論文摘要 本研究想探討策略及策略執行力對經營績效之影響，經由因素分析萃取出五個策略及流程構面，分別為策略運用、研發策略執行力、製造策略執行力、出貨策略執行力及物流策略執行力; 在經營績效方面萃取出營運績效及財務績效兩個構面。 經由典型相關分析發現在投入項(X組)策略及流程構面，分別為策略運用、研發策略執行力、製造策略執行力、出貨策略執行力及物流策略執行力五個構面(因素)對於產出項(Y組)營運績效及財務績效兩個構面有顯著相關。 本研究採取多元迴歸分析，分別就策略及策略執行力的構面包括策略運用、研發策略執行力、製造策略執行力、出貨策略執行力及物流策略執行力等構面對營運績效及財務績效構面探討分析，結果發現在策略運用、研發策略執行力、製造策略執行力、出貨策略執行力及物流策略執行力等構面對營運績效具有正向影響; 同樣的財務績效上亦同樣受策略運用、研發策略執行力、製造策略執行力、出貨策略執行力及物流策略執行力等構面的正向影響。 本研究旨在探討企業策略的運用可謂是企業的思考，對於企業整體外在環境的變遷及經營實況都要在策略規 劃中確實考量分析，將成功關鍵因素能夠融入在策略中來運用，真正根據事實來做決策。 而企業策略是指引流程運作的藍圖，企業在流程運作及績效訂定須與策略規劃要能夠精準的連結，流程能有效執行策略的規劃，如此方能展現企業執行力與策略的一致性。 企業須知策略是否能有效地貫穿在整個組織中來運作須藉由流程有效的運作來實現，故企業在執行流程時應有效界定策略執行力指標，來做為流程日常運作量測及監控，並做為流程持續改善相當重要的來源。 企業平時若能有效執行策略執行力的監控與改善則不論在成本及效率上更具有競爭力，並且能有效達成企業經營策略上的要求。

Thesis (MScEng)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The successful execution of the Physical Asset Management Strategy (PAMS) is an important value driver for organisations, whose core business is highly dependent on the service delivery of physical assets. However, contemporary research demonstrates that scheduled targets are often not met and the means to detect the constraints that can undermine the strategy execution efforts are deficient. The purpose of this thesis is to investigate Social Network Analysis (SNA) as a method to map primary constraints in Physical Asset Management Strategy Execution (PAMSE). A comprehensive literature review addresses the domains of Physical Asset Management (PAM) and SNA. The review of the literature is supported by interviews with practitioners in the field of PAM. Consequently, the challenges experienced in PAM are contextualised along with the capabilities of SNA and the most important constraints in PAMSE are identified. As an interim result, the study found that dysfunctional information flow and poor decision making are the primary constraints that could hinder the execution of a PAMS. As a consequence thereof, a SNA application methodology was developed in order to scrutinise these areas of concern. The methodology was applied at two research sites in the South African mining industry. Network data for the study was collected by surveys conducted in June and July 2012. The case studies demonstrate that a SNA application in PAM requires a number of prerequisites that are crucial to its success. Nevertheless, a successful SNA application may yield valuable results identifying the problems encountered in PAMSE. Most importantly, the SNA highlights overloaded key employees, collaborative breakdowns and excessive intradepartmental collaboration that have the potential to hinder the PAMSE process. The results were validated by means of dialogue with the individuals involved in the study. This study found that SNA can be used as a method to map the primary constraints experienced by PAMSE. It also emphasises that there are important prerequisites that have to be established for SNA to be successful. Future research could be carried out based on the results of this thesis, in order to design improvement plans for the studied research site and possibly conduct a second SNA to investigate whether the constraints, identified in the study, had been resolved. / AFRIKAANSE OPSOMMING: Die suksesvolle uitvoering van die Fisiese Batebestuurstrategie is ’n belangrike genereerder van waarde vir organisasies waar die kernbesigheid tot ’n groot mate afhanklik is van die dienslewering van fisiese bates. Hedendaagse navorsing wys egter dat geskeduleerde mylpale meestal nie bereik word nie en dat die metodes wat gebruik word om vas te stel watter beperkings die strategie-uitvoering ondermyn, ontoereikend is. Die doel van hierdie tesis is om die aanwending van Sosiale Netwerkanalise as ’n metode te ondersoek, om die primêre beperkings ten opsigte van die uitvoering van Fisiese Batebestuurstrategie te identifiseer. ’n Omvattende literatuuroorsig is uitgevoer wat die gebied van Fisiese Batebestuur en Sosiale Netwerkanalise aanspreek. Die literatuuroorsig is aangevul deur onderhoude met kundiges op die gebied van Fisiese Batebestuur. Sodoende kon die uitdagings van Fisiese Batebestuur bestudeer word in die konteks en vermoëns van Sosiale Netwerkanalise, en gevolglik is die belangrikste beperkings in Fisiese Batebestuurstrategie-Uitvoering geïdentifiseer. Die voorlopige resultate van die studie het bevind dat gebrekkige inligtingsvloei en swak besluitneming die hoofbeperkings is wat die uitvoering van ’n Fisiese Batebestuurstrategie kan verhinder. Gevolglik is ’n Sosiale Netwerkanalise toepassingsmetodiek ontwikkel om dié probleemareas onder die mikroskoop te plaas. Dié metodiek is dan op twee teiken-aanlegte in die Suid-Afrikaanse Mynbou Industrie toegepas. Netwerkdata vir die studie is deur middel van meningsopnames in Junie en Julie 2012 ingesamel. Die gevallestudies demonstreer dat ’n Sosiale Netwerkanalisetoepassing in Fisiese Batebestuur waardevolle resultate kan lewer met betrekking tot die probleme wat ondervind word in die uitvoer van Fisiese Batebestuurstrategie. Onder die belangrikste bevindings van die Sosiale Netwerkanalise tel die oorbelasting van sleutelposwerknemers, mislukte samewerking, asook eksessiewe interdepartementele samewerking met die potensiaal om die uitvoering van die Fisiese Batebestuurstrategie te verhinder. Die bevindings is deur dialoog met die individuele deelnemers in die ondersoek gestaaf. Die studie het bevind dat Sosiale Netwerkanalise geskik is as ’n metode om die primêre beperkings, wat ondervind word in die uitvoering van Fisiese Batebestuurstrategie, te identifiseer. Dit moet egter ook beklemtoon word dat daar belangrike voorvereistes bestaan, wat vir die suksesvolle toepassing van Sosiale Netwerkanalise in plek moet wees. Toekomstige navorsing kan gebaseer word op die uitkoms van dié tesis met die doel om ontwerpverbeteringsplanne vir die teiken-aanlegte op te stel. Daarbenewens kan ’n moontlike opvolg Sosiale Netwerkanalise uitgevoer word om te meet of die beperkings wat deur die ondersoek geidentifiseer is, oorkom is.

This study analyses the role of project management during strategy execution within the telecommunications environment in South Africa. The study is qualitative in nature and utilises semi-structured face-to-face interviews with participants. Content analysis is utilised from a data analysis perspective. For the cross-case analysis an adapted version of the Interactive Qualitative Analysis technique was utilised to complete this. This qualitative study found that there is a disconnect when utilising the project management discipline during strategy execution. This is due to a lack of corporate process ownership regarding the concepts under study. A further finding is that projects are selected based on financial viability even though a formal criteria is constituted for the selection of projects. Within this study, strategy execution results are achieved by applying dynamic processes when utilising the project management discipline. A project management based strategy execution framework will aid effective strategy execution in this regard. This research is a cross sectional study at a particular point in time and not a longitudinal study over an extended period. The study does not have extensive cause and effect, behaviour and additional informational characteristics for informed theory building over an extended period as with a longitudinal study. The study has been conducted across four cases within a specific industry. An extensive sample across different industries would have allowed for better generalisability. / Hierdie studie ontleed die rol van projekbestuur gedurende strategie-uitvoering in die telekommunikasie-omgewing in Suid-Afrika. Die studie is kwalitatief van aard en gebruik semi-gestruktureerde, persoonlike onderhoude met deelnemers. Inhoudsontleding word aangewend vanuit 'n dataontledingsperspektief. 'n Aangepaste weergawe van die interaktiewe kwalitatiewe ontledingstegniek is gebruik om die kruisgeval-ontleding te doen. Hierdie kwalitatiewe studie het bevind dat daar 'n onsamehangendheid is wanneer die projekbestuurdissipline gedurende strategie-uitvoering aangewend word. Hierdie is weens 'n gebrek aan korporatiewe proses-eienaarskap rakende die konsepte wat ondersoek word. 'n Verdere bevinding is dat projekte gekies word op grond van finansiële lewensvatbaarheid, hoewel formele kriteria saamgestel word om projekte te kies. In hierdie studie word strategie-uitvoeringsresultate bereik deur dinamiese prosesse toe te pas wanneer die projekbestuurdissipline aangewend word. 'n Uitvoeringsraamwerk vir 'n projekbestuurgebaseerde strategie sal effektiewe strategie-uitvoering help in hierdie opsig. Hierdie navorsing is 'n deursnee-studie op 'n bepaalde tydsduur en nie 'n longitudinale studie oor 'n uitgebreide tydperk nie. Die studie het nie 'n breedvoerige oorsaak en uitwerking, gedrags- en addisionele inligtingseienskappe vir ingeligte teoriebou oor 'n uitgebreide tydperk soos met 'n longitudinale studie nie. Die studie is oor vier gevalle in 'n spesifieke bedryf uitgevoer. 'n Breedvoerige steekproefneming oor verskillende bedrywe sou vir 'n beter veralgemening gesorg het. / Hierdie studie ontleed die rol van projekbestuur gedurende strategie-uitvoering in die telekommunikasie-omgewing in Suid-Afrika. Die studie is kwalitatief van aard en gebruik semi-gestruktureerde, persoonlike onderhoude met deelnemers. Inhoudsontleding word aangewend vanuit 'n dataontledingsperspektief. 'n Aangepaste weergawe van die interaktiewe kwalitatiewe ontledingstegniek is gebruik om die kruisgeval-ontleding te doen. Hierdie kwalitatiewe studie het bevind dat daar 'n onsamehangendheid is wanneer die projekbestuurdissipline gedurende strategie-uitvoering aangewend word. Hierdie is weens 'n gebrek aan korporatiewe proses-eienaarskap rakende die konsepte wat ondersoek word. 'n Verdere bevinding is dat projekte gekies word op grond van finansiële lewensvatbaarheid, hoewel formele kriteria saamgestel word om projekte te kies. In hierdie studie word strategie-uitvoeringsresultate bereik deur dinamiese prosesse toe te pas wanneer die projekbestuurdissipline aangewend word. 'n Uitvoeringsraamwerk vir 'n projekbestuurgebaseerde strategie sal effektiewe strategie-uitvoering help in hierdie opsig. Hierdie navorsing is 'n deursnee-studie op 'n bepaalde tydsduur en nie 'n longitudinale studie oor 'n uitgebreide tydperk nie. Die studie het nie 'n breedvoerige oorsaak en uitwerking, gedrags- en addisionele inligtingseienskappe vir ingeligte teoriebou oor 'n uitgebreide tydperk soos met 'n longitudinale studie nie. Die studie is oor vier gevalle in 'n spesifieke bedryf uitgevoer. 'n Breedvoerige steekproefneming oor verskillende bedrywe sou vir 'n beter veralgemening gesorg het. / Isifinyezo esiqukethe umongo wocwaningo Lolu cwaningo luhlaziya indima ye-project management ngesikhathi sokusetshenziswa kwesu kumkhakha wobuxhakaxhaka bokuxhumana ngezingcingo i-telecommunication eNingizimu Afrika. Ucwaningo ngolwenhlobo ye-qualitative kanti lusebenzisa ama-interview ahlelekile kodwa angenazihibe eziqinile, ukuqondana nalabo ababamba iqhaza ubuso nobuso. Kusetshenziswa inqubo yokuhlaziywa kwe-data lapho kuhlaziywa ingqikithi. Lapho kuhlaziywa nokuqhathanisa ama-case, kuye kwasetshenziswa ithekniki ebizwa ngokuthi yi-Interactive Qualitative Analysis ukuphetha lo msebenzi. Lolu cwaningo lwe-qualitative, luye lwathola ukuthi kukhona ukungaxhumani noma ukungahambelani phakathi kwe-project management kanye nesu ngesikhathi kusetshenziswa isu. Lokhu kungenxa yokusweleka kobunikazi kwinqubo ye-corporate maqondana nemibono okucwaningwa ngayo. Kanti futhi kubuye kwatholakala ukuthi amaprojekthi akhethwa ngkulandela ukuthi ngabe azongenisa imali yini ngisho noma kubekwe imibandela ethize ekukhethweni kwamaprojekthi. Kulolu cwaningo, imiphumela yesu lokusebenza ifezeka ngokusebenzisa izinqubo ezisebenza ngokuphezulo lapho kusetshenziswa inqubo ye-project management. Uhlaka olugxile ekusetshenzisweni kwe-project management luzosiza ekufakeni kahle kwesu lapho lusetshenziswa maqondana nalokhu. Lolu cwaningo luxhumanisa ukuqhathanisa eminye imikhakha yocwaningo ngesikhathi esithile kanti akulona ucwaningo olulandelelwa isikhathi eside. Lolu cwaningi alunawo umkhakha wembangela nomphumela, imibandela yokuziphatha kanye neminye imibandela yolwazi olungezelelwe ukwakha ithiyori esekelwe phezu kolwazi esikhathini socwaningo olulandelelwa isikhathi eside. Lolu cwaningo lwenziwe kuma-case amane kwimboni ethile eyodwa. Ukuthatha amasampuli ajulile ezimboni ezehlukene bekuzobe kusize ukuthi imiphumela ikwazi ukubonelela nokwengamela ngokunabile. / Business Management / D.B.L.

No presente estudo tem-se o objetivo de analisar a efetiva implantação de um produto de Assistência à Saúde como estratégia empresarial, em suas diversas etapas de execução. A compreensão das dificuldades e dos desafios na implantação de uma estratégia empresarial é o ponto de partida desta pesquisa. Separadas conceitualmente, estratégia e execução são, em verdade, etapas de igual importância que merecem uma visão conjunta. A execução efetiva, entretanto, de uma estratégia, carrega em si uma complexidade de tarefas e uma quantidade de fatores. Também as novas demandas criadas pelo mercado de baixa renda desafiam as organizações, propiciando o lançamento de novos produtos destinados a um novo tipo de consumidor. O desafio de tornar a organização um ofertante ful-line no mercado de saúde suplementar, agregando ao seu portfólio um produto para as classes emergentes, constituiu o cenário e as proposições estratégicas que deveriam ser implementadas como importante decisão da Unimed Porto Alegre. Em relação ao método, adotou-se a pesquisa-ação, em um conceito de pleno envolvimento do pesquisador nas ações desenvolvidas. A execução da estratégia na implantação de um produto de assistência à saúde para o mercado de baixa renda abrangeu o período de 2008 a 2011. Analisaram-se as diversas etapas na implantação do produto e foram considerados os indicadores de desempenho empresarial e mercadológicos, consolidando-se a busca dos objetivos estratégicos propostos. O conjunto de evidências apresentadas consolidou o êxito na execução e nos resultados obtidos. O estudo se justifica por analisar, na prática, o desafiador conjunto de fatores no desenvolvimento de produtos para o público de baixa renda e a dedicação necessária à execução exitosa de uma estratégia empresarial. / Understanding the difficulties and challenges in the implementation of an effective business strategy is the starting point of this research. Conceptually separate, strategy and execution are in fact equally important steps that deserve a joint vision. The effective execution from a strategy carries with it a complexity of tasks and a number of factors that can frustrate even a brilliant design. Also the new demands created by the low-income market challenge organizations providing opportunities to launch new products for a new type of consumer. The challenge of making the organization a bidder ful-line health supplement on the market, adding to its portfolio a product for emerging classes constituted the scenario and strategic propositions that should be implemented as an important decision from Unimed Porto Alegre. Thus this dissertation was developed as a method of study and action research, within the concept of full involvement of the researcher in the actions developed. Strategy execution in deploying a product of health care for low-income market studies the period from 2008 to 2011. The study analyzed the different stages in product deployment. Business performance indicators and market were considered, consolidating the pursuit of strategic objectives proposed. The body of evidence presented consolidates the successful implementation and results. The study is justified by analyzing, in practice, challenging set of factors in the development of products for the low-income public and the dedication needed to run a successful business strategy.

No presente estudo tem-se o objetivo de analisar a efetiva implantação de um produto de Assistência à Saúde como estratégia empresarial, em suas diversas etapas de execução. A compreensão das dificuldades e dos desafios na implantação de uma estratégia empresarial é o ponto de partida desta pesquisa. Separadas conceitualmente, estratégia e execução são, em verdade, etapas de igual importância que merecem uma visão conjunta. A execução efetiva, entretanto, de uma estratégia, carrega em si uma complexidade de tarefas e uma quantidade de fatores. Também as novas demandas criadas pelo mercado de baixa renda desafiam as organizações, propiciando o lançamento de novos produtos destinados a um novo tipo de consumidor. O desafio de tornar a organização um ofertante ful-line no mercado de saúde suplementar, agregando ao seu portfólio um produto para as classes emergentes, constituiu o cenário e as proposições estratégicas que deveriam ser implementadas como importante decisão da Unimed Porto Alegre. Em relação ao método, adotou-se a pesquisa-ação, em um conceito de pleno envolvimento do pesquisador nas ações desenvolvidas. A execução da estratégia na implantação de um produto de assistência à saúde para o mercado de baixa renda abrangeu o período de 2008 a 2011. Analisaram-se as diversas etapas na implantação do produto e foram considerados os indicadores de desempenho empresarial e mercadológicos, consolidando-se a busca dos objetivos estratégicos propostos. O conjunto de evidências apresentadas consolidou o êxito na execução e nos resultados obtidos. O estudo se justifica por analisar, na prática, o desafiador conjunto de fatores no desenvolvimento de produtos para o público de baixa renda e a dedicação necessária à execução exitosa de uma estratégia empresarial. / Understanding the difficulties and challenges in the implementation of an effective business strategy is the starting point of this research. Conceptually separate, strategy and execution are in fact equally important steps that deserve a joint vision. The effective execution from a strategy carries with it a complexity of tasks and a number of factors that can frustrate even a brilliant design. Also the new demands created by the low-income market challenge organizations providing opportunities to launch new products for a new type of consumer. The challenge of making the organization a bidder ful-line health supplement on the market, adding to its portfolio a product for emerging classes constituted the scenario and strategic propositions that should be implemented as an important decision from Unimed Porto Alegre. Thus this dissertation was developed as a method of study and action research, within the concept of full involvement of the researcher in the actions developed. Strategy execution in deploying a product of health care for low-income market studies the period from 2008 to 2011. The study analyzed the different stages in product deployment. Business performance indicators and market were considered, consolidating the pursuit of strategic objectives proposed. The body of evidence presented consolidates the successful implementation and results. The study is justified by analyzing, in practice, challenging set of factors in the development of products for the low-income public and the dedication needed to run a successful business strategy.

No presente estudo tem-se o objetivo de analisar a efetiva implantação de um produto de Assistência à Saúde como estratégia empresarial, em suas diversas etapas de execução. A compreensão das dificuldades e dos desafios na implantação de uma estratégia empresarial é o ponto de partida desta pesquisa. Separadas conceitualmente, estratégia e execução são, em verdade, etapas de igual importância que merecem uma visão conjunta. A execução efetiva, entretanto, de uma estratégia, carrega em si uma complexidade de tarefas e uma quantidade de fatores. Também as novas demandas criadas pelo mercado de baixa renda desafiam as organizações, propiciando o lançamento de novos produtos destinados a um novo tipo de consumidor. O desafio de tornar a organização um ofertante ful-line no mercado de saúde suplementar, agregando ao seu portfólio um produto para as classes emergentes, constituiu o cenário e as proposições estratégicas que deveriam ser implementadas como importante decisão da Unimed Porto Alegre. Em relação ao método, adotou-se a pesquisa-ação, em um conceito de pleno envolvimento do pesquisador nas ações desenvolvidas. A execução da estratégia na implantação de um produto de assistência à saúde para o mercado de baixa renda abrangeu o período de 2008 a 2011. Analisaram-se as diversas etapas na implantação do produto e foram considerados os indicadores de desempenho empresarial e mercadológicos, consolidando-se a busca dos objetivos estratégicos propostos. O conjunto de evidências apresentadas consolidou o êxito na execução e nos resultados obtidos. O estudo se justifica por analisar, na prática, o desafiador conjunto de fatores no desenvolvimento de produtos para o público de baixa renda e a dedicação necessária à execução exitosa de uma estratégia empresarial. / Understanding the difficulties and challenges in the implementation of an effective business strategy is the starting point of this research. Conceptually separate, strategy and execution are in fact equally important steps that deserve a joint vision. The effective execution from a strategy carries with it a complexity of tasks and a number of factors that can frustrate even a brilliant design. Also the new demands created by the low-income market challenge organizations providing opportunities to launch new products for a new type of consumer. The challenge of making the organization a bidder ful-line health supplement on the market, adding to its portfolio a product for emerging classes constituted the scenario and strategic propositions that should be implemented as an important decision from Unimed Porto Alegre. Thus this dissertation was developed as a method of study and action research, within the concept of full involvement of the researcher in the actions developed. Strategy execution in deploying a product of health care for low-income market studies the period from 2008 to 2011. The study analyzed the different stages in product deployment. Business performance indicators and market were considered, consolidating the pursuit of strategic objectives proposed. The body of evidence presented consolidates the successful implementation and results. The study is justified by analyzing, in practice, challenging set of factors in the development of products for the low-income public and the dedication needed to run a successful business strategy.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2017-04-24T16:08:24Z No. of bitstreams: 1 Aércio Fernando Bocolli_.pdf: 3950029 bytes, checksum: 572dcc59505140bdf663d11a66928adc (MD5) / Made available in DSpace on 2017-04-24T16:08:24Z (GMT). No. of bitstreams: 1 Aércio Fernando Bocolli_.pdf: 3950029 bytes, checksum: 572dcc59505140bdf663d11a66928adc (MD5) Previous issue date: 2017-01-06 / Nenhuma / A execução da estratégia torna-se um fator desafiador e que se configura como um elemento fundamental para a sustentabilidade e o crescimento das organizações. Nesse sentido, o presente trabalho teve por objetivo elaborar e propor um artefato operacional de execução da estratégia para uma cooperativa agrícola do Rio Grande do Sul (RS). Para isso, partiu-se da seguinte questão: Quais as práticas necessárias para a tradução da estratégia em ações e resultados em uma cooperativa agrícola? A fim de se atingir o objetivo proposto, o estudo está ancorado nos fundamentos teóricos de DeLisi (2000), Neilson; Martin e Powers (2008), Spence (2009), Kaplan; Norton (2008), Higgins (2005), Zagotta e Robinson (2002), Bialoskorski Neto (2012), Oliveira (2015), entre outros. As unidades da cooperativa agrícola fizeram parte do estudo por meio de entrevista com gerentes e colaboradores de diferentes níveis setoriais. Como resultado da análise permitiu a identificação de barreiras à execução da estratégia, com também a consolidação dos aspectos considerados essenciais à execução. E a partir disso, foi elaborado e proposto um artefato operacional para execução do plano estratégico, constando todas as etapas fundamentais para a melhor performance na execução. Partindo-se da constatação de Oliveira (2015), de que as principiais dificuldades das cooperativas não são físicas e ambientais, mas sim gerenciais. / The execution of the strategy becomes a challenging factor and it is configured as a fundamental element for the sustainability and growth of organizations. In this sense, the present study had the objective of elaborating and proposing an operational artifact of execution of the strategy for an agricultural cooperative of Rio Grande do Sul (RS). For this, the following question arises: What are the practices necessary fot the translation of the strategy into actions and results in an agricultural cooperative? In order to achieve the proposed objective, the study is anchored in the theoretical foundations of DeLisi (2000), Neilson; Martin and Powers (2008), Spence (2009), Kaplan; Norton (2008), Higgins (2005), Zagotta and Robinson (2002), Bialoskorski Neto (1997), Oliveira (2015), among others. The agricultural cooperative units were part of the study through an interview with managers and employees from different sectoral levels. As a result of the analysis, it was possible to identify barriers to the execution of the strategy, as well as to consolidate the aspects considered essential to execution. And from that, an operational artifact was developed and proposed to execute the strategic plan, with all the key steps for the best execution performance. Based on Oliveira's (2015) observation, that the main difficulties of cooperatives are not physical and environmental, but rather managerial.

Submitted by Paulo Schwarz (pauloschwarz1@gmail.com) on 2018-06-22T18:47:30Z No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1403949 bytes, checksum: c91186ef580bd9359cadf630eb2b0da9 (MD5) / Rejected by Simone de Andrade Lopes Pires (simone.lopes@fgv.br), reason: Prezado Paulo, Recebemos a postagem do seu trabalho na biblioteca digital e para ser aprovado serão necessários alguns ajustes: 1º A numeração deve aparecer somente a partir da INTRODUÇÃO. 2º Folha de rosto: Arrumar a linha de Pesquisa, o Correto: Linha de Pesquisa: Gestão e Competividade em Negócios do Varejo. Descer o São Paulo, pois o nome está no rodapé do trabalho, 3º Pagina da Ficha catalográfica: falta a frase “ficha catalográfica elaborada por....”. Ela vem depois da folha de rosto, pois deverá ser impressa no verso desta página. 4º Folha de aprovação: Arrumar a linha de pesquisa. E precisa colocar o nome da instituição de cada professor da banca. Por favor, faça as alterações necessárias e post o trabalho na biblioteca. Atenciosamente, Simone de A Lopes Pires SRA on 2018-06-25T17:01:00Z (GMT) / Submitted by Paulo Schwarz (pauloschwarz1@gmail.com) on 2018-06-26T18:31:38Z No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Approved for entry into archive by Simone de Andrade Lopes Pires (simone.lopes@fgv.br) on 2018-06-26T22:04:30Z (GMT) No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Approved for entry into archive by Suzane Guimarães (suzane.guimaraes@fgv.br) on 2018-06-27T13:35:54Z (GMT) No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) / Made available in DSpace on 2018-06-27T13:35:54Z (GMT). No. of bitstreams: 1 Dissertação Paulo Schwarz_DESAFIOS DA EXECUÇÃO DE UMA ESTRATÉGIA MULTICANAL 06 2018.pdf: 1398339 bytes, checksum: e75403ff1040ee41be45ab3d4dbedbd1 (MD5) Previous issue date: 2018-06-22 / O varejo tem passado por uma transformação devido ao surgimento de novas tecnologias, que possibilitam que os consumidores pesquisem e comprem produtos de diversas maneiras. Ao invés de gerenciar apenas um canal de distribuição, as empresas têm direcionado a sua estratégia para a diversificação de pontos de contato e comunicação com os consumidores. Além do aumento do número de opções para os consumidores, as empresas passaram a perceber que precisam integrar e eliminar as barreiras existentes entre os canais, permitindo que os consumidores transitem entre eles ao longo do seu processo de compra (omnichannel). Nesse contexto, as companhias enfrentam desafios de gestão na execução de suas atividades. Por exemplo, alguns dos principais varejistas estão organizados por departamentos ou unidades de negócio separadas e com pouca integração. Além disso, qualquer alteração na estratégia de canais afeta os processos, pessoas e estrutura da empresa, tornando mais difícil essa implementação. Esta pesquisa tem como objetivo estudar como as empresas podem melhorar a execução da sua estratégia multicanal e se preparar para a potencial transição para a completa interação de pontos de contato (omnichannel). Há interesse em estudos nesse campo, pois a área de canais está passando por uma profunda transformação, que vai afetar a maneira como os varejistas organizam os seus negócios. A metodologia utilizada é exploratória qualitativa e a Quiksilver foi a empresa escolhida para a análise, caracterizando o trabalho como um estudo de caso. A Quiksilver operou no Brasil durante muitos anos tendo o atacado como o seu único canal de vendas e, a partir de 2012, passou a utilizar opções complementares como as lojas próprias, franquias e e-commerce. Foram entrevistados executivos da liderança da empresa através de um roteiro semiestruturado e foi aplicado o roteiro omnichannel proposto pela IBM para a avaliação do estágio da estratégia multicanal. / The retail industry is facing a transformation due to the upcoming of new technologies that make possible to consumers to search and buy products in different ways. Now, rather than manage just one distribution channel, the companies should reinforce their distribution strategy, increasing the possible touchpoints with the consumers. Beyond increasing the number of channels, the companies need to integrate and start to eliminate the possible barriers among the channels, allowing the consumers to flow between then during the buying process (omnichannel). On this context, the companies face many operational and management challenges to implement the necessary changes in their channel strategy. The main retailers are organized by department or different business units almost without any integration. Furthermore, any change on the channel strategy affects the process, people and the structure of the company, making harder to implement it. This research has the goal of study how the companies could improve the execution of its multichannel strategy, and be prepared to implement the omnichannel. There is demand for the area of this study, due to the deep transformation that is occurring on this field, and it will change completely the way that retailers do business. The methodology is exploratory qualitative and the Quiksilver Brazil operation was chosen for the analysis, characterizing it as a case study. The company started its operations in Brazil having the wholesale as it unique sales channel, and recently started retail, franchise and e-commerce operations. Interviews were done with the main executives of the company and was applied the IBM omnichannel report to access the Quiksilver multichannel implementation status.

The purpose of this study was to determine which specific resources contribute to the strategy-to-performance gap of small businesses trading in the Pietermaritzburg metropolitan area, from a resource-based perspective of strategic management. The research was prompted by a study conducted by Marakon Associates, the purpose of which was to investigate how successfully companies translate their strategies into performance and what steps they take to close the resulting strategy-to-performance gaps. The main reasons advanced for poor strategy-to-performance results are inadequate or unavailable resources. The research design in the study is quantitative and descriptive in nature. The data was collected from a structured questionnaire comprising of 18 questions emailed to the owners using LimeSurvey. The findings of the survey show that the businesses surveyed lack resources, which leads directly to strategy-to-performance gaps. The most important resources they lack are financial and human resources. / Business Management / M. Tech. (Business Administration)

Bakgrund: I dynamiska affärsmiljöer är strategin mer avgörande än någonsin eftersom en tydlig och genomtänkt strategi är ledningens instruktioner för att göra affärer och dess vägkarta till konkurrensfördelar. När strategier väl har formulerats måste de genomföras, annars skulle välformulerade strategier inte vara till någon nytta och organisationens mål förbli en teoretisk önskan snarare än en uppnåbar plan. Organisationer är således inte enbart beroende av en tydlig och genomtänkt strategi, av lika stor vikt är strategins genomförande. Det är vid genomförandet som den formulerade strategin översätts till de konkreta handlingar vilka resulterar i att strategin realiseras. Utan en länk mellan strategi och handling är det omöjligt för organisationer att säkerställa att medarbetarnas arbete bidrar till att organisationen genomför strategin och når de strategiska målen. Trots att detta område varit föremål för tidigare forskning är det fortfarande få organisationer som genomför sin strategi, de misslyckas således med att översätta strategi till handling. Syfte: Syftet med denna studie är att beskriva hur en organisation, Scania Oskarshamn, översätter sin övergripande strategi till handling. Syftet med studien är även att identifiera och analysera vilka faktorer som är kritiska för översättning av strategi till handling Metod: För att besvara studiens frågeställningar valdes en kvalitativ forskningsstrategi med en deduktiv ansats. Som forskningsdesign valdes en fallstudie med Scania Oskarshamn som fallföretag. Empiriska data samlades in från 14 semistrukturerade intervjuer med chefer och medarbetare samt kompletterades med interna dokument, deltagande observationer och mailkorrespondens. Sekundära data samlades in från Scanias hemsida, organisationens årsredovisning 2020 samt tidigare empiriska studier av Scania. Slutsats: Det finns tre huvudområden vilka stöttar Scania vid översättning av sin strategi till handling. Dessa är utformning och nedbrytning av strategisk plan, kontinuerlig uppföljning samt “Scania Production System” (SPS). Utifrån de faktorer som funnits kritiska för Scanias översättning av sin strategi till handling, i relation till de faktorer tidigare forskning har lyft som kritiska, har denna studie funnit 15 kritiska faktorer vilka är av betydelse för översättning av strategin. Dessa faktorer grupperas under kategorierna grundläggande förutsättningar, strategiarbete samt ledarens roll, och är kritiska för agerande i enlighet med strategin, ständiga förbättringar och engagemang, och i förlängning för att strategi ska översättas till handling. / Background: In dynamic business environments, strategy is more crucial than ever because a clear and well-thought-out strategy is the management's instructions for doing business and its roadmap to a competitive advantage. Once strategies have been formulated, they must be executed, otherwise wellformulated strategies would be of no use and the organization's goals would remain a theoretical desire rather than an achievable plan. Organizations are thus not only dependent on a clear and well-thoughtout strategy, execution of strategy is of equal importance. It is during execution that the formulated strategy is translated into the concrete actions that result in the strategy being realized. Without a link between strategy and action, it is impossible for organizations to ensure that the work of employees contributes to the organization executing the strategy and achieving strategic goals. Although this area has been the subject of previous research, there are still few organizations that execute their strategy, they thus fail to translate strategy into action. Purpose: The purpose of this study is to describe how an organization, Scania Oskarshamn, translates its overall strategy into action. The purpose of the study is also to identify and analyze which factors are critical for translating strategy into action. Method: In order to answer the study's research questions, a qualitative research strategy with a deductive approach was chosen. A case study with Scania Oskarshamn as the case company was chosen as the research design. The empirical data was collected from 14 semi-structured interviews with managers and employees, which were supplemented with internal documents, participatory observations, and email correspondence. Secondary data were collected from Scania's website, the organization's annual report 2020 and previous empirical studies of Scania. Conclusion: There are three main areas which support Scania when translating its strategy into action. These are the design and breakdown of strategic plans, continuous follow-up, and the Scania Production System (SPS). Based on the factors that have been found critical for Scania's translation of its strategy into action, in relation to the factors that previous research has highlighted as critical, this study has found 15 critical factors which are important for translating strategy into action. These factors are categorized under; basic conditions, strategy work and the role of the leader. They are critical for acting in accordance with the strategy, continuous improvement, and commitment, and in the long run for strategy to be translated into action.