Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-08-17T19:08:45Z No. of bitstreams: 1 2015 - Waldenir Jose das Chagas de Oliveira.pdf: 1418599 bytes, checksum: 36c462f2863aa65bfdf908a2bf0bf8c8 (MD5) / Made available in DSpace on 2017-08-17T19:08:45Z (GMT). No. of bitstreams: 1 2015 - Waldenir Jose das Chagas de Oliveira.pdf: 1418599 bytes, checksum: 36c462f2863aa65bfdf908a2bf0bf8c8 (MD5) Previous issue date: 2015-04-30 / The purpose of this study is to analyze the logistic and collaborative actions with three associative supermarket networks located in the State of Rio de Janeiro. This research assumes that the business logistic and collaborative actions (vertical and horizontal) have important roles to obtain competitive advantages in an area that is getting more and more unstable, where the only ones to survive are the companies that are able to aggregate value to the client by offering quicker and more efficient answers. The field research is characterized by a multiple case study of qualitative approach, that happens in three associative supermarket network constituted of small and medial business owners. For the database research were elaborated three semi structured and distinctive scripts that allowed the implementation of sixteen interviews. The subjects of the research were the associates or buyers, managers and presidents, members of the three networks. It was concluded that the three networks studied in this research were able to develop throughout their years in business, feelings of trust and reciprocity capable of strengthening the relational coherency between associates. Although, it is important to highlight that the said networks still have a long way to improve until they can really become the "Business Network", nomenclature for which they were designated in this paper. The results found in this research indicate that the three networks need to amplify the scope of their collaborative actions in a way to transcend the stage of joint negotiation and reach a level of cooperation that allows to also be working together. Furthermore, it is necessary that the capacity to provide better gains and offer complementary resources could be extrapolate to something beyond buying or marketing shares, pervading the development of instate a strategy with associates and suppliers, that can contemplate: the improvement of merchandise transportation, managing the stock, managing by categories, defining a mix of products suitable for sale, integrated usage of technology tools of logistic support, amongst others. / O presente estudo teve como objetivo analisar as pr?ticas log?sticas e as a??es colaborativas observadas na atua??o de tr?s redes associativistas de supermercados localizadas no Estado do Rio de Janeiro. As implica??es dessa pesquisa pressup?em que a log?stica empresarial e a??es as colaborativas (verticais e horizontais) t?m pap?is importantes para obten??o de vantagens competitivas, em mercados cada vez mais vol?teis, onde sobrevivem de fato, as empresas que conseguem agregar valor ao cliente oferecendo respostas mais r?pidas e eficientes. A pesquisa de campo caracteriza-se por um estudo de caso m?ltiplo, de abordagem qualitativa, que se d? em tr?s redes associativistas de supermercados formadas por pequenos e m?dios empres?rios. Para coleta de dados foram elaborados tr?s roteiros semiestruturados distintos, que permitiram a realiza??o de dezesseis entrevistas. Os sujeitos da pesquisa s?o os associados ou compradores, gestores e presidentes, integrantes das tr?s redes. Conclui-se que as redes estudadas nessa pesquisa conseguiram desenvolver ao longo dos seus anos de atua??o sentimentos de confian?a e reciprocidade capazes de tornar mais forte a coes?o relacional entre os associados. Entretanto, ? importante ressaltar que as referidas redes ainda t?m um longo caminho evolutivo a percorrer at? que possam realmente fazer jus ? nomenclatura de ?Centrais de Neg?cios?, pela qual foram designadas nesse trabalho. Os resultados encontrados nessa pesquisa indicam que as tr?s redes precisam amplificar o escopo de suas a??es colaborativas, de maneira a transcender a fase de negociar em conjunto e alcan?ar um est?gio de coopera??o que permita tamb?m operar em conjunto. Desta forma, ? necess?rio que a capacidade de proporcionar os ganhos em escala e oferecer recursos complementares seja extrapolada para ir al?m da compra e das a??es marketing, perpassando o desenvolvimento de estrat?gias integradas com associados e fornecedores que contemplem: a melhoria do transporte de mercadorias, gerenciamento de estoque, gerenciamento por categoria, defini??o de um mix de produtos adequado ? venda, uso integrado de ferramentas tecnologias de apoio log?stico, entre outras.

The purpose of the research is to assess if the franchising conceptual model is an applicable model for the HWP international market expansion in China.  The assessment will be carried out through the extensive investigations into SSAB/HWP internal and external forces including transfer of knowledge in the MNC, position building in business networks, products positioning and sales situation on the Chinese market to define the risk and opportunity.  As well as the theories of the internationalization, marketing strategy and models will be referred to evaluate the franchising model, which can be adopted in China. The research questions are how can the franchising concept be adopted as an applicable model for the Hardox Wearparts international market expansion in China?  What are the appropriate suggestions for the improvements to the further implementation of the model? By adopting four research methods of qualitative research strategy, a multidimensional purpose of the research has been conducted in order to gather first-hand data, study a specific case and investigate the multidimensional environments for the implementation of the HWP international market expansion model.  The main research methods include 1) questionnaire & survey, 2) qualitative interviewing, 3) observation, and 4) collection and qualitative analysis of texts, document, e- research materials and data. The conclusion of the research is that there are several internal- and external factors, which have affected the HWP´s market expansion in China negatively during the year.  It is a sensible decision to emphasize China as a single largest market for the HWP business development. The market seeking strategy by the infusion of the franchising concept is an appropriate decision for the HWP market expansion in China.  The conceptual franchising model by SSAB is appropriate to both the theoretical model and Chinese regulation on the franchises.  However, to implement this franchising model in China, it requires several significant improvements on those four key components/success factors which are 1) internationalization entry model, 2) transfer of knowledge within the MNC, 3) learning in the foreign market network, and 4) position-building in the business networks.   Together with the improvements on four key components/success factors, the franchising concept will be an applicable model for the HWP international market expansion in China.

Synergi är viktigt i samband med fusioner och förvärv. Utgångspunkten är att synergi, i både teori och praktik, används för att skapa olika typer av mervärden. Fusioner och förvärv är frekvent förekommande i företagande och det är många olika aktörer som berörs av sådana förändringar, t.ex. anställda, företagsledningar och ägare. Företagsintegrationer kan antas påverka de företag som är involverade i fusionen eller förvärvet. Även andra aktörer som kunder och leverantörer kan komma att påverkas av den förändring som en fusion eller ett förvärv innebär. Det finns därför skäl att studera förhållandet mellan skapande av synergi och företagsintegrationer. Avhandlingens inriktning är att i vid bemärkelse studera synergibegreppet för att ytterligare öka förståelsen av synergi, både inom ett företag samt i företagets affärsnätverk. Syftet med avhandlingen är att utveckla hur synergi kan realiseras inom företaget och i affärsrelationer till kunder och leverantörer i samband med fusioner och förvärv. Baserat på fusioner och förvärv bland industriföretag analyseras i avhandlingens första del hur och om synergi kan realiseras inom ett integrerande företag. Ett resultat av studien är att synergi inom ett företag sammanfattningsvis kan sägas vara ett resultat av ett samspel mellan skapande av mervärden, samstämmighet mellan strategiska prioriteringar och funktionellt genomförande. Synergi inom ett företag kan sägas vara något som en företagsledning planerar med avsikt att genomföra. Företaget är i centrum och avsikten är att förändra och påverka omgivningen för anpassning till de nya förutsättningar som finns. I en sådan miljö finns andra aktörer, som kunder och leverantörer. Det finns därför ett intresse att också studera hur och om synergi i en affärsrelation kan uppstå. Synergi i ett fusionerande eller förvärvande företags affärsnätverk är en breddning av synergibegreppet till att också omfatta relationen mellan företag. Avhandlingens andra del studerar detta. Det är viktigt att ha ett vidare perspektiv på vad en förändring får för konsekvens i skapande av synergi i ett integrerande företags relation till andra aktörer, som kunder och leverantörer. Synergi i relation kan uttryckas som det samlade resultatet av hur aktörerna anpassar sig till förändringar, hur förändringen påverkar beroendeförhållanden, i vilken utsträckning det sker en koordinering av aktiviteter och hur detta sker i interaktion över tiden. Avhandlingen kombinerar också de två perspektiven på synergi i förhållande till utvecklingen över tiden. Inom det integrerande företaget kan synergi framstå som planerad i integrationens tidiga faser eller ske framväxande över tiden. I det integrerande företagets relation till andra aktörer kan synergi i relation förekomma genom påverkan i integrationens tidiga faser. Det är något som de integrerande bolagen planerar att genomföra i relation till andra aktörer. Synergi i relation kan över tiden ske i interaktion mellan affärsnätverkets aktörer. Synergi genom interaktion handlar om att det integrerande företaget initierar en förändring genom sammanslagningen och de olika aktörerna anpassar sig över tiden till de förändringar som sker. Anpassning är inte en passivitet utan ett uttryck för både aktion och reaktion. Avslutningsvis diskuteras praktiska implikationer av studien. Vid fusioner och förvärv kan det vara av intresse att beakta vad de integrerande företagens agerande får för konsekvenser i relation till andra aktörer samtidigt som den egna verksamheten utreds. Processmedvetenhet innebär att en kedja av aktiviteter startas och att det kan få betydelse för vilket resultat förändringen får över tiden. Stabilitet och beroenden mellan aktörerna påverkas genom de fusioner och förvärv som sker. Fusioner och förvärv kan fungera som drivkraft för att skapa tillväxt hos andra aktörer. Den operativa verksamheten hos andra aktörer kan också påverkas genom de förändringar som sker i en fusion eller ett förvärv. / Synergy is of fundamental interest in mergers and acquisitions. The point of departure in this thesis is that synergy, both theoretically as well as in practice, is used to describe different types of value creation. Mergers and acquisitions is a frequent phenomenon in business and many actors will be affected by such changes, e.g. employees, company management and owners. Company integrations can be assumed to affect the involved actors in the merger or acquisition. Also other actors such as customers and suppliers can be affected by the change a merger or acquisition creates in the business network. This background is of interest in the study of the relationship between synergy and company integrations. The thesis studies synergy as a concept to enhance the understanding of synergy, within a company and in the integrating companies’ business network. The aim with the thesis is to elaborate on how synergy is implemented in mergers and acquisition and in business relationships with customers and suppliers. Based on mergers and acquisitions among industrial companies the realisation of synergy within a company is analysed. The thesis concludes that synergy is the result of the interplay between creating value, alignment between strategic prioritisations and functional performance. Synergy within a company is something the company management plans and intends to carry out. The integrating companies are at the centre and the intention is to affect the companies’ business environment. In the integrating companies business environment there are actors such as customers and suppliers. These actors are also of interest when studying synergy realisation. Synergy in the business network of a merging or acquiring company can be seen as broadening the concept of synergy. The thesis concludes that synergy as a concept also should include relationships in business networks. Thus, creating synergy includes the integrating companies as well as their business relationships with other actors, such as customers and suppliers. Synergy in business relationships can be seen as the result of how companies adapts to changes in the business network, how the changes affects interdependency among actors, in what extent there is a co-ordination of activities between actors, but most importantly how this is carried out over time. The thesis also combines the two perspectives on synergy with the development over time. Within the integrating companies, synergy appears in two forms, as planned in the early phases of integration and, as emerging over time. In the integrating companies’ business relationship synergy can appear as something planned by the integrating companies to purposely influence other actors. Synergy in business relationships can also appear when different actors adapt over time to these changes. The adaptation is not a passiveness but an expression of action and reaction. For practitioners, consequences of merging and acquiring companies’ integration are of interest to take into account in the business relationship to other actors. Companies need to be aware of the integration process. Mergers and acquisitions start a chain of activities. Over time, this can affect the potential result of the integration. Stability and dependence between different actors are also affected. Mergers and acquisitions can be a driving force for other actors needs to create growth. Other actors operating activities can also be affected by the changes initiated by a merger or an acquisition.

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