A influência da forma de entrada no posicionamento estratégico das operadoras de telefonia fixa: um estudo das operadoras com atuação no estado do Paraná

• Ano de defesa: 2008
• Autor(a) principal: Ceragioli, Fernando
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Estratégia; Ambiente; Competências; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/2851

This study discusses the way telephone carriers in Brazil are affected by how they entered the market. Two of these companies (Brasil Telecom and GVT) were analyzed and the results show that the entry mode determines the way they face the environment and also the way the environment influences their strategic choices, their strategic positioning and the competences they have and develop. The methodological approach involved case studies of the above mentioned organizations, by means of semi-structured interviews for the collection of primary data and document analysis of secondary data, specially those companies' annual reports. Such data were grouped and confronted with a model that was put together by the researcher, which aggregated three well-known evaluation models: those proposed by Hrebiniak and Joyce, Hax and Wilde II and Fleury and Fleury. Results show that companies react in distinct ways to the environment, making different strategic choices and developing their organizational skills to support their strategies. GVT, as a mirror company, was driven to a market positioning focused on achieving better return on the invested capital, supporting niche markets comprising richer customers. The company adopted a strategic positioning based on differentiation, attempting to provide the best product. It developed skills on mass services mainly following the service shop approach. Brasil Telecom positioned itself by means of three major strategies: it also attempted to provide richer customers with more sophisticated services, it tried to keep a system lock-in for the markets where there is no competition, which was a consequence of the company’s entrance mode and started developing solutions for enterprise customers. The skills developed by Brazil Telecom covered the three positioning possibilities: mass services, service shop and professional services. In addition to those findings, the study also provides a distinct way of analyzing a the telecommunications' industry, which may be useful to analyze other regulated markets, such as the energy industry, which may still be privatized in Brazil.