2002. The study expands existing literature, which provides little evidence whether the persistent commitment to a generic strategy over a longer period pays off or whether strategic change is the rule in SMEs, reflecting their flexibility as a potential competitive advantage. We consider the traditional generic strategies of cost-efficiency and differentiation, but also examine the group of firms that have no clear strategy or are "stuck in the middle." Within this group, we distinguish between those companies that deliberately combine traditional low cost production and differentiation, i.e., follow a combination strategy, firms that change their strategy and those that have no strategy. We argue that a combination strategy is a viable strategic choice for SMEs in the long run. We found that the majority of firms pursued a persistent strategy over a 10-year period, but that companies that changed their generic strategy did not produce inferior results to those that adhered to a single strategy over the entire period. Our results reveal that firms that follow a combination strategy outperform companies with no generic strategy in terms of profitability and growth and achieve higher profitability than companies that follow a differentiation strategy.
Climate change, extreme weather phenomena, droughts, fires etc. are just few examples of man-induced impact, jeopardizing the future of mankind. Businesses are increasingly held responsible for and ...try to manage their environmental impact. Environmentalism and lately sustainability (manifesting an equal pursuit of environmental, social, and economic goals) guide strategic orientation. Whereas large corporations anchor environmentalism in their mission statements and strategic positioning, the strategic reflection of sustainability and especially environmentalism in the business models of small enterprises is less researched. Their entrepreneurship builds on exploiting environmental opportunities and is deemed characteristic for small enterprises, but a lower penetration of strategic instruments paired with a predominant opportunistic behaviour seem to characterize SME´s strategic environmentalism. In order to examine the entrepreneurial environmentalism and the strategic value for SMEs an empiric study leaned on population ecology. An online survey with 291 small enterprises explored environmentalism, strategic profiling, and performance impact in an agricultural and entrepreneurial industry. Study results manifest a positive performance impact of sustainability-oriented and thereby ecologic environmentalism. Ecologic environmental consciousness has been identified for all generic strategic groupings but it separates into two distinctive clusters, one with a process and one driven by market focus. Foremost, eco-centric strategic measures were identified as core levers to increase product quality – a promising finding that secures further strategic ecological environmentalism.
Under limited financial and human resources, factors such as technological progress, increased life expectancy, and increased medical needs argued that health organizations should define their ...strategic direction in line with these challenges. The purpose of this paper is to determine the types of competitive advantage that Romanian healthcare organizations seek, as well as the types of organizational strategy, according to Porter’s Generic Strategy Model, from a Contingency Theory Perspective For this purpose, the collection and analysis of primary data, resulting from the answers provided by a sample relevant to the topic addressed, respectively, employees from the health system were enrolled. Scales measuring the orientation of health organizations toward obtaining competitive advantages through differentiation and through costs, as well as the range of strategic activities, were validated by exploratory factor analysis, and for the analysis of the results used the independent samples t test; additionally, one-way multivariate analysis of variance (One-Way MANOVA) and Hotelling’s T2 test were also used. The results of the research highlighted that, in general, healthcare units aim to achieve superior performance compared to competitors by differentiating the products/services offered, rather than reducing costs, and the tendency to aim to achieve one (or both) type(s) of competitive advantage, as well as the scope of strategic activities in which it is achieved, differ according to several contingency factors, including location in a certain geographical area, the type of health organization, and their age and size.
This study aims to explain the ability to operate rice mills in the long run. This is a qualitative study with a case study design conducted at the Djasa Bhakti rice mill in Turen, Malang. The ...results of this study indicate that the rice mill environment consists of external and internal. External companies consist of consumers, competitors, suppliers, and government policies. Observation of the external environment is done to find out opportunities, especially for observations of competitors and government policies carried out through the PERPADI Business Community. The internal company itself consists of production capabilities, human resources, marketing, and finance. The internal company continues to be improved to get opportunities. Cost leadership strategies are applied to companies that make companies that can sell 50 tons per month and have competitive advantages. Based on its assets and turnover, PP Djasa Bhakti is a medium-scale rice mill SME. Therefore, future researchers can conduct research related to strategy management practices and competitive advantage in both micro and small scale rice mills and other SMEs.
Because current management theories evolved in the context of brick-and-mortar firms, this paper examines three key questions raised by the advent of e-business: (1) Will the strategy types found ...among e-business firms resemble
Porter’s (1980) generic strategies? (2) Will we find performance differences among e-business firms pursuing different types of strategies? (3) Will we find differences in the strategy-performance relationships of pure online firms (pure plays) and firms with both online and offline operations (clicks-and-bricks)? We conclude that integrated strategies that combine elements of cost leadership and differentiation will outperform cost leadership or differentiation strategies. We also argue that, regardless of business strategy type, clicks-and-bricks firms that closely integrate their on- and offline operations will enjoy performance advantages over their pure play counterparts.
PurposeThe purpose of this paper is to identify the strategies that private fitness centres implement and to evaluate their impact on financial performance.Design/methodology/approachBased upon a ...sample of 151 private fitness centres in Portugal, multivariate statistics report the implemented strategies and their effect on financial performance. We applied exploratory factorial analysis as our methodology to identify the types of strategy and the ANOVA in order to verify if there are differences of financial performance in the strategies.FindingsThe results obtained demonstrate how private fitness centres implement different strategies, including: cost leadership, differentiation, focus, quality of service, combined and stuck in the middle approaches. The relationship between strategies and financial performance, private fitness centres adopting a cost leadership strategy obtain the best financial performance levels in terms of the sales variable relative to any other strategy but with the combined strategy returning a better performance in terms of the return on assets when compared with the cost leadership strategy.Originality/valueThe originality of this paper stems from its identification of the strategies implemented by private fitness centres, thus, just what type of strategies are in effect across the fitness industry: leadership through cost, differentiation or a focused strategy. However, in addition to ascertaining just which strategies undergo implementation, it is also pertinent in determining just which strategy drives the best financial performance for private fitness centres given that private centres may only remain in the market when achieving financial sustainability. Therefore, this paper seeks to provide information for managers as regards the strategies implemented and their impacts on the financial performance of private fitness centres.
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