Competitividade e análise de recursos internos: um estudo em uma empresa norteriograndense especializada em artigos e instrumentos musicais
Currently, to survive in a competitive market, all organizations need to create strategies that allow them to generate sustained value. The vision model, based on resources, evaluates the performance of an organization through the perspective of management and use of its resources. With this, it is...
Na minha lista:
| Autor principal: | |
|---|---|
| Outros Autores: | |
| Formato: | bachelorThesis |
| Idioma: | pt_BR |
| Publicado em: |
Universidade Federal do Rio Grande do Norte
|
| Assuntos: | |
| Endereço do item: | https://repositorio.ufrn.br/handle/123456789/50134 |
| Tags: |
Adicionar Tag
Sem tags, seja o primeiro a adicionar uma tag!
|
| Resumo: | Currently, to survive in a competitive market, all organizations need to create strategies that allow them to generate sustained value. The vision model, based on resources, evaluates the performance of an organization through the perspective of management and use of its resources. With this, it is from the internal analysis of the organization that the competitive implications of several parameters related to the institution's resources are weighed, identifying the internal strengths and weaknesses. One of the tools that allow the analysis of these resources is the VRIO model, which allows understanding, under the conditions of value, rarity, imitability and organization, the relationships between companies' resources and the generation of sustainable competitive advantages. The VRIO becomes a decision-making aid model, from the point of view of building strategic planning for this company. Based on this methodology, 15 fifteen resources were individually analyzed, classified between tangible and intangible, distributed among 4 (four major categories (physical, organizational, human and financial). The result was that 3 (three) of these resources generate competitive disadvantages for the company , 1 (one ) generates a competitive parity, while another 11 (eleven) are sources of competitive advantage for the organization. These competitive advantages corroborate with the high competitive potential observed in the company (from the perspective of its owner) in front of its competitors, through its e-commerce and its proposal of experience for each purchase made in the company, whether of clothing articles or of your personalized musical instruments. The work proposes the presentation of quantitative data in future works that confront the perspective of the owner of the company and bring scope to this methodology of analysis of competitiveness for the company. |
|---|