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Alianças Estratégicas
Eduardo Vasconcellos

Eduardo Vasconcellos

Alianças ou Parcerias
Acordos entre empresas com a finalidade de apoiar os parceiros no alcance dos seus objetivos e estratégias Eduardo Vasconcellos

Alianças Estratégicas
A aliança é denominada estratégica quando a sua importância para os parceiros é alta
Eduardo Vasconcellos

Tipos de Alianças
FORMAIS
- ACORDOS SEM ENVOLVER $ – AGA-NIPPON
- ACORDO ENVOLVENDO $
• SEM CRIAR OUTRA ENTIDADE -

POHANG IRON-NIPPON STEEL

• CRIANDO TERCEIRA ENTIDADE – “JOINT VENTURE”
•Fugitsu – Siemens Computers
•Autolatina ( VW-Ford)

INFORMAIS – Hippel (mini siderurgias) e Allen
Eduardo Vasconcellos

Tipos de Alianças (cont.)
1 – COMERCIAL –
Pfizer Cataflan/Novartis Zitromax
Novartis - Schering

2 – COMERCIAL E MANUFAT. – Sabó/Bruss

3 – COMERCIAL, MANUFATURA E
P&D&E – Xerox/Fuji
Eduardo Vasconcellos

Novo Paradigma da Competitividade

1. EMPRESA

X

EMPRESA

2. GRUPO

X

GRUPO

3. SISTEMA

X

SISTEMA

Eduardo Vasconcellos

Sistema de Parcerias
PAPEL DO
GOVERNO
FORNECEDORES

CONCORRENTES

EMPRESA

CLIENTES

UNIVERSIDADES
EMPREGADOS

Eduardo Vasconcellos

Parceiros Potenciais
EMPRESAS FORA DO PAÍS
FORNECEDORES – CHAVE
DETERMINADOS CONCORRENTES
DISTRIBUIDORES – CHAVE

CLIENTES - CHAVE
EMPRESAS ESPECÍFICAS DE OUTROS
SETORES
UNIVERSIDADES
Eduardo Vasconcellos

Parceiros Potenciais
Prioridade

1º Lugar %

CLIENTES - CHAVE

1

37%

FORNECEDORES - CHAVE

2

22%

DISTRIBUIDORES - CHAVE

3

12%

DETERMINADOS CONCORRENTES

4

11%

EMPRESAS ESPECÍFICAS DE OUTROS
SETORES

5

10%

EMPRESAS FORA DO PAÍS

6

7%

UNIVERSIDADES

7

1%
Eduardo Vasconcellos

Todo Fornecedor é um
Parceiro?

Eduardo Vasconcellos

Eduardo Vasconcellos

INTEL
Alianças e Gestão de
Ecossistemas

Eduardo Vasconcellos

Ecosystem Framework – Mobility

INTEL

•Mobile operator
•Broadband operator
•Cable TV
•Hot spot builder
•Equipment/solution
Vendor-WAN
Vendor•Equipment/solution
Vendor-WLAN (AP+NIC)
Vendor•Hot Spot Location

Application & Content
MEU Device
Service / content distribution

Infrastructure

Internet
Intranet
Home
Ad hoc
Fixed Location Roaming

Universities/Research Centers

•Internet Solution
Provider
•Aggregator
•Mobile Operator
•Telco
•Digital Media
Distributors

Mobile End User

Government

•Federal
•Local
•Communications
Office/secretary/minister
•Science&Technology office/secretary/minister •Regulatory agency

•IT/IT Execs
•Small Business
•Texperts and Students
•Mainstream
•Biz Execs

•ISV
•SI
•Vertical App developer
•Security
•Operating System
•Content provider/developer
•Notebook ODM
•PDA ODM
•Cell Phone ODM
•LOEMs - NB
•LOEMs - PDA+CP
•MNC - NB
•MNC - PDA+CP
•Channel (Retail included)
•Undergraduate /Graduate
•University Labs
•Business Schools (MBAs)
•Research center

Eduardo Vasconcellos

LES ALLIANCES DANS LE SECTEUR INFORMATIQUE- Redes de Alianças HITT
TELECOMMUNICATIONS
Prof. Eduardo Vasconcellos
KOKUSAI
DENWA
VENSHIN
MITSUBISHI
GROUP

HUGUES
AIRCRAFT
MITISUI
AND CO.

MCI

COSMOS 80

SPERRY
MOTOROLA

NIPPON
ELETRIC
COMPANY

ERICSSON

ROLM

IBM

MITTEL
STET

ITAUTEL

NIPPON
TELEPHONE
TELEGRAFHY

INTEL

BULL

GTE
HITASHI

XEROX

SIEMENS

PLESSEV

HONEYWELL

CIT/
ALCATEL

TOSHIBA

FUJITSU

MITSUKO
PHILIPS

OLIVETTI
ICL

SONY

KIOCERA
SHARP

RCA

AT&T
C. ITOH
NISSHO IWAI

FONTE: DUSSAUGE, PIERRE E OUTROS
“REVUE FRANÇAISE DE GESTION” - MARS - AVRIL - MAI 1988

ALLIANCES
EXISTANTES

LUCKY
GOLDSTAR

RICOH

ALLIANCES
Eduardo Vasconcellos
EN PROVET

ALIANÇAS TECNOLÓGICAS NA INDÚSTRIA DE SEMI-CONDUTORES
EUROPE

ICL

SGC-ATES

JAPAN

HITASHI

FUJITSU

OKI ELECTRIC

THONSON
-CSF

SHARP MITSUBISHI

NIPPON

SIEMENS

ELECTRIC

PLESSEY

RICON
PHILIPS

SONY

TOSHIBA
YOKOÇAMA
ELECTRIC

MATRAHARRIS

INTEL

ZILOG
ADVANCED
MICRO
DEVICES

VITELIC
RCA

IBM

LSILOGIC

MOTOROLA

UNITED STATES

NATIONAL

JOINT ACTIVITIES (EQUITY BASED)

JOINT ACTIVITIES (NON-EQUITY BASED)

ROCKWELL

TEXAS
INSTRUM.

HP

VLSI TECNOLOGY INC

MARKETING-MANUFACTURING
PERSONNEL EXCHANGES

FONTE:
COLMEN,
1988

Eduardo Vasconcellos

Tecnologias Facilitadoras
Video conferências, Skype
Fax, Palm, Notebooks,
Banco de Dados
Telecomunicações
Internet, Intranet
Eduardo Vasconcellos

Há limite adequado para uso de novas tecnologias?

Eduardo Vasconcellos

Eduardo Vasconcellos

Eduardo Vasconcellos

Eduardo Vasconcellos

Eduardo Vasconcellos

As alianças são relevantes a todos os setores
Estados Unidos
5.539 alianças

Financeiro 252

Transportes 186

Serviços 363
Comunicações 752
Industrial 427

Consumo e varejo 528

Software para computador 1543

Energia 108

Biotécnica e
Médica 1037
Eletrônica 343

Alianças por setor
Fonte: Strategic Data Corporation; análise da Booz-Allen & Hamilton

Eduardo Vasconcellos

Rentabilidade da Empresa e Alianças
25%
20
20
15
11
10
5

0
Rentabilidade das empresas com grande sucesso na formação de alianças
Fonte: Levantamento da Booz-Allen & Hamilton da capacidade de institucionalização de alianças, 1997

Rentabilidade das empresas com pouco sucesso na formação de alianças
Eduardo Vasconcellos

Alianças e Competitividade
 Principais empresas globais possuem em média 60 alianças estratégicas

 35% das receitas de negócios globais foram resultado direto de alianças, em 2002 (2%, em 1980)

 Preço da ação cresce 1% com o anúncio de uma nova aliança
Estudo realizado em 200 empresas (1.572 alianças)
Fonte: Sloan Management Review, Summer 2001
Eduardo Vasconcellos

Crescimento da Cooperação em P&D e
Níveis de P&D
P&D em Cooperação
100%

P&D Individual

80%
60%

40%
20%
0%

Fonte: Lewis, J.
Eduardo Vasconcellos

Vantagens / Razões










Reduz tempo, custo e risco da inovação
Soma vantagens dos parceiros
Viabiliza acesso a mercados fechados
Potencial de absorção de tecnologia para quem absorve Cria padrão de mercado para sua tecnologia
Incentivos governamentais
Possibilita conhecer o mercado
Pode bloquear concorrentes
Aumenta o poder de barganha
Eduardo Vasconcellos

Desvantagens / Riscos
 Divisão dos benefícios
 Potencial de conflitos
 Risco de fortalecer futuro concorrente
 Risco de absorção pelo parceiro mais forte  Restrições impostas pelas alianças
Eduardo Vasconcellos

Quando uma aliança termina?

Eduardo Vasconcellos

QUANDO UMA ALIANÇA TERMINA

A

BENEFICIO
CUSTO

BENEFICIO
CUSTO

B

BENEFICIO
CUSTO

BENEFICIO
CUSTO

C

SOZINHO

Eduardo Vasconcellos

Monitorando a “Saúde” de uma Aliança
CUSTOS
•Visitas de promoção
•Pesquisa de mercado
TÊXTIL

•Propaganda

BENEFÍCIOS
•Mercado cativo (cotas)

•Evita verticalização

•Moldes e assistência técnica CONFECCIONISTA

•Cota mínima
•Prazo de pagamento é curto
•Excesso de padrões obrigam custo alto de estoque
•Prazo para mudança de moldes é curto
•Contrato favorece parceiro mais forte

•Têxtil faz promoção
•Têxtil faz pesquisa de mercado •Têxtil dá apoio técnico
•Garantia de fornecimento de matéria prima
•Marca têxtil tem valor

Eduardo Vasconcellos

Medidas Tomadas
 Valorizar a homologação
 Metas e programas de qualidade
 Aumentar prazo de pagamento para 90 dias
 Reduzir número de modelos
 Envolver confeccionistas quando houver mudanças nos moldes e dar mais prazo

 Confeccionistas deverão colaborar mais na venda Eduardo Vasconcellos

Razões do Fracasso
 Tamanho desigual
 Experiência desigual em empreendimentos de risco  Diferentes expectativas em relação ao prazo de retorno 




Incompatibilidades pessoais entre equipes
Não cumprimento de promessas (conluio)

Estilos conflitantes de gestão - cultura
Acomodação

(Fonte: K. Harrigan)

Eduardo Vasconcellos

Razões do Fracasso
 Agendas ocultas dos parceiros
 Mudanças nas estratégias dos parceiros
 Falta de um sistema de monitoramento da parceria  Estrutura organizacional inadequada

Eduardo Vasconcellos

Razões do Fracasso de JVs na China
 Diferentes visões sobre o negócio e a estratégia

 Relacionamentos com o parceiro
 Escolha do parceiro
 Controle de custos
 Qualidade do produto
 Preço do produto
(Fonte: Andersen Consulting)

Eduardo Vasconcellos

Importância da cultura

Eduardo Vasconcellos

Cultura – JVs Finlândia - China
 Difícil ganhar a confiança dos Chineses
 Entre as províncias Dongguan, Shenzen e
Beijing, a mesma lei tinha interpretações diferentes e prazos de efetivação diferentes

 Cumprimento de um contrato tem valor diferente entre Chineses e Finlandeses

Eduardo Vasconcellos

A Aliança é necessária?
Em caso positivo como selecionar o parceiro? Eduardo Vasconcellos

Decisões Estratégicas sobre o Novo Empreendimento









Quais produtos e serviços?
Para quais mercados / clientes?
Qual a infra-estrutura de produção necessária?

Quais tecnologias são críticas para o sucesso?
Que recursos humanos são necessários?
Qual o capital necessário?

Qual o retorno esperado?
Qual o nível de risco?

Fonte: Adaptado de Vasconcellos, Eduardo e Waack, Roberto “Planning and Negotiation of Strategic
Business Alliances”,; presentation - Expert Group Meeting on Strategic Alliances, UNIDO, Viena.

Eduardo Vasconcellos

Avaliando a Necessidade de uma Aliança Estratégica
Nível de
Concordância com a Afirmação
(1 a 10)

Fatores de Avaliação

A empresa é capaz de lançar o produto sozinha dentro do prazo necessário

A empresa tem suficiente domínio das tecnologias de produto e processo para viabilizar produto a preço competitivo
A empresa domina adequadamente as tecnologias de produto e processo para fabricar um produto com a qualidade necessária Pontos: 1 - baixo nível de concordância
1 - o fator não é relevante para o negócio

Peso do Fator
(1 a 3)

Nível de
Concordância
Ponderada

1

1

1

7

1

7

2

2

4

10 - alto nível de concordância
3 - o fator é muito importante para o negócio

Eduardo Vasconcellos

Avaliando a Necessidade de uma Aliança Estratégica
Nível de
Concordância com a Afirmação
(1 a 10)

Peso do Fator
(1 a 3)

Nível de
Concordância
Ponderada

1

1

1

7

1

7

A empresa domina adequadamente as tecnologias de produto e processo para fabricar um produto com a qualidade necessária:

2

2

4

A empresa tem conhecimento suficiente do mercado para o produto em questão

3

2

6

Há condições favoráveis (disponível e em condições que permitam retorno adequado) para adquirir a tecnologia necessária 3

3

9

8

1

8

A empresa tem conhecimento suficiente sobre o novo negócio 8

2

16

A empresa tem acesso ao capital necessário para o novo empreendimento em condições competitivas

2

2

4

Fatores de Avaliação
A empresa é capaz de lançar o produto sozinha dentro do prazo necessário
A empresa tem suficiente domínio das tecnologias de produto e processo para viabilizar produto a preço competitivo A empresa tem acesso a recursos humanos capacitados técnica e gerencialmente para desenvolver o novo empreendimento sozinha

Pontos: 1 - baixo nível de concordância
1 - o fator não é relevante para o negócio

10 - alto nível de concordância
Eduardo Vasconcellos
3 - o fator é muito importante para o negócio

Exemplo de Boa Escolha de Parceiro
 A Suzano fez parceria com empresa Canadense especializada em tecnologia para substituir produtos a base de petróleo e derivados

 Desenvolveram uma cola a base de amido de milho que levou a uma economia anual de mais de US$ 2 milhões/ano  O nome do parceiro é mantido em segredo

Eduardo Vasconcellos

Alianças
Estratégicas:
Planejamento

Eduardo Vasconcellos

Itens Importantes para o Contrato
 Estratégia do novo negócio (em anexo)

 Contribuição de cada parceiro quanto a:






tecnologia recursos financeiros recursos humanos conhecimento s/ mercado contatos com clientes e fornecedores – acesso a matérias primas e componentes  Divisão dos cargos - chave
(em anexo)

 Divisão dos benefícios
 Confidencialidade
 Preparação para o
“divórcio”

 Penalidades
 Critérios e mecanismos de avaliação  Definição das atribuições
(em anexo)

Fonte: Vasconcellos, Eduardo e Waack, Roberto “Planning and Negotiation of Strategic Business
Alliances”,; presentation - Expert Group Meeting on Strategic Alliances, UNIDO, Viena.

Eduardo Vasconcellos

Matriz de
Responsabilidades ou
Organograma Linear para Joint Ventures
Eduardo Vasconcellos

Divisão da Autoridade e Responsabilidade entre os Parceiros da Aliança
ATIVIDADES E DECISÕES

PARCEIROS
X

Y

ADMINISTRADORES DA ALIANÇA
Diretor
Geral

Financia

Operação

Seleção da rotas de manufatura

D

RH

D

Início da fabricação

MKT

P
P

Definição do preço

D

Seleção dos canais de distribuição

D

Aprovação de novos investimentos

D

Delineamento da estratégia do empreendimento P

D

P

D

A

Implementação da estratégia
Avaliação do desempenho da aliança

P&D

P

P

P

P

P

P

P

P

P

P

A

P

P

P

P

D
A

A

P

Delineamento do plano tecnológico

D

Implementação do plano tecnológico

D

Avaliação do plano tecnológico

D

P

A
P

P

A = realiza a atividade
D = decide
P = participa
Fonte: Vasconcellos, Eduardo e Waack, Roberto “Planning and Negotiation of Strategic Business Alliances”,; paper presented at the Expert Group Meeting on Strategic Alliances, UNIDO, Viena.

Eduardo Vasconcellos

Pré-requisitos para Absorção de Tecnologia em
Joint Ventures
A. Planejamento tecnológico
B. Subordinação da área de tecnologia

C. Transferência de tecnologia como parte do acordo D. Monitorar a absorção

E. Seleção do parceiro
F. Investir em P&D e em capacidade dos RH recursos humanos

G. Adaptação dos sistemas de gestão
Eduardo Vasconcellos

RESUMO
1. Conceito e tipos de alianças

2. Vantagens e riscos envolvidos na

realização de uma Joint Venture
3. Gestão de conflitos em JVs – o caso Têxtil
4. Causas de fracasso de JVs
5. Seleção do parceiro
6. Matriz de responsabilidades e sua aplicação às JVs
7. Absorção de tecnologia em JVs
Eduardo Vasconcellos

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...Article 86 of the Uniform Code Of Military Justice. This Article covers Point and Place of Duty. That means from PT formation to COB that is where you will be. What a lot of Soldiers do not understand that includes appointments made by them or someone else. We have appointment times, SP times, formation times and many other start times that dictate we will be there. If a Convoy has an SP time of fifteen hundred hours and the Soldiers decide to show up late because they did not feel like getting ready on time people could die. If they rolled out on time, they may have avoided the ambush or avoided the Vbid that hit them in the bottleneck. It sounds extreme but time management plays a critical role in the Army. When you make an appointment that spot has been reserved for you. That means if you have been given the last slot someone else is going to have to wait for another one to open up. This could be one day or one month. And because you missed it someone else is still going to have to wait when they could have had that spot and been there. If you are going to miss the appointment or cannot make it due to mission they do allow us to cancel the appointment with in twenty four hours. The Army allows us to make appointments for whatever we need. Be it for a medical appointment, house goods, CIF, Smoking Sensation or whatever we need these recourses are available to us. But when Soldiers start missing appointments theses systems start to become inefficient. What a lot of Soldiers do...

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