Respostas estratégicas de bancos tradicionais aos diferentes modelos de negócios emergentes no segmento de investimentos: análise sob a ótica das capacidades dinâmicas

Abstract

Traditional Brazilian banks have long been in environments with low competition, but in recent decades the banking sector in Brazil has experienced major changes from the strong technological influence in their services, the growth of competition and changes in customer profiles, being frequent strategic repositioning of organizations is required to generate and maintain competitive advantages. In this context, the objective of this work is to examine the alternatives for the performance of traditional Brazilian banks in the investment segment, from the perspective of dynamic capacity theory, to face the dynamics and new business models of this segment. It is a study with a qualitative approach, exploratory and descriptive from the perspective of dynamic capabilities, outlined here in the processes, positions and trajectories (TEECE; PISANO; SHUEN, 1997). The data collection process took place in a medium-sized city in Minas Gerais, between April and June 2020, composed of documentary research (report, publications and articles from companies in the market), 06 semi-structured interviews with banking and non-banking professionals who operate in the investment segment and 47 electronic forms answered by investors, contemplating the triangulation of data sources, and content analysis following the precepts of Bardin (1977). The results found signal the applicability of the dynamic capacities approach to analyze the performance of traditional banks in the investment segment in view of the competitive dynamism, pointing out an interdependence relation of the analyzed categories (process, position and trajectory), where it was found that the growth of traditional banks due to their successful market position, led them to adopt processes that made their structure less flexible, which may limit the choices and, consequently, the trajectories of these organizations in the analyzed segment. . The business model of traditional banks for the investment segment is considerably different from the most recent models (such as brokers, fintechs and digital banks), which makes it impossible for traditional banks to imitate the strategies adopted by these other models. The analysis of the data points to possible strategic paths for traditional banks, which include an increase in the specialization of services and products, which can be via the creation of specialized investment companies linked to traditional banks, but with independent operations or the reconfiguration of the current model of investment. service with the presence of specialized service points as a complementary service to banking services, especially in the high-income niche. Given that, in both alternatives, the presence of the figure of the “Investor Manager” is suggested, a professional with high technical qualification in the investment segment, the technological product of this dissertation was the elaboration of a professional training course for this manager role. investor qualified to act as investment adviser for traditional banks.