Made available in DSpace on 2010-04-20T20:20:22Z (GMT). No. of bitstreams: 1 120568.pdf: 1108272 bytes, checksum: 0be6908eb8b09e3c1dc37b72b4159533 (MD5) Previous issue date: 2007-05-02T00:00:00Z / For 70 years LPG has been distributed in Brazil. However, just little is known through the literature on economy and marketing issues that challenge the LPG distributors on fetching profitability, market leadership and growth. Along these years, the commercialization of the product has considerably improved as far as operational or regulatory matters are concerned. It’s utilization for cooking has been the technological rupture that allowed a transformation in the Brazilian’s homes, bringing the family into the kitchen, unlike the old firewood cooker. At the beginning of LPG distribution, on buying a cooker, the customer would choose the distributor with whom it would sign up an agreement on exclusive basis; client’s residence would have them on it’s front door a brand plate of the supplier in charge of delivering the product. Since the product became a requisite of presence in Brazilian homes, its activity started being considered of basic supply, of urban infra-structure and for that reason, it had to be regulated by the govern like the water and power energy supply. Although there had been an attempt to nationalize its distribution, the LPG was among the few infra-structure activities which were not carried out by a state-owned company. Nevertheless, the sector had been closely watched by the government which stated prices, outlined the markets and subsidized the imported material until last decade, when the LPG distributors were set free to make their own decision. An economic approach was required then to run the process, so that it would guarantee profitability and dispute for the national market leadership. The value-based management discussion through EVA of the retained market and the value leverage for the home distribution in Brazil where also demanded in this scenario. egarding the managerial decisions, it was included the cost of capital, one moment demanding additional contribution on the capital charges, the next rationalizing the capital itself, reducing excess and increasing the productivity of the utilized resources. Besides the value drivers discussion there are the reflection on the core activity, where the economic surplus come from the operational management along of products to the market consumer and the efficiency in the use of the assets. The alignment of the shareholders and managers’ objectives starts with the management for value, forgotten in operational management, included though in the EVA management. By running the assets, the executives will make decisions in order to increase the productivity of the system, whether to gain scale in the plants, whether to better allocate the cylinders and vehicles, whether to extract more value from the bigger markets and through the diversification of the distribution channels / A distribuição de GLP no Brasil acontece nos últimos 70 anos, mas pouco se sabe na literatura das questões econômicas e de marketing que desafiam as distribuidoras de GLP no Brasil na busca pela rentabilidade, liderança de mercado e crescimento. Nas últimas décadas, com o fim da regulação do governo na atividade, as empresas se viram num ambiente de livre mercado, sem tabelamento de preços ou reservas de mercado e uma abordagem econômica precisou liderar o processo de tomada de decisão nas distribuidoras de GLP para garantir a rentabilidade e a disputa pela liderança do mercado nacional. A este ambiente de mercado, incluímos a discussão sobre geração de valor, através do EVA dos mercados atendidos e das alavancas de valor para a distribuição domiciliar no Brasil. Nesta equação avaliamos a importância da competição para a definição dos preços ao consumidor, a postura estratégica adequada para crescer onde não se é líder de mercado, o atendimento direto ao consumidor para se diferenciar e a alocação racional dos ativos na operação. Transcender o resultado operacional e esperar o retorno adequado sobre o capital investido nos leva à revisão de todo o negócio, desde as práticas de precificação, a estrutura de canais e o uso dos ativos. Em alguns mercados de atuação da empresa, constatou-se a geração de valor do negócio. Outros mercados, entretanto, com algum incremento marginal nas vendas já atingiriam um EVA positivo, mesmo que para isso dependam também do incremento das margens de contribuição unitárias. Por fim, mercados em situação deficitária, distantes do ponto de equilíbrio do EVA, pedem uma decisão estratégica entre subsidiar os déficits ou desmobilizar os ativos encerrando a operação de distribuição nesses mercados. Há, entretanto, um fator comum entre todos esses mercados: além da comercialização do produto, temos a gestão baseada em valor. Às decisões gerenciais então se propõe incluir o retorno sobre o capital, ora demandando contribuições adicionais na operação, ora racionalizando o próprio capital, reduzindo excessos e aumentando a produtividade dos recursos utilizados.