The Value Net, the Delta Model, and the Aeronautics Industry

Detalhes bibliográficos
Autor(a) principal: Piscopo, Marcos Roberto
Data de Publicação: 2012
Outros Autores: João, Belmiro do Nascimento, Thamhain, Hans J.
Tipo de documento: Artigo
Idioma: por
Título da fonte: Revista Ibero Americana de Estratégia - RIAE
Texto Completo: https://periodicos.uninove.br/riae/article/view/15084
Resumo: This article intends to analyze the possibilities of applying strategies based upon the value net to the aeronautics industry. To do so, we have employed the dimensions suggested by the Delta Model since this typology of strategy considers not only the company, its customers and suppliers, but also its complementors. By studying a single although highly representative case in the global aeronautics industry, we have found out that strategies focused on the value net strongly support the business model of the company under investigation. Moreover, these strategies are the means by which the organization studied obtains and sustains competitive advantages. Strategies focused on the value net seem to fit well into the risk-sharing business model employed by Embraer, and the effective management of the value net simultaneously allows each participant to get the most out of the system and strongly contribute to increase system performance. Besides providing all participants with above average economic returns, strategies based upon the value net strengthen the bonding among them while locking them in and competitors out.
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spelling The Value Net, the Delta Model, and the Aeronautics IndustryLA RED DEL VALOR, EL MODELO DELTA Y LA INDUSTRIA AERONÁUTICAA Rede de Valor, O Modelo Delta e a Indústria AeronáuticaStrategy; Value Net; Competitiveness; Aeronautics; Embraer.Estrategia; Valor Neto; Competitividad; Aeronáutica; Embraer.Estratégia; Rede de Valores; Competitividade; Aeronáutica; Embraer.This article intends to analyze the possibilities of applying strategies based upon the value net to the aeronautics industry. To do so, we have employed the dimensions suggested by the Delta Model since this typology of strategy considers not only the company, its customers and suppliers, but also its complementors. By studying a single although highly representative case in the global aeronautics industry, we have found out that strategies focused on the value net strongly support the business model of the company under investigation. Moreover, these strategies are the means by which the organization studied obtains and sustains competitive advantages. Strategies focused on the value net seem to fit well into the risk-sharing business model employed by Embraer, and the effective management of the value net simultaneously allows each participant to get the most out of the system and strongly contribute to increase system performance. Besides providing all participants with above average economic returns, strategies based upon the value net strengthen the bonding among them while locking them in and competitors out.Este artículo tiene como objetivo analizar las posibilidades de implementar estrategias basadas en la red de valor en la industria aeronáutica. Para ello, utilizamos las dimensiones sugeridas en el Modelo Delta, ya que este tipo de estrategia tiene en cuenta no sólo la empresa, clientes y proveedores, sino también sus complementarias. A través de un estudio de caso único, pero muy representativa de la industria mundial de la aviación (Embraer), se encontró que las estrategias basadas en los valores de red, apoyamos firmemente el modelo de negocio de la empresa investigada. Estas estrategias son el medio por el cual la organización estudiada obtiene y mantiene una ventaja competitiva. Las estrategias basadas en los valores de la red parecen encajar en el modelo de negocio de distribución de riesgos adoptada por Embraer. La gestión eficaz de la red de valores al mismo tiempo permite que cada participante al máximo disfrutar del sistema y contribuye decisivamente a aumentar el rendimiento del sistema. Además de llevar a los participantes sobre el rendimiento económico promedio, estas estrategias fortalecer el vínculo entre ellos, manteniendo a sus competidores.Este artigo pretende analisar as possibilidades de aplicação de estratégias baseadas na rede de valores na indústria aeronáutica. Para este fim, usamos as dimensões sugeridas no Modelo Delta, visto que este tipo de estratégia não considera apenas a companhia, os clientes e fornecedores, mas também seus complementadores. Por meio de um estudo de caso único, porém altamente representativo na indústria aeronáutica global (Embraer), verificou-se que estratégias baseadas na rede de valores sustentam fortemente o modelo de negócios da companhia pesquisada. Essas estratégias são os meios pelos quais a organização estudada obtém e sustenta vantagens competitivas. As estratégias baseadas na rede de valores parecem se adequar ao modelo de negócios de compartilhamento de riscos adotado pela Embraer. O gerenciamento efetivo da rede de valores simultaneamente permite que cada participante aproveite o sistema ao máximo e contribui incisivamente para incrementar o desempenho do sistema. Além de trazerem aos participantes retorno econômico acima da média, tais estratégias fortalecem a ligação entre eles enquanto mantém fora os competidores.DOI:10.5585/riae.v11i2.1872Universidade Nove de Julho - UNINOVE2012-08-01info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.uninove.br/riae/article/view/1508410.5585/ijsm.v11i2.1872Revista Ibero-Americana de Estratégia; Vol 11, No 2 (2012): May/Aug.; 05-33Revista Ibero-Americana de Estratégia; Vol 11, No 2 (2012): May/Aug.; 05-332176-0756reponame:Revista Ibero Americana de Estratégia - RIAEinstname:Revista Ibero-Americana de Estratégia (RIAE)instacron:RIEOEIporhttps://periodicos.uninove.br/riae/article/view/15084/7293Copyright (c) 2012 Iberoamerican Journal of Strategic Managementhttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccessPiscopo, Marcos RobertoJoão, Belmiro do NascimentoThamhain, Hans J.2021-02-22T18:58:33Zoai:https://periodicos.uninove.br:article/15084Revistahttps://periodicos.uninove.br/riaePRIhttps://periodicos.uninove.br/riae/oai||bennycosta@yahoo.com.br2176-07562176-0756opendoar:2021-02-22T18:58:33Revista Ibero Americana de Estratégia - RIAE - Revista Ibero-Americana de Estratégia (RIAE)false
dc.title.none.fl_str_mv The Value Net, the Delta Model, and the Aeronautics Industry
LA RED DEL VALOR, EL MODELO DELTA Y LA INDUSTRIA AERONÁUTICA
A Rede de Valor, O Modelo Delta e a Indústria Aeronáutica
title The Value Net, the Delta Model, and the Aeronautics Industry
spellingShingle The Value Net, the Delta Model, and the Aeronautics Industry
Piscopo, Marcos Roberto
Strategy; Value Net; Competitiveness; Aeronautics; Embraer.
Estrategia; Valor Neto; Competitividad; Aeronáutica; Embraer.
Estratégia; Rede de Valores; Competitividade; Aeronáutica; Embraer.
title_short The Value Net, the Delta Model, and the Aeronautics Industry
title_full The Value Net, the Delta Model, and the Aeronautics Industry
title_fullStr The Value Net, the Delta Model, and the Aeronautics Industry
title_full_unstemmed The Value Net, the Delta Model, and the Aeronautics Industry
title_sort The Value Net, the Delta Model, and the Aeronautics Industry
author Piscopo, Marcos Roberto
author_facet Piscopo, Marcos Roberto
João, Belmiro do Nascimento
Thamhain, Hans J.
author_role author
author2 João, Belmiro do Nascimento
Thamhain, Hans J.
author2_role author
author
dc.contributor.author.fl_str_mv Piscopo, Marcos Roberto
João, Belmiro do Nascimento
Thamhain, Hans J.
dc.subject.por.fl_str_mv Strategy; Value Net; Competitiveness; Aeronautics; Embraer.
Estrategia; Valor Neto; Competitividad; Aeronáutica; Embraer.
Estratégia; Rede de Valores; Competitividade; Aeronáutica; Embraer.
topic Strategy; Value Net; Competitiveness; Aeronautics; Embraer.
Estrategia; Valor Neto; Competitividad; Aeronáutica; Embraer.
Estratégia; Rede de Valores; Competitividade; Aeronáutica; Embraer.
description This article intends to analyze the possibilities of applying strategies based upon the value net to the aeronautics industry. To do so, we have employed the dimensions suggested by the Delta Model since this typology of strategy considers not only the company, its customers and suppliers, but also its complementors. By studying a single although highly representative case in the global aeronautics industry, we have found out that strategies focused on the value net strongly support the business model of the company under investigation. Moreover, these strategies are the means by which the organization studied obtains and sustains competitive advantages. Strategies focused on the value net seem to fit well into the risk-sharing business model employed by Embraer, and the effective management of the value net simultaneously allows each participant to get the most out of the system and strongly contribute to increase system performance. Besides providing all participants with above average economic returns, strategies based upon the value net strengthen the bonding among them while locking them in and competitors out.
publishDate 2012
dc.date.none.fl_str_mv 2012-08-01
dc.type.none.fl_str_mv

dc.type.driver.fl_str_mv info:eu-repo/semantics/article
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dc.identifier.uri.fl_str_mv https://periodicos.uninove.br/riae/article/view/15084
10.5585/ijsm.v11i2.1872
url https://periodicos.uninove.br/riae/article/view/15084
identifier_str_mv 10.5585/ijsm.v11i2.1872
dc.language.iso.fl_str_mv por
language por
dc.relation.none.fl_str_mv https://periodicos.uninove.br/riae/article/view/15084/7293
dc.rights.driver.fl_str_mv Copyright (c) 2012 Iberoamerican Journal of Strategic Management
https://creativecommons.org/licenses/by-nc-sa/4.0
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rights_invalid_str_mv Copyright (c) 2012 Iberoamerican Journal of Strategic Management
https://creativecommons.org/licenses/by-nc-sa/4.0
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
dc.source.none.fl_str_mv Revista Ibero-Americana de Estratégia; Vol 11, No 2 (2012): May/Aug.; 05-33
Revista Ibero-Americana de Estratégia; Vol 11, No 2 (2012): May/Aug.; 05-33
2176-0756
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