Publication: Alternativas estratégicas para competir en mercados en declive: una aplicación al mercado español de alimentación y bebidas
Loading...
Files
Official URL
Full text at PDC
Publication Date
2017-01-12
Authors
Advisors (or tutors)
Editors
Journal Title
Journal ISSN
Volume Title
Publisher
Universidad Complutense de Madrid
Citations
Exportar
Abstract
El tópico de estrategias competitivas en la fase de declive estudia el entorno y las acciones a implantar cuando la demanda del producto de la empresa se agota. Estos modelos pueden aportar conocimiento relevante ante el decrecimiento de la demanda en industrias significativas para el tejido económico. Ahora bien, estos modelos carecen de revisión reciente, de modo que la pregunta de investigación se cuestiona si ¿Son los modelos teóricos de comportamiento y resultado en el declive una guía de decisión de la estrategia competitiva adecuada, en el contexto actual de entorno y de empresa? Dar respuesta a esta pregunta constituye el objetivo de esta investigación. Para ello y en primer lugar, revisaremos el marco configurativo (framework) de la estructura de entorno y posición de la empresa, que es la guía para la elección de la acción estratégica (permanecer o salir). En segundo lugar, nos preguntarernos si las estrategias competitivas recomendadas por el modelo (model), liderazgo, nicho, cosecha y salida, son las que mejor resultado proporcionan a las empresas. Ahora bien, a causa del tiempo transcurrido desde su formulación y tras incorporar otras aportaciones, es posible que encontremos evidencia de que el modelo debe revisarse, en parte o en su totalidad.Como pregunta alternativa de investigación planteamos la posibilidad de inducir a través de los resultados de la investigación un nuevo modelo teórico que ajuste mejor con el contexto actual. MARCO TEORICO Y MODELO El marco teórico de esta investigación parte de una aproximación holística, inspirada en el continuo estratégico (SCP) del análisis estructural. El modelo del ciclo de vida explica el efecto del dinamismo de la industria en el resultado de las empresas. Las prescripciones del ciclo de vida tradicional para la fase de declive, cosechar y salir del negocio, son contestadas por Harrigan (1980, 1988) que formula dos proposiciones: declive no es sinónimo de descomposición, y las empresas permanecerán o saldrán según su diagnóstico del entorno y de su posición competitiva...
Decline is the last phase of industry evolution, according to the traditional model of industry life cycle. Management of decline has been rarely reviewed since Harrigan (1980a) and Porter (1980) set the principles of the analytical framework and the conduct model to outperform in decline. However, decline identification methodology and strategic options formulation can be an answer to the challenges of present industrial sectors. Therefore, our initial research question has to deal with a sound revision of decline management models: Are the theoretical models to behave in decline still valid as principles to choose the competitive strategy, in the present context of environment and companies? The answer of this research question is the objective of thar research. To do that, we question whether or not the framework to identify and qualify environment, company’s competitive position and the model that recommends the strategic options, can be a foundation stone to keep on, or if it is necessary to start a completely new approach. However, it is possible that we find evidences that the model has to be reviewed, totally or partially; therefore, we bring an additional objective, that is to postulate, if necessary, an alternative model. THEORETICAL FRAMEWORK AND MODEL Industry life cycle considers changes in industry as a consequence of product evolution and changes in customer’s usages and attitudes. The literature on decline stresses the relevance of this phase and empirically rejected the strategic options recommended by the ILC traditional view -harvesting and exiting-, as they found evidence of profitable companies that stay in declining industries. Research on decline is heavily influenced by Harrigan’s (1980a,b; 1988) effort to systematize her findings and enrich them with contributions from other authors. In our view, her main contribution is that a company decision can be either stay or exit. Decline does not mean, necessarily, the collapse and death of an industry, although sometimes it happens and the best movement is a quick divestment...
Decline is the last phase of industry evolution, according to the traditional model of industry life cycle. Management of decline has been rarely reviewed since Harrigan (1980a) and Porter (1980) set the principles of the analytical framework and the conduct model to outperform in decline. However, decline identification methodology and strategic options formulation can be an answer to the challenges of present industrial sectors. Therefore, our initial research question has to deal with a sound revision of decline management models: Are the theoretical models to behave in decline still valid as principles to choose the competitive strategy, in the present context of environment and companies? The answer of this research question is the objective of thar research. To do that, we question whether or not the framework to identify and qualify environment, company’s competitive position and the model that recommends the strategic options, can be a foundation stone to keep on, or if it is necessary to start a completely new approach. However, it is possible that we find evidences that the model has to be reviewed, totally or partially; therefore, we bring an additional objective, that is to postulate, if necessary, an alternative model. THEORETICAL FRAMEWORK AND MODEL Industry life cycle considers changes in industry as a consequence of product evolution and changes in customer’s usages and attitudes. The literature on decline stresses the relevance of this phase and empirically rejected the strategic options recommended by the ILC traditional view -harvesting and exiting-, as they found evidence of profitable companies that stay in declining industries. Research on decline is heavily influenced by Harrigan’s (1980a,b; 1988) effort to systematize her findings and enrich them with contributions from other authors. In our view, her main contribution is that a company decision can be either stay or exit. Decline does not mean, necessarily, the collapse and death of an industry, although sometimes it happens and the best movement is a quick divestment...
Description
Tesis inédita de la Universidad Complutense de Madrid, Facultad de Ciencias Económicas y Empresariales, Departamento de Organización de Empresas, leída el 19/10/2015