O uso das capacidades dinâmicas nas estratégias de uma unidade de carne ovina por uma cooperativa

Abstract

In 2008, a cooperative based on its business diversification strategy created the sheep meat business unit (UNCO). The aim was to add value to its products and create a low leverage alternative for its members. A market opportunity, special lamb meat, was identified in an already existing productive situation of informal sheep. The strategy used included the coordination of the links in the sheep meat chain and the professionalization of production. Even though sheep production is still little explored in Brazil, it has been showing great potential for growth in consumption, already being appreciated in the regions of the South and Northeast due to cultural issues and outlook in other Brazilian regions. The Organization for Economic Cooperation and Development (OECD) and the Food and Agriculture Organization of the United Nations (FAO) (2017) estimate an approximate growth of 22% in world annual consumption of this meat in the period from 2014 to 2026. A characteristic of this chain is that it has its production based on family agriculture, which makes it easier for cooperatives to implement and manage their structuring. It is estimated that more than 90% of the Brazilian sheep meat consumption comes from the informal chain and that the large urban centers consume a large part of the imported sheep meat. The present paper aims to answer the research question: How were these strategies proposed by Wang and Ahmed (2007) from the hierarchical order of dynamic capacities? This is a case study. From a functionalist paradigm, with a qualitative, basic approach, transversal temporal cut, with an intralocal unit of analysis, regarding descriptive and analytical objectives and data analysis by content analysis. As a result, the occurrence of new technology strategies has been found; cost reduction and rationalization; verticalization; cost reduction - coordination and rationalization; strategic alliances; consumer-oriented marketing; product differentiation; multiplicity of distribution channels; market segmentation and final product market. The UNCO is in the second hierarchical order of dynamic capability, as proposed by Wang and Ahmed (2007), showing itself to be effectively consumer oriented and in line with the organization's own capability to differentiate itself. It walks in a sustainable way in maintaining its competitive advantage in the long run. When it does not dominate, it coordinates the links of the productive chain of ovine meat in its region. Growth in scale is expected so that it can acquire its own slaughter plant, which is self-sufficient to meet the demands of the market and meet the expectations of the producers.