Made available in DSpace on 2015-04-14T13:47:58Z (GMT). No. of bitstreams: 1 448434.pdf: 4760425 bytes, checksum: 604f88e08a69176c01aa7515f18cce40 (MD5) Previous issue date: 2013-05-21 / This paper presents the results of a study in the field of Business History, which since 1960 has become of great interest to focus on change and evolution of big business. Being family firms the predominant form of business organization in the world, your field of study began to be studied around issues related to succession and professionalization. The research is a case study about the history of the family business Cranston Woodhead & Co., founded by the English in the city of Rio Grande/RS, in 1922. The question addressed in this work was to interpret what mechanisms or strategies were used for the business of shipping agency develop and maintain in a competitive market. And how this family business has benefited from its culture and relationships to settle in Brazil having facilities to articulate a promising business, seize opportunities and survive for four generations in the trade / Esta disserta??o apresenta o resultado de um estudo na ?rea da Hist?ria Empresarial, que, a partir de 1960, tornou-se de grande interesse, com foco nas mudan?as e evolu??o das grandes empresas. Sendo as empresas familiares a forma predominante de organiza??o empresarial no mundo todo, o seu campo de estudos passou a ser estudado em torno de quest?es relacionadas com a sucess?o e profissionaliza??o. A pesquisa trata de um estudo de caso sobre a hist?ria da empresa familiar Cranston Woodhead & Co., fundada por ingleses na cidade de Rio Grande/RS, em 1922. A quest?o abordada neste trabalho foi interpretar que mecanismos ou estrat?gias foram utilizados para o neg?cio de agenciamento mar?timo desenvolver-se e manter-se num mercado competitivo. E como essa empresa familiar foi beneficiada por sua cultura e rela??es para se instalar no Brasil, tendo facilidades em articular um neg?cio promissor, aproveitar oportunidades e sobreviver por quatro gera??es no mercado de com?rcio exterior

Made available in DSpace on 2015-04-14T13:47:46Z (GMT). No. of bitstreams: 1 441497.pdf: 12778410 bytes, checksum: 10cdd613732e8b07e9c36ff99ec58a1a (MD5) Previous issue date: 2012-08-28 / The main objective of this research is to explain the reasons Ritter Alimentos S.A. has always maintained its position in the market, since it is a family firm, founded in 1919, in Cachoeirinha, Rio Grande do Sul, considering many cycles in its development related to management, property as well as family relationships. The company is still in the market for more than 90 years and, due to this fact, it deserves to be treated in a special way, as a study subject. The analysis of the company, focusing on its longevity in the market, can unveil some factors that may justify, in a universal way, the existence, still, of many family enterprises. In the current research, we showed the differences between the generations that managed the industry, taking into consideration its founder, genre and parentage, leadership, enterprising spirit, technological innovation and work in the production sector. In order to understand the founder s cycle, we studied, in his origins, the breweries of the family and his history, as a brewer. The food industry, in the beginning, had to overcome many obstacles, trigged by the Second World War and the big flood that happened in 1941, in Porto Alegre. The next step to the other phase was related to the way the founder educated his daughters and sons-in-law, considering the succession process. Still, in the leadership cycle of the son-in-law succession, Fritz Bernhard Beiser, the business was not modernized, and the product, typically characterized as craft. Over the years, the industry developed the most modern technologies to all its line production in the 60s, and Fritz gave his three children the management of the company. Thus, the third cycle of the history of the company begins with participation of these new members, as shareholders of the industry. Even though they have to face many economic crises, the industry increased at the end of this phase. Eventually, the fourth generation, trying to develop may researches, changed the way that the company had been managed in many aspects, such as: the development of management and qualification programs, and the utilization of the best technological resources, leading to the automation in the production. / Esta tese procurou explicar as raz?es da longevidade da Ritter Alimentos S. A., empresa familiar fundada em 1919, em Cachoeirinha, Rio Grande do Sul, com base nos v?rios ciclos do seu desenvolvimento no que se refere ? gest?o, ? propriedade e ?s rela??es familiares. A an?lise da perman?ncia da empresa no mercado por mais de 90 anos pode contribuir para a defini??o de fatores que justifiquem, de forma universal, a longa exist?ncia de empreendimentos familiares. O trabalho descreve as diferen?as entre as gera??es que gerenciaram a empresa a partir de seu fundador, Frederico Augusto Ritter, no que se refere ?s quest?es de g?nero e de parentesco, ? lideran?a, ao esp?rito empreendedor, ?s inova??es tecnol?gicas e ao trabalho no setor de produ??o. Para compreender o ciclo do fundador, foram resgatadas, em suas origens, as f?bricas de cerveja da fam?lia e a sua pr?pria trajet?ria como mestre cervejeiro. A ind?stria de alimentos, na sua fase inicial, teve que superar as consequ?ncias da Segunda Guerra Mundial e da enchente de 1941, em Porto Alegre. A passagem para o pr?ximo ciclo esteve relacionada ?s formas como o fundador tratou as filhas e os genros, tendo em vista o processo de sucess?o. No ciclo de lideran?a do genro sucessor, Fritz Bernhard Beiser, o neg?cio ainda se caracterizava como uma f?brica de antigamente, na qual o trabalho era bastante artesanal. A partir da d?cada de 1960, na administra??o dos tr?s filhos de Fritz, a empresa se tornou mais racional e modernizou todas as linhas de produ??o. No terceiro ciclo da hist?ria da empresa, que teve in?cio com a entrada dos irm?os s?cios, a empresa, mesmo enfrentando crises econ?micas, apresentou crescimento. As iniciativas dos gestores voltadas ? produ??o evidenciam aten??o e abertura ?s mudan?as sociais e culturais ocorridas no per?odo, com foco em alimentos mais saud?veis e pr?ticos, de f?cil preparo e consumo. Finalmente, a quarta gera??o, iniciada em 2008, buscando desenvolver a ?rea de pesquisa, promove um grande salto que inclui desde um programa de gest?o e qualidade at? ? utiliza??o dos recursos tecnol?gicos mais avan?ados, levando a automa??o na produ??o.