Estratégia competitiva de bancos estrangeiros no Brasil pós - real: o caso do grupo BBVA no Brasil 1999 - 2002.

AUTOR(ES)
DATA DE PUBLICAÇÃO

2005

RESUMO

This study tried to understand the facts that could explain the reason why BBVA, a great international financial group stopped operating in Brazil in less than five years of activity in the country. The analysis model was built from Porters works regarding strategy and competitive advantage and also from the contribution of others authors who made it possible to focus the study in the banking industry and support the hypothesis formulated independently of their points of view. The research was developed from direct and indirect observations with explored and semi structured interviews with BBV Brasil executives and the results proves the following hypothesis: the national banking industry was attractive and competitive during the groups performance; there was a lack of an alignment between the competitive strategy and the essential functional strategies to the competitive support of an organization; and the presence of cultural shocks impacted the implementation of strategies. These results help the understanding of the reasons why BBVA did not reach the strategic objectives intended, but they were not enough to explain the end of the groups operational activities in Brazil, taking into consideration the complexity of organizational and political institutional facts involved in BBVAs corporate strategy, which are not mostly explicited and which are not the focus of this dissertation.

ASSUNTO(S)

formulação de estratégias strategies formulation implementação de estratégias estratégia competitiva strategies implementation competitive strategy administracao financeira strategic alignment values chain bbva no brasil organizational culture bbva in brazil alinhamento estratégico indústria bancária cadeia de valores banking industry cultura organizacional

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