Processo de formulação de estratégia competitiva pelo modelo Campos e Armas da Competição (CAC): verificação da sua validade em empresa fabricante de aparelhos de telefonia celular (HANDSETS)

Abstract

Strategy has a focus on better explaining why companies have different performances and how they obtain competitive advantage. In this context, Dyer e Singh (1998) believe two visions are mainly considered: (1) Industry Structure proposed by Porter (1980), (2) Resource Based-View, developed by the studies of Barney (1991), Dierickx & Cool (1989) and Rumelt (1984). However, recent studies point out that both visions are limited, therefore new studies are being made, one of which is the Campos e Armas da Competição (CAC Model) , which was proposed by Contador (2008), tested and validated in several sectors of the Brazilian economy. Contador concentrated himself in the validation of the CAC Model, but in his model he also proposed a Competitive Strategy Formulation Process which has not been validated so far. Therefore the objective of this study is to verify the validation of the CAC´s Competitive Strategy Formulation Process, through a case study in a large Handset Manufactor, located in the city of São Paulo, Brazil. The methodology is divided in two parts: (1) business competitive strategy formulation process and the definition of the operational competitive strategies through the CAC Model to the studied company, (2) to verify if the studied company´s directors would accept the strategic actions suggested by the CAC Model. Having followed every step conceived by the model this study concluded in favor of the validation of the mentioned process through the CAC model.