Aplicação do modelo estratégico de cooperação: um estudo de caso em um grupo empresarial de revendas e consórcios de automóveis no Rio Grande do Sul

Abstract

Knowing how to evaluate the strategies defined by companies of a Business cooperation network is a turning point for the development and growth of this new way of organization. Models most known as Matrix of Porter, Balanced Scorecard, BCG Matrix and Core Competence concept do not attend the needs of this complex cooperative format. In this context, this article has as objective the application of a strategic model proposed by Weise et al. (2010) wich adapts and attends the demands of the strategic cooperation management, in a company group which works with car sales and consortium in the state of Rio Grande do Sul. Based on the findings, it was possible to analyze the group and their partners strategic position. The analysis has enabled to verify that the company shows divergence in the strategies, since one of the six companies is found in a distant position compared to the others. To align the strategies and increase the performance and competitiviness, two scenarios were created. The first one suggests the exclusion of the distant positioned company and the cooperation progress as a whole, while the second scenario suggests improvement actions to the cooperation strategies, which has an option to keep all companies working as a group.