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Abstract(s)
Com o advento da globalização, a sociedade passou a não ter fronteiras na comunicação
e interação, e às organizações foi imposta a adoção de um perfil mais adaptável. Assim,
a internacionalização começou a ganhar visibilidade e se tornar um possível ‘caminho de
sobrevivência’ organizacional. Mas, para que seja eficaz e produza o efeito esperado, é
preciso um estudo de viabilidade minucioso na tentativa de diminuir o máximo possível
os riscos do processo. É preciso uma estratégia robusta de entrada aos novos mercados,
cuja procura é analisar, de maneira geral e detalhada, os seus consumidores, os
investimentos financeiros e o mercado propriamente dito.
Uma empresa, depois de definidas as orientações estratégicas para o país de origem, deve
analisar a possibilidade de transpor as suas operações para outros mercados geográficos.
Para tanto, convém enquadrar o processo de internacionalização da organização com sua
atuação no mercado doméstico, de forma a garantir o aproveitamento das competências
e vantagens competitivas já desenvolvidas ao longo do tempo.
O nível de internacionalização da empresa precisa evoluir junto às tendências do
mercado e suas competências internas, contribuindo para o reforço da sua
competitividade nos mercados internacionais. E para que o mecanismo internacional
funcione de forma orgânica, é essencial que a empresa tenha estabilidade, com bases
concisas no seu mercado interno, para que ao se expandir, os alicerces existentes possam
sustentar tal crescimento.
Assim, a partir da pesquisa exploratório-descritiva, estruturou-se um estudo de caso
qualitativo junto a uma empresa bem-conceituada no ramo alimentar, no setor da
pastelaria. Objetivou-se, então, demonstrar a importância de se analisar a relevância do
mercado interno no processo de internacionalização da empresa, procurando
compreender o modelo adotado pela instituição para que a sua expansão externa seja
realizada e sustentada pelas vantagens competitivas adquiridas e pela boa consolidação
no mercado interno.
With the advent of globalization, society began to have no borders in communication and interaction, and organizations were forced to adopt a more adaptable profile. Thus, internationalization began to gain visibility and become a possible organizational ‘path of survival’. However, for it to be effective and produce the expected effect, a thorough feasibility study is necessary in an attempt to reduce the risks of the process as much as possible. A robust strategy for entering new markets is needed, the aim of which is to analyze, in general and in detail, its consumers, financial investments and the market itself. A company, after defining strategic guidelines for the country of origin, must analyze the possibility of transposing its operations to other geographic markets. To this end, it is important to frame the organization's internationalization process with its operations in the domestic market, in order to guarantee the use of the skills and competitive advantages already developed over time. The company's level of internationalization needs to evolve in line with market trends and its internal competencies, contributing to strengthening its competitiveness in international markets. And for the international mechanism to function organically, it is essential that the company has stability, with concise foundations in its domestic market, so that when expanding, the existing foundations can support such growth. Thus, based on exploratory-descriptive research, a case study was structured with a wellregarded company in the food industry, in the bakery sector. The objective, then, was to demonstrate the importance of analyzing the relevance of the internal market in the company's internationalization process, seeking to understand the model adopted by the institution so that its external expansion is carried out and sustained by the competitive advantages acquired and good consolidation in the intern market.
With the advent of globalization, society began to have no borders in communication and interaction, and organizations were forced to adopt a more adaptable profile. Thus, internationalization began to gain visibility and become a possible organizational ‘path of survival’. However, for it to be effective and produce the expected effect, a thorough feasibility study is necessary in an attempt to reduce the risks of the process as much as possible. A robust strategy for entering new markets is needed, the aim of which is to analyze, in general and in detail, its consumers, financial investments and the market itself. A company, after defining strategic guidelines for the country of origin, must analyze the possibility of transposing its operations to other geographic markets. To this end, it is important to frame the organization's internationalization process with its operations in the domestic market, in order to guarantee the use of the skills and competitive advantages already developed over time. The company's level of internationalization needs to evolve in line with market trends and its internal competencies, contributing to strengthening its competitiveness in international markets. And for the international mechanism to function organically, it is essential that the company has stability, with concise foundations in its domestic market, so that when expanding, the existing foundations can support such growth. Thus, based on exploratory-descriptive research, a case study was structured with a wellregarded company in the food industry, in the bakery sector. The objective, then, was to demonstrate the importance of analyzing the relevance of the internal market in the company's internationalization process, seeking to understand the model adopted by the institution so that its external expansion is carried out and sustained by the competitive advantages acquired and good consolidation in the intern market.
Description
Keywords
Internacionalização Mercado interno Mecanismos organizacionais Internationalization Intern market Organizational mechanisms