Estratégias de competição das empresas multinacionais do setor de máquinas e implementos agrícolas no brasil de 2007 a 2018
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Data
2018-08-22
Autores
Fernandes, Marcos Aparecido
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Universidade Estadual Paulista (Unesp)
Resumo
Esta pesquisa, de natureza qualitativa, está vinculada ao Programa de Pós-Graduação em Administração, área de concentração “Gestão de Organizações Agroindustriais”, da Faculdade Estadual Paulista “Júlio de Mesquita Filho” – UNESP, Câmpus de Jaboticabal-SP e discute o tema das estratégias de competição das empresas multinacionais do setor de máquinas agrícolas no Brasil. Desse modo, tem se como objetivo geral: identificar e analisar as estratégias competitivas e competências que foram desenvolvidas pelas empresas multinacionais: AGCO, Fiat (Case e New Holland) e John Deere, líderes em suas cadeias globais de valor para se consolidar no mercado brasileiro. Neste estudo, através de casos reais, aborda-se a estrutura de mercado e as estratégias competitivas que estão se consolidando no segmento de máquinas e implementos agrícolas, tendo como início o ano de 2007, período em que a multinacional AGCO adquiriu a empresa de implementos agrícolas Sfil de Ibirubá-RS e, a partir disso, outras importantes companhias – John Deere e Fiat (Case e New Holland) – seguiram também estendendo suas marcas de forma mais acentuada, incorporando novas indústrias ao seu portfólio. Para construir o cenário teórico-metodológico, realizou-se uma ampla pesquisa bibliográfica com o propósito de tornar os fatos mais explícitos possíveis. A forma de abordagem da pesquisa é qualitativa, em que se buscou explicar o porquê e como as incorporações estão acontecendo e a intensidade que estão ocorrendo dentro do setor. Para tanto, o procedimento técnico adotado classifica-se como um estudo de caso único que, através do objeto de análise, procurou descrever e interpretar, na prática, quais são as estratégias adotadas pela empresa analisada para enfrentar o modelo de concorrência atual e, a partir disso, descrever e analisar os comportamentos das multinacionais para constituírem um mercado oligopolista também no segmento de implementos agrícolas, a exemplo de como é o mercado de tratores e colhedeiras. Para a análise e o levantamento dos dados, foi elaborado um questionário semiestruturado composto por questões abertas e fechadas. Para a análise dos resultados, seguiu-se a metodologia da análise de conteúdo de Bardin (1977). Como resultados, é possível apontar que a empresa em estudo opera em um mercado de grande concorrência com fabricantes de diversos tamanhos e origens de capitais distintos que tende a se tornar concentrado com domínio de mercado por parte de três grandes grupos: AGCO, CNH e John Deere. Enfim, a pesquisa revela que a empresa analisada possui desvantagens para concorrer com essas três companhias que seguem levantando diversas barreiras comerciais, dentre as principais, o bloqueio nos pontos de vendas que possuem o domínio em forma de concessão aos revendedores comercializando seus tratores, colhedeiras e pulverizadores.
This research, of a qualitative nature, is linked to the Postgraduate Program in Administration, concentration area “Management of Agroindustrial Organizations”, of the Paulista State School “Júlio de Mesquita Filho” – UNESP, Câmpus of JaboticabalSP and discusses the theme of the competitive strategies of multinational companies in the agricultural machinery sector in Brazil. In this way, we had as a general objective: to identify and analyze the competitive strategies and competences that were developed by the multinational companies: AGCO, Fiat (Case and New Holland) and John Deere, leaders in their global value chains to consolidate in the Brazilian market. In this study, through real cases, we approach the market structure and the competitive strategies that are consolidating in the segment of agricultural machinery and implements, beginning in 2007, the period in which the multinational AGCO acquired the agricultural implements company Sfil of Ibirubá-RS, and from this, other important companies – John Deere and Fiat (Case and New Holland) – also continued to extend their brands more sharply, adding new industries to its portfolio. In order to construct the theoreticalmethodological scenario, an extensive bibliographical research was done with the purpose of making the facts more explicit possible. The approach of the research is qualitative, in which it was sought to explain why and how the incorporations are happening and the intensity that are occurring within the sector. Therefore, the technical procedure adopted is classified as a single case study that, through the object of analysis, tried to describe and interpret, in practice, what are the strategies adopted by the company analyzed to face the current competition model and, from this, to describe and analyze the behavior of multinationals to constitute an oligopolistic market in the segment of agricultural implements, such as the market for tractors and harvesters. For the analysis and the data collection, a semi-structured questionnaire composed of open and closed questions was elaborated. For the analysis of the results, the methodology of the content analysis of Bardin (1977) was followed. As a result, we can point out that the company under study operates in a market of great competition with manufacturers of different sizes and different capital origins that tends to become concentrated with market dominance by three major groups: AGCO, CNH and John Deere. Finally, our research reveals that the analyzed company has disadvantages to compete with these three companies that continue to raise several commercial barriers, among the main ones, the blockade in the points of sale that have the domain in the form of concession to the retailers commercializing their tractors, harvesters and sprayers.
This research, of a qualitative nature, is linked to the Postgraduate Program in Administration, concentration area “Management of Agroindustrial Organizations”, of the Paulista State School “Júlio de Mesquita Filho” – UNESP, Câmpus of JaboticabalSP and discusses the theme of the competitive strategies of multinational companies in the agricultural machinery sector in Brazil. In this way, we had as a general objective: to identify and analyze the competitive strategies and competences that were developed by the multinational companies: AGCO, Fiat (Case and New Holland) and John Deere, leaders in their global value chains to consolidate in the Brazilian market. In this study, through real cases, we approach the market structure and the competitive strategies that are consolidating in the segment of agricultural machinery and implements, beginning in 2007, the period in which the multinational AGCO acquired the agricultural implements company Sfil of Ibirubá-RS, and from this, other important companies – John Deere and Fiat (Case and New Holland) – also continued to extend their brands more sharply, adding new industries to its portfolio. In order to construct the theoreticalmethodological scenario, an extensive bibliographical research was done with the purpose of making the facts more explicit possible. The approach of the research is qualitative, in which it was sought to explain why and how the incorporations are happening and the intensity that are occurring within the sector. Therefore, the technical procedure adopted is classified as a single case study that, through the object of analysis, tried to describe and interpret, in practice, what are the strategies adopted by the company analyzed to face the current competition model and, from this, to describe and analyze the behavior of multinationals to constitute an oligopolistic market in the segment of agricultural implements, such as the market for tractors and harvesters. For the analysis and the data collection, a semi-structured questionnaire composed of open and closed questions was elaborated. For the analysis of the results, the methodology of the content analysis of Bardin (1977) was followed. As a result, we can point out that the company under study operates in a market of great competition with manufacturers of different sizes and different capital origins that tends to become concentrated with market dominance by three major groups: AGCO, CNH and John Deere. Finally, our research reveals that the analyzed company has disadvantages to compete with these three companies that continue to raise several commercial barriers, among the main ones, the blockade in the points of sale that have the domain in the form of concession to the retailers commercializing their tractors, harvesters and sprayers.
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Palavras-chave
Estratégias de competição, Estrutura de mercado, Extensão da marca, Análise de conteúdo, Barreiras comerciais