A pesquisa em internacionalizaA pesquisa em internacionalizaçção de empresas:ão de empresas:

um estudo sobre as empresas brasileirasum estudo sobre as empresas brasileiras

ObservatObservatóório da Inovario da Inovaçção USPão USP

14 de Setembro de 200914 de Setembro de 2009

AFONSO FLEURYAFONSO FLEURY

1.1. O projeto GINEBRAO projeto GINEBRA

2. Posicionamento te2. Posicionamento teóóricorico--conceitualconceitual

3. Primeiros resultados da pesquisa3. Primeiros resultados da pesquisa

4. Implica4. Implicaççõesões

5. Perspectivas5. Perspectivas

AAGENDAGENDA

•• Brasil Brasil (aproximadamente 40): Embraer, CVRD, Gerdau, Petrobras(aproximadamente 40): Embraer, CVRD, Gerdau, Petrobras

•• RussiaRussia: : SeverstaalSeverstaal, , LukoilLukoil, , SukhoiSukhoi

•• IndiaIndia: : MittalMittal, , TataTata GroupGroup, , RelianceReliance GroupGroup, , RambaxyRambaxy

•• ChinaChina: : LenovoLenovo, , HaierHaier, , HuaweiHuawei, SAIC, SAIC

•• MexicoMexico: : CemexCemex, , TelmexTelmex, , NemakNemak

•• TurkeyTurkey: : VestelVestel GroupGroup

•• SouthSouth AfricaAfrica:: SABSAB

Sobre quem estamos falando? Os Sobre quem estamos falando? Os latelate--moversmovers ......

ProjetoProjeto: : ““GestãoGestão empresarialempresarial parapara a a internacionalizainternacionalizaççãoão dasdas

empresasempresas brasileirasbrasileiras”” (NPGT/USP)/FAPESP(NPGT/USP)/FAPESP

TemasTemas / sub/ sub--projetosprojetos

1.1. EstratEstratéégiasgias de de internacionalizainternacionalizaççãoão e e arquiteturasarquiteturas organizacionaisorganizacionais

2.2. GestãoGestão do do conhecimentoconhecimento

3.3. GestãoGestão de de competênciascompetências

4.4. GestãoGestão de P&D de P&D internacionalinternacional

5.5. GestãoGestão de de projetosprojetos globaisglobais

6.6. GestãoGestão ssóóciocio--ambientalambiental

7.7. PolPolííticasticas ppúúblicasblicas

Reunião Outubro 5

Ambiente Institucional

Mercado Interno Política Publíca

Configuração Coordenação

P& D

Operações

Centralização/Descentralizado

Integração / Autonomia

Gestão de

Projetos

Gestão de

Competências

Gestãode

R H

Gestão do

Conhecimento

Gestão Sócio

Ambiental

Estratégia Governança Stakeholders

Arquitetura Organizacional P 1

P 3P 3P 5 P 2 P 6

GINEBRA GINEBRA -- Quadro ReferencialQuadro Referencial

SubprojetoSubprojeto 3 3 –– GestãoGestão de de competênciascompetências e e internacionalizainternacionalizaççãoão

ReferencialReferencial teteóóricorico

••Resource Based View of the FirmResource Based View of the Firm

••Competence Based CompetitionCompetence Based Competition

Campos de Campos de ConhecimentoConhecimento

••International BusinessInternational Business

••International ManagementInternational Management

••International OperationsInternational Operations

THEFIRSTWAVE

THESECONDWAVE

THETHIRDWAVE

AMERICAN/ UK, GERMAN, FRENCH

CLASSICAL THEORY/ECLECTIC PARADIGM

SCANDINAVIAN

THE NORDIC SCHOOL: GRADUALISM, LEARNING

JAPANESE FIRMS

LEARNING TO CATCH-UP,MARKET POSITIONING

BRICS

?

1950 2000INTERNATIONALISATION

WESTERNADVANCEDCOUNTRIES

JAPAN

BRICS

1950 2000PROCESSO DE INTERNACIONALIZAÇÃO

TRANSFER PRODUCTS &PROCESSESREPRODUCE AND ADAPT

JAPANESE PRODUCTION MODEL-TQM , JIT, TPM, SCM, …JAPANESE ORGANISATIONAL MODEL

RE-CONFIGURATION

OF GLOBAL

PRODUCTION

SYSTEMS

BECOMING

INTERNATIONAL

“PRODUCTIVEOR INDUSTRIALRESTRUCTURING”

EMERGINGMULTINATIONALS

The role of manufacturing in the 1st and 2nd wavesThe role of manufacturing in the 1st and 2nd waves

Decide > Decide > transfertransfer > > adaptadapt

Decide > Decide > experimentexperiment > > learnlearn > > transfertransfer

LearnLearn > > catchcatch--upup > > innovateinnovate > > transfertransfer ((greenfieldsgreenfields))

?

WesternWesternAdvancedAdvancedCountriesCountries

JapanJapan

BRICSBRICS

TheThe NordicNordicapproachapproach

PARA ESTUDAR OS LATEPARA ESTUDAR OS LATE--MOVERSMOVERS

EM PARTICULAR AS EMPRESAS BRASILEIRASEM PARTICULAR AS EMPRESAS BRASILEIRAS

A A internacionalizainternacionalizaççãoão dasdas empresasempresas dos dos chamadoschamados

papaíísesses emergentesemergentes (BRIC) (BRIC) estestáá relacionadarelacionada aoao

reposicionamentoreposicionamento e e reconfigurareconfiguraççãoão dasdas earlyearly--movers movers

Como Como descreverdescrever esseesse movimentomovimento de de reposicionamentoreposicionamento e e

reconfigurareconfiguraççãoão??

QualQual referencialreferencial analanalííticotico utilizarutilizar??

THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKFleury e Fleury, JMTM, 2007Fleury e Fleury, JMTM, 2007

OPERATORSINTEGRATORS (CoPS)(System Providers)

DEVELOPERS(Solution Providers)

MANUFACTURERS

Technology Specialists

Logistical Operators

MARKETSCUSTOMERS

Specifies thesystem’s requisites

Integrates SolutionsDelivers the system

Interacts with end markets

Provides technological solutions

Provides technological solutions

Specifies the technical requisites

Specifies products’characteristics

Develops processDelivers the products

THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Exemple: TelecommunicationsTelecommunications

SERVICES PROVIDER(TIM, Telefonica)

EQUIPMENT INTEGRATOR(Ericsson, IBM)

SYSTEMS SUPPLIERS(Cisco, Nortell)

PARTS SUPPLIER(Celestica, Flextronics)

Technology Specialists

Logistical Operators

CUSTOMERS

Specifies thesystem’s requisites

Integrates SolutionsDelivers the system

Interacts with end markets

Provides technological solutions

Provides technological solutions

Specifies the technical requisites

Specifies products’characteristics

Develops processDelivers the products

THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Auto Exemple: Auto IndustryIndustry, GM case, GM case

SERVICES PROVIDERSFinancial Institutions

Dealers

VEHICLE INTEGRATOR(GM, VW, Toyota)

MEGA SUPPLIERS(Delphi, Bosch, Denso)

MANUFACTURERS(TRW,GKN, …)

Logistical Operators

DRIVERS

Specifies thesystem’s requisites

Integrates SolutionsDelivers the system

Interacts with end markets

Provides technological solutions

Provides technological solutions

Specifies the technical requisites

Specifies products’characteristics

Develops processDelivers the products

Design Houses(Pininfarina,

Technology

Specialists

THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Exemple: AirAir TransportationTransportation

SERVICES PROVIDER(BA, Air France, JAL)SYSTEMS INTEGRATOR

(Boeing, Airbus)

SYSTEMS SUPPLIERS(Rolls Royce, GE)

PARTS PROVIDER(TRW)

Technology Specialists

Logistical Operators

PASSENGERS

Specifies thesystem’s requisites

Integrates SolutionsDelivers the system

Interacts with end markets

Provides technological solutions

Provides technological solutions

Specifies the technical requisites

Specifies products’characteristics

Develops processDelivers the products

OPERATORSOPERATORS

WALMART, CARREFOURWALMART, CARREFOURBRITISH AIRWAYS, AA, BRITISH AIRWAYS, AA, GAP, PRADA, L&V, NIKEGAP, PRADA, L&V, NIKEVISA, AMEX, MCVISA, AMEX, MCTELEFONICA, VODAFONETELEFONICA, VODAFONE

MARKETS MARKETS –– INDIVIDUAL CUSTOMERINDIVIDUAL CUSTOMER

MARKETMARKETRELATIONSHIPSRELATIONSHIPS

INTEGRATORSINTEGRATORS

IBM, XEROXIBM, XEROXALSTHOM, LUMMUSALSTHOM, LUMMUSDUPONTDUPONT

SYSTEMS INTEGRATIONComplex technologicalsystems

DEVELOPERSDEVELOPERS

NOKIA, NOKIA, CISCO, ORACLE, SAPCISCO, ORACLE, SAPGE, ROLLS ROYCE,GE, ROLLS ROYCE,BOSCH, BOSCH,

R&DInnovative products

MANUFACTURERSMANUFACTURERS

FLEXTRONICS, CELESTICAFLEXTRONICS, CELESTICAMITTAL/ ARCELOR, CVRD, MITTAL/ ARCELOR, CVRD,

PROCESS ENGINEERING

R&D

Mnf

Dealer S

Market

INTEGR ATION

R & D

MANUFAC TURING

Sales and after

sales

-

Driver s

TheThe evolutionevolution ofof thethe competencecompetence’’s s profileprofile ofof thethe (ex) auto (ex) auto assemblersassemblers

FINANCE

LOGISTICPROVIDE

SUPPLYCHAIN

BRANDING

Questão de Pesquisa

Como caracterizar o processo de internacionalizaçãodas empresas Brasileiras?

Quais são as competências que provem vantagens competitivas?

DDIFERENTES IFERENTES SSETORES ETORES IINDUSTRIAISNDUSTRIAIS

• Baseados em Recursos Naturais Petrobras. CVRD

• Fornecedores de Insumos Básicos CSN, Gerdau

• Fornecedores de Materiais de Construção Tigre, Duratex

• Produtores de Bens de Consumo Ambev, Coteminas

• Produtores de Componentes e Subsistemas Embraco, Weg, Sabo

• Montadores de Sistemas Embraer, Marcopolo

... e Servi... e Serviççosos

•• ServiServiçços de Engenhariaos de EngenhariaOdebrecht, Odebrecht,

•• ServiServiççososFogo de chão, Fogo de chão, DownstreamDownstream O&G: PBO&G: PB

•• EntretenimentoEntretenimento Globo Globo

•• BancosBancosItaItaúú, Banco do Brasil, , Banco do Brasil,

•• SoftwareSoftwareStefaniniStefanini, , DatasulDatasul

RESEARCH DESIGNRESEARCH DESIGN

1) Pilot studies (five cases)

2) Survey (30 Headquarters and 68 subsidiaries)

3) In-depth case studies (12 cases)

TheThe structurestructure ofof thethe surveysurvey

30/42 Brazilian MNEs11 industriessubsidiaries in all continents

Competences / Functions

ManufacturingR & DSales and MarketingFinanceHuman Resources MngtClients’ relationshipsSuppliers’ relationshipsInformation Technology

PlanningBusiness Model

Three moments in time

before internationalisation

entry

expansion

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3BEFORE INTERNATIONALISATION POST-INTERNATIONALISATION DURING INTERNATIONALISATION

MANUFACTURINGTECHNOLOGY

HUMAN RESOURCES MANAGEMENT

RELATIVE IMPORTANCE OF ORGANISATIONAL FUNCTIONS RELATIVE IMPORTANCE OF ORGANISATIONAL FUNCTIONS IN THE INTERNATIONALISATION PROCESSIN THE INTERNATIONALISATION PROCESS

(Survey among 30 Brazilian MNEs)

SALES AND MARKETING

SELECTED CASE STUDIESSELECTED CASE STUDIES

MANUFACTURERSMANUFACTURERS

SABOSABO – AUTO PARTS PRODUCERAUTO PARTS PRODUCER

EMBRAEREMBRAER –– AIRCRAFT PRODUCERAIRCRAFT PRODUCER

COMMODITIESCOMMODITIES’’ PRODUCERPRODUCER

VOTORANTIM VOTORANTIM – CEMENT PRODUCER

INT

R&D

Mnf

Operator

-

Market

INT

R&D

Mnf

Operator

Market

TheThe evolutionevolution ofof SaboSabo in in itsits internationalisationinternationalisation processprocess

Launch AfterASSEMBLER ASSEMBLER

SaboSabo/Kako

GermanTechSuppliers

Mnf

Retail

Market

Constructors

R&D

Mnf

Retail

Market

TheThe evolutionevolution ofof VotorantimVotorantim Cimentos in Cimentos in itsits internationalisationinternationalisation processprocess

Log 2

Launch

Canada and USA

Log

Log

R&D

Mnf

Operators

Market

INT

R&D

Mnf

Operators

Market

TheThe evolutionevolution ofof Embraer in Embraer in itsits internationalisationinternationalisation processprocess

R&D

Mnf

INTERNATIONAL SUPPLY RISK PARTNERS

The role of manufacturing in the internationalisationprocesses of firms from Emerging Economies

Decide > Decide > transfertransfer > > adaptadapt

Decide > Decide > experimentexperiment > > learnlearn > > transfertransfer

LearnLearn > > catchcatch--upup > > innovateinnovate > > transfertransfer ((greenfieldsgreenfields) )

Early –movers

Japan

BrazilUnderstandUnderstand GVC > GVC > evaluateevaluate M&A M&A oror greenfieldgreenfield > > decide > decide > integrateintegrate > > supportsupport movementmovement ofof MNE MNE upup thethe valuevalue chainchain

E agora? O E agora? O queque esperaresperar no novo no novo contextocontexto de de crisecrise global?global?