A BUSCA DA SOBREVIVÊNCIA DE UM GRANDE FABRICANTE DE TUBOS DE AÇO, A PARTIR DA ADOÇÃO DAS ESTRATÉGIAS GENÉRICAS DE PORTER: UM ESTUDO DE MÉTODO EXPERIMENTAL

• Ano de defesa: 2008
• Autor(a) principal: Pedrinha, Fernando Luiz Junger
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Programa de Pós-graduação em Sistemas de Gestão; Segurança do Trabalho, Meio-ambiente, Gestão pela Qualidade Total
• Palavras-chave em Português: Commodity; Diferenciação; Marca. Focalização; Estratégias Genéricas; Differentiation; Brand; Focus; Generic Strategies; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO
• Link de acesso: https://app.uff.br/riuff/handle/1/21342

By definition, commodities are products and services that customers perceive to be exactly the same. A market becomes a commodity market if the suppliers choose not to differentiate themselves, either through their products/services, or through their brands. Companies that sell products such as, for example, steel tubes, tend to emphasize operations and sales over marketing, striving to unload as much inventory as possible at the prevailing market price. Viewing themselves as commodity producers, they particularly overlook the nonfunctional features of their products delivery speeds, after-sales service, distribution, pricing, customer servicing, segmentation, positioning and communication. The biggest challenge facing manufacturers is how to differentiate their commodity. In these markets the key to success towards a marketing strategy has to do with of the company in finding and capturing the value of intangible benefits and build strong brand names that can provide a kind of differentiation in the mind of consumers. Due to their experiences in a highly commodity-oriented market as well as in a highly globalised scenario, the company Apolo Steel Inc. The greatest domestic manufacturer of steel tubes opted for a management model turned to Porter s generic strategies. This study aims to analyze the adoption of these strategies, which were basically drawn out of two kinds of approach: focus and differentiation. The former prioritizes sales action with the galvanized products group, the most profitable one in their portfolio. The latter works towards a strong brand name. The relevance of this approach grows in a Cartesian sector, opposed to intangible questions such as the importance of a strong brand name to the company survival and perpetuation. At the same time, Apolo Steel Inc. contracted out IBOPE Institute of Research to gauge their performance and the domestic costumer s behavior, evaluating the influence of Porter s strategies in the effort together both with their brand name and in the segment of galvanized products