When modern distribution owns the piggy bowl
Autor(a) principal: | |
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Data de Publicação: | 2014 |
Tipo de documento: | Dissertação |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10400.14/17414 |
Resumo: | Founded in 1971, Raporal was a venture of 18 pig farmers whose aim was to produce good quality animal food. The success of this venture allowed Raporal to expand down the entire chain of pork and beef production. The focus on a vertical production structure has also contributed to Raporal’s ability to respond effectively to the industry challenges and become one of the top players in the sector in Portugal. Despite its success, the changes in the macro-economic environment that accounted for the leading position of supermarkets in the grocery market and the growth of their private labels, presented a threat to Raporal, which experienced a significant decrease in sales, in 2006. In face of these events, its management looked for ways to establish binding agreements with important distributors in order to guarantee their space in the market. This partnership resulted in a sudden strategic change for Raporal which initiated its path in the production of a differentiated product. This case illustrates the importance of the producer and distributor relations, and includes themes such as differentiation, vertical integration and the strong growth of private labels, topics which are addressed in the literature review with the aid of some relevant models. The analysis in the teaching note section focuses mainly on the development of potential solutions to Raporal’s current problems. Amongst which is the strong bargaining power of buyers and the effectiveness of differentiation as a means to mitigate such tendency. |
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When modern distribution owns the piggy bowlDomínio/Área Científica::Ciências Sociais::Economia e GestãoFounded in 1971, Raporal was a venture of 18 pig farmers whose aim was to produce good quality animal food. The success of this venture allowed Raporal to expand down the entire chain of pork and beef production. The focus on a vertical production structure has also contributed to Raporal’s ability to respond effectively to the industry challenges and become one of the top players in the sector in Portugal. Despite its success, the changes in the macro-economic environment that accounted for the leading position of supermarkets in the grocery market and the growth of their private labels, presented a threat to Raporal, which experienced a significant decrease in sales, in 2006. In face of these events, its management looked for ways to establish binding agreements with important distributors in order to guarantee their space in the market. This partnership resulted in a sudden strategic change for Raporal which initiated its path in the production of a differentiated product. This case illustrates the importance of the producer and distributor relations, and includes themes such as differentiation, vertical integration and the strong growth of private labels, topics which are addressed in the literature review with the aid of some relevant models. The analysis in the teaching note section focuses mainly on the development of potential solutions to Raporal’s current problems. Amongst which is the strong bargaining power of buyers and the effectiveness of differentiation as a means to mitigate such tendency.A Raporal aparece em 1971, resultado da associação de 18 suinicultores com o intuito de produzir ração de alta qualidade para os seus animais. Através de uma gestão dinâmica e ambiciosa a Raporal posiciona-se agora em toda a fileira de carne de suíno e bovino, e com uma estrutura de produção verticalizada, tem respondido de forma eficaz aos desafios da indústria para se tornar numa das maiores empreses no sector em Portugal. Apesar do sucesso actual, em 2006, as mudanças no plano macroeconómico, com a liderança dos supermercados no sector de retalho alimentar e o crescimento das marcas próprias ameaçavam o sucesso da Raporal, que sentia uma queda acentuada nos seus resultados. Fase às adversidades, a administração da Raporal procurava estabelecer uma parceria com um dos líderes da distribuição moderna, com o intuito de garantir o seu lugar no mercado. Esta parceria resultou de uma mudança no plano estratégico da Raporal que aumentou o seu portfólio de produtos diferenciados. Este caso é interessante por abordar o tema do relacionamento entre produtor e distribuidor. De uma perspectiva académica a Raporal abrange temas como a diferenciação, a verticalização e o forte crescimento das marcas brancas. Temas que são abordados com o apoio de modelos relevantes introduzidos na revisão de literatura. A análise final foca-se essencialmente na exploração de potenciais soluções para os problemas actuais da Raporal, entre eles o forte puder de negociação dos compradores, e a eficácia da diferenciação como forma de abrandar esta tendência.Guedes, NunoVeritati - Repositório Institucional da Universidade Católica PortuguesaCunha, Marta Dantas da2015-05-04T13:46:11Z2014-07-142014-07-14T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisapplication/pdfhttp://hdl.handle.net/10400.14/17414TID:201131358enginfo:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2023-11-14T01:35:45Zoai:repositorio.ucp.pt:10400.14/17414Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-19T18:14:38.041077Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
When modern distribution owns the piggy bowl |
title |
When modern distribution owns the piggy bowl |
spellingShingle |
When modern distribution owns the piggy bowl Cunha, Marta Dantas da Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
title_short |
When modern distribution owns the piggy bowl |
title_full |
When modern distribution owns the piggy bowl |
title_fullStr |
When modern distribution owns the piggy bowl |
title_full_unstemmed |
When modern distribution owns the piggy bowl |
title_sort |
When modern distribution owns the piggy bowl |
author |
Cunha, Marta Dantas da |
author_facet |
Cunha, Marta Dantas da |
author_role |
author |
dc.contributor.none.fl_str_mv |
Guedes, Nuno Veritati - Repositório Institucional da Universidade Católica Portuguesa |
dc.contributor.author.fl_str_mv |
Cunha, Marta Dantas da |
dc.subject.por.fl_str_mv |
Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
topic |
Domínio/Área Científica::Ciências Sociais::Economia e Gestão |
description |
Founded in 1971, Raporal was a venture of 18 pig farmers whose aim was to produce good quality animal food. The success of this venture allowed Raporal to expand down the entire chain of pork and beef production. The focus on a vertical production structure has also contributed to Raporal’s ability to respond effectively to the industry challenges and become one of the top players in the sector in Portugal. Despite its success, the changes in the macro-economic environment that accounted for the leading position of supermarkets in the grocery market and the growth of their private labels, presented a threat to Raporal, which experienced a significant decrease in sales, in 2006. In face of these events, its management looked for ways to establish binding agreements with important distributors in order to guarantee their space in the market. This partnership resulted in a sudden strategic change for Raporal which initiated its path in the production of a differentiated product. This case illustrates the importance of the producer and distributor relations, and includes themes such as differentiation, vertical integration and the strong growth of private labels, topics which are addressed in the literature review with the aid of some relevant models. The analysis in the teaching note section focuses mainly on the development of potential solutions to Raporal’s current problems. Amongst which is the strong bargaining power of buyers and the effectiveness of differentiation as a means to mitigate such tendency. |
publishDate |
2014 |
dc.date.none.fl_str_mv |
2014-07-14 2014-07-14T00:00:00Z 2015-05-04T13:46:11Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10400.14/17414 TID:201131358 |
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http://hdl.handle.net/10400.14/17414 |
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TID:201131358 |
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eng |
language |
eng |
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info:eu-repo/semantics/openAccess |
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openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
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RCAAP |
reponame_str |
Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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1799131824902897664 |