Instituto Federal de Educação, Ciência e Tecnologia de São Paulo (IFSP)
Abstract
The automotive business in Brazil achieved 10% of the industry revenue and 6% of the formal employment by 2008. The commercial vehicle segment concentrated so far eight truck makers that experienced their best market figures in 2008, the economy crisis in 2009, and an extraordinary recovery in 2010. Government tax reduction programs as well as special financing incentives were undoubtedly decisive to re-stimulate the business during the crisis. Positive Brazilian perspectives with the boom in the agricultural, oil and gas, mining and infrastructure activities plus the coming sports events call the attention of new players that are quickly implementing different business strategies to become part of the game. New emission regulations starting from 2012 also bring uncertainties, challenges and opportunities. With the growing globalization and market concentration it's critical for any industry understand and minimize the forces of competitive pressures. The main goal of this paper, therefore, is to contribute to the academy with an alternative approach of strategic and behavioral analysis of rivalry and competition different than the five forces model of Porter. Ford, Iveco, MAN, Mercedes-Benz, Scania and Volvo were assessed from 2008 to 2010 within three main performance indicators – unit sales, gross revenues and operating profits – supporting the elaboration of the competitive pressure systems mapping model of D'aveni, including a hypothetical future scenario with a new entrant and the potential impacts in the system. Main findings and results portray the asymmetrical strategic behavior of competitors and the temporary dynamic stability in the Brazilian truck industry
