Este trabalho teve como objetivo avaliar a influência do ambiente competitivo na solução de problemas de localização de instalações e desenho da cadeia desenvolvendo um modelo matemático que captasse simultaneamente muitos dos aspectos práticos que impactam no funcionamento da cadeia de suprimentos. A seleção destes aspectos foi baseada nos comentários e sugestões que autores desta linha de pesquisa propuseram para aprofundamento da literatura da área. Foi desenvolvido um modelo de programação linear inteira mista (PLIM) aplicando-o em um problema exemplo para avaliar a hipótese de que a configuração de menor custo da cadeia não necessariamente proporciona maior acessibilidade ao mercado e, em seguida, o mesmo modelo foi aplicado a um problema real, de maior porte, no setor de fertilizantes. / The goal of this study was to evaluate the influence of a competitive environment in solving facility location and network design problems by developing a mathematical model that could capture several of the practical aspects that influence both decisions and operations of the supply chain. The selection of these aspects was based on the comments and suggestions proposed by several authors of this field of the literature. The mathematical program developed is based on mixed integer linear programming (MILP) and is firstly applied on an example problem to evaluate the hypothesis that the chain configuration that provides the lowest cost not necessarily also provides the greatest accessibility to the market. Afterwards, the same optimization model is applied to a larger real problem in the fertilizer industry.

A presente pesquisa visou levantar dados que permitissem aprofundar o entendimento sobre as habilidades organizacionais de resolução de conflitos e sua relação com o consenso entre os gestores no processo decisório estratégico de organizações inseridas em ambientes organizacionais dinâmicos, complexos e não munificentes (DCM-). Desenvolveu-se, para tanto, um conjunto de hipóteses relacionando esses construtos, que foram testadas com dados sobre o processo decisório estratégico de organizações do segmento de Telefonia Fixa do setor de Telecomunicações da economia brasileira. Os dados foram coletados pela aplicação de 39 questionários em gestores selecionados, via amostragem aleatória simples, de uma população alvo de 55 gestores. As hipóteses foram testadas usando-se as técnicas estatísticas de análise de significância univariada e de análise de regressão bivariada e multivariada. Os resultados mostraram que as características do ambiente organizacional DCM- influenciam o desenvolvimento de competências organizacionais de resolução de conflitos nas organizações nele inseridas, gerando duas possíveis abordagens para a solução dos conflitos que emergem entre os gestores no processo decisório estratégico. Na primeira, os conflitos são resolvidos em conjunto pelas partes opositoras, a partir de uma postura cooperativa. Eventuais impasses são resolvidos por mediação e/ou por um terceiro com autoridade legítima, com base na cooperação das partes. Essa abordagem está associada com um maior nível de racionalidade e compreensão da decisão pelos gestores e com um maior nível de consenso no processo decisório estratégico. Além disso, vincula-se a menores níveis de atividade política e ao maior comprometimento dos gestores. Na segunda, os conflitos são resolvidos por atividades políticas e eventuais impasses por mediação. Essa abordagem vincula-se a um menor nível de comprometimento dos gestores. Esses resultados levam a duas implicações. A primeira é que as competências organizacionais de resolução de conflitos determinam padrões interativos recorrentes entre executivos que influenciam o processo decisório estratégico tanto quanto as características da decisão. Isso contrasta com abordagens anteriores que colocam as características da decisão como soberanas. A segunda é que a alta administração deve estar atenta ao balanceamento do uso das abordagens cooperativa e competitiva na resolução dos conflitos no processo decisório estratégico, de forma a dosar os níveis de atividade política, cooperação, inação, e consenso que se deseja manter na organização. / The present research aimed lifting data that could permit to deepen the comprehension about organizational abilities of conflict resolution and its relationship to the consensus among managers on the strategic decision-making process of organizations inserted in dynamic, complex and few-munificent organizational environments (DCM-). Thus, it was developed a set of hypotheses relating these constructs, that were tested with data about strategic decisionmaking processes of organizations from the Fixed-Voice segment of the Telecommunications industry of the Brazilian economy. Data were collected by applying 39 questionnaires to managers selected, via simple random sampling, from a target population of 55 managers. Hypotheses were tested using the statistical techniques of univariate significance analysis and of bivariate and multivariate regression analysis. The results showed that the characteristics of the DCM- organizational environment influence the development of conflict-resolution organizational competences in the organizations inserted in it, generating two possible approaches for solving conflicts that emerge among managers on the strategic decision? making process. In the first approach, opposite parties, upon a cooperative posture, solve conflicts jointly. Eventual impasses are solved by mediation and/or by a third party with legitimate authority, with cooperative support from parties. This approach is associated with a higher level of rationality and comprehension of the decision by managers and with a higher level of consensus among managers on the strategic decision-making process. Besides, it is bound to lower levels of political activity and higher commitment of managers. In the second approach, conflicts are solved via political activities and eventual impasses are solved by mediation. This approach is associated with a lower level of commitment of managers. These results lead to two implications. The first implication is that conflict-resolution organizational competences determine recurrent interactive patterns among executives that influence the decision-making process as much as the decision characteristics. This contrasts with previous approaches that argument that decision characteristics are sovereign. The second implication is that top management should be attempted to the tradeoff between the use of the cooperative and competitive approaches for conflict resolving, so that it be possible to dose the levels of political activity, cooperation, inaction and consensus that are desired in the organization.

Esta tese propõe a seguinte pergunta de pesquisa: como estará caracterizado o ambiente competitivo dos bancos comerciais no Brasil nos próximos 10 anos e quais as principais estratégias e recursos que lhes habilitarão a competir nesse horizonte de tempo? Para respondê-la, pôs-se o objetivo geral de analisar as principais variáveis de configuração do ambiente competitivo dos bancos comerciais no Brasil e as possíveis estratégias competitivas correspondentes no referido horizonte de tempo. As abordagens de pesquisa utilizadas foram entrevistas semiestruturadas e um painel Delphi com treze especialistas do setor bancário: executivos, gestores, analistas e acadêmicos. A partir de uma análise de conteúdo aplicada sobre as respostas do roteiro, os principais resultados evidenciados são: tendência de uma crescente regionalização dos bancos brasileiros para a América Latina, associada a uma internacionalização para o continente africano; uma tendência de manutenção da concentração da indústria no País, com restritos espaços de atuação para bancos de pequeno e médio portes; possíveis disrupções na arena de competição devidas a novas tecnologias que impactam no modelo de negócios dos bancos, até de setores pouco relacionados à intermediação; consolidação do telefone celular como principal catalisador das transações bancárias e meios de pagamento. A consolidação das perspectivas registradas no painel Delphi não só confirmam os resultados supracitados, mas aponta que, nessa indústria, a governança, marca e reputação são os ativos intangíveis considerados os mais importantes para a competitividade dos bancos no futuro. Segue-se a eficiência em custos, esta possível não só por tecnologias de acesso pelo cliente, mas por uma extensiva revisão de processos nas operações e na gestão do relacionamento com o cliente. A pesquisa dá suporte a argumentos teóricos acerca da efemeridade de grupos estratégicos e contribui para a discussão e escolha de indicadores coerentes para a mensuração da vantagem competitiva em bancos comerciais. / This dissertation proposes the following research question: how will the competitive environment of commercial banks in Brazil be featured over the next ten years and what are the main strategies and resources that will enable them to compete in that time horizon? To answer it, it was established the overall objective of analyzing the main configuration variables of the competitive environment of commercial banks in Brazil and conceivable corresponding competitive strategies in that time horizon. The research approaches used were semi-structured interviews and a Delphi Panel with Thirteen experts from banking industry: executives, managers, analysts and academics. From a content analysis applied over responses, the main results are: tendency of a growing regionalization of Brazilian banks to Latin America, associated with an internationalization for the African continent; a tendency of enduring concentration of the industry in the country, with restricted operation gaps for small and medium banks; possible disruptions in the competitive arena due to the impact of new technologies on the prevailing banking business model, even from little brokering-related sectors; consolidation of the cell phone as the main catalyst of bank transactions and means of payment. The consolidation of the registered Delphi panel perspectives not only confirm the aforementioned results, but points out that, in this industry, governance, brand and reputation are intangible assets considered most important for the competitiveness of banks in the future. It follows cost efficiency, possible not only thanks to client-access technologies, but also to an extensive review of operations processes and customer relationship management. The research supports the theoretical arguments about the ephemerality of strategic groups and contributes to the discussion and choice of consistent indicators for the measurement of competitive advantage in commercial banks.

This Master´s Thesis introduces options of using Comptitive Intelligence to predict future actions of Competitor in Competitive environment.

Subject of this dissertation is "Strategic Analysis of an Enterprise". In theoretical part are evaluated common analytics methods. This method are applied on company GOPAS, a.s. in practical part, aim is to find strong and weak aspects, opportunities, potentials threats, which affect business of the GOPAS company.

The thesis analyzes the competitive environment of CK Alexandria. The aim is to create a comprehensive framework for systematic analysis of competitive environment. The thesis uses principles of Competitive Intelligence reflecting the specifics of travel agent industry. The first part introduces travel agents in general. It is followed by a description of competitive environment of travel agents. The following capture introduces the theoretical information about Competitive Intelligence. The practical section outlines the possible usege of CI in the particular company.

This Master´s Thesis introduces options of using Comptitive Intelligence to predict future actions of Competitor. The first part describes the current situation of the company and theoretical assumptions. In the second part are shown possible methods of application of competitive intelligence in the company.

The aim of this thesis is to prepare a strategic analysis of Dekora-Jeníček, a. s. with using external and internal analysis. Based on the information to formulate recommendations and conclusions arising from the analysis.

面對日趨活躍的跨領域互動潮流與日益縮短的產品生命週期及市場反應時間等三項因素，全球產業普遍面臨越來越嚴峻的競爭環境，企業因應變化和不確定性的挑戰越來越大。在這種情況下，企業為了能夠持續存活及維繫本身的競生優勢，他們必須要用一種更為敏捷的方式來回應環境中的變化和不確定性。敏捷策略代表的就是一種將「從市場上取得的訊息回饋並融入到公司的價值鏈內」的策略，它的目的是讓企業能夠更迅速調整自身的資源來回應市場的狀況。儘管目前對敏捷策略有許多不同的看法，但實際上「敏捷」所代表的意義仍然找不到一個如同「精實生產」一樣具體而明確的說法。本研究建立於個案研究的基礎之上，來找出企業在面對不同的競爭條件以及產業條件之下所會採用的敏捷策略的模式及作法。 研究發現，即便是被認為敏捷範例的企業，它們仍然不一定全方位的採行敏捷策略。公司根據企業在管理上的複雜度，選擇專注於商業環境中的特定面向來導入敏捷作為。本研究發現，所有個案公司在四個敏捷面向中至少採行其中兩個面向。首先，內部組織和文化面向皆調整為允許並提升靈活性和適應性。接著，公司透過調整經營和生產面向來相增加企業的靈活性和適應性。除了調整內部的運作之外，這些公司會依據公司的核心優勢或是在其他面向管理的複雜度來決定應該處理哪一個外部運作面向。本研究發現當企業面臨複雜的供應網絡時，他們會嘗試將資源分配來跟合作夥伴建立敏捷關係;另外，只有企業只有在必須直接及快速面對並回應快速變化的客戶或市場的需求時，他們才會將資源分配以便能夠敏捷地將客戶的聲音和市場的訊息融入產品或服務。 / As global business environment is experiencing much fiercer competitions from the increased interactions across country and industry boundaries, shorter product life cycle, shorter respond time, more variation and uncertainties are becoming major challenges to corporations nowadays. The increased competition forces companies to react to changes and uncertainties in an agile way, in terms of connecting resources internally and externally, in order to survive and to sustain their competitive advantages. Agility represents a strategy for companies to integrate information on the market into their value chain, making it easier and faster for the companies to leverage their resources and capabilities to respond to market situations in a quick manner. Despite the evolvement of different agility viewpoints, the concept of agility has yet to be solidly defines as it has been done on such concepts as lean manufacturing. On the basis of a multiple case study, this paper aims to identify the ways companies could adapt the agility strategy under different competitive circumstances based on the companies’ and their corresponding industries’ situation. The study finds that even companies recognized as agile examples are not performing all-around comprehensive across all aspects of agility. Companies choose to concentrate on specific agility dimensions based on the companies’ actual complications managing the business environment. However, commonalities exist when all case companies are found to perform practice agilely in two of the four dimensions. The internal organization and culture dimension is adjusted to allow flexibility and adaptability. Furthermore, the companies increase the companies’ versatility and adjustability by adjusting the operations and manufacturing dimension. On top of the adjusted internal operation, the companies should then decide to focus on the external environment that is complicated to manage or is fatally related to the companies’ core competencies. It is found only companies with complicated supply network would attempt to allocate resources into establishing agile relationship with their partners; and only companies with direct pressure to react to fast changing customer or market demand would allocate resources into agilely adapting customers’ voices and/or market information into their products or services.

[pt] Este estudo tem por objetivo analisar quantitativamente e classificar 49 empresas da indústria de seguros em grupos estratégicos com base na tipologia de Porter (1980) e identificar as estratégias competitivas dos grupos que apresentaram os melhores desempenhos entre os anos de 2006 a 2008. Para isso, foram revisados na literatura alguns conceitos a respeito de grupos estratégicos, estratégia competitiva, tipologia genérica de Porter e avaliação de desempenho. Os dados utilizados neste trabalho foram oriundos de duas fontes secundárias: a primeira foi cedida confidencialmente por Costa (2006) e nela estavam parte das variáveis estratégicas e as variáveis do ambiente. A segunda fonte foi o site da SUSEP (Superintendência de Seguros Privados) e dela foram extraídas duas variáveis estratégicas e as variáveis de desempenho. Em seguida, na base de dados consolidada, foram aplicados testes estatísticos, tais como: z score, Kolmogorov- Smirnov e Shapiro-Wilk, k-means clusters, MANOVA, ANOVA, entre outros. Foram encontrados os 5 grupos estratégicos, de modo que 32,65% das empresas analisadas estão localizadas no grupo sem posicionamento, tendo relação direta com o passado deste mercado fortemente regulamentado e por consequência com baixa concorrência. / [en] This study aims to quantitatively analyze and classify 49 companies of the insurance industry into strategic groups based on Porter`s typology (1980) and to identify the competitive strategies of the groups that presented the best performance between the years of 2006 until 2008. For this, some concepts about strategic groups, competitive strategy, Porter s generic typology and performance evaluation were reviewed in the literature. The data used for this study were obtained from two secondary sources: the first was given confidentially by Costa (2006) and contributed with part of the strategic and environmental variables. The second source was the SUSEP (Superintendence of Private Insurance) website from which two strategic variables and the performance variables were extracted. Then, in the consolidated database, statistical tests were applied, such as: z score, Kolmogorov-Smirnov and Shapiro-Wilk, k-means clusters, MANOVA, ANOVA, among others. Five strategic groups have been identified and 32.65% of the firms surveyed were allocated in the group without placement. This has direct relation to the past of this highly regulated market which consequently presents low competition.