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Modelos e ferramentas no ciclo de planeamento estratégico : estudos de caso em empresas do setor ótico português
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O aumento dos níveis de concorrência do setor ótico em Portugal, marcado pela predominância de grandes empresas e influenciado pela rápida evolução tecnológica e pelas alterações nos hábitos de consumo, cria um contexto que torna relevante estudar as práticas de gestão estratégica das empresas dessa fileira. Assim, a presente investigação tem como objetivo analisar o grau de maturidade dos processos de gestão estratégica das empresas do setor ótico português, com o propósito de compreender como estas definem, desenvolvem e planeiam a sua estratégia empresarial. Este estudo foca-se nas duas primeiras fases do modelo “Execution Premium” de Kaplan e Norton (2008b), correspondentes ao desenvolvimento e planeamento da estratégia, enquadrando em termos teóricos as práticas das empresas estudadas. Foi adotada uma abordagem qualitativa, através da investigação de três casos de estudo que representam três empresas em diferentes dimensões e modelos de negócio do setor ótico português: uma sucursal de um grupo de média dimensão em Portugal, uma empresa em regime de franchising e uma PME independente. A recolha de dados foi efetuada maioritariamente por via de entrevistas estruturadas, complementadas com análise documental, permitindo uma triangulação de dados. Os resultados sugerem que, embora as empresas reconheçam a importância dos processos de gestão estratégica, parece existir um conhecimento e aplicação limitada das melhores práticas associadas à sua formulação e planeamento. O estudo evidencia práticas pouco formalizadas, e observa-se a ausência de aplicação das ferramentas estratégicas mais comuns (exº: análise SWOT, PESTEL, 5 forças de Porter). A comunicação da estratégia também se revela como pouco estruturada, não existindo evidência de mecanismos que permitam traduzir a relação de causa-efeito entre os objetivos definidos e as ações implementadas, o que potencialmente compromete a compreensão e execução estratégicas. As iniciativas estratégicas, quando presentes, parecem evidenciar insuficiente articulação com os objetivos a longo prazo, refletindo antes preocupações operacionais imediatas. Entre as principais limitações do estudo destaca-se a reduzida dimensão da amostra, que condiciona a generalização dos resultados. Contudo, a variedade dos modelos empresariais permite uma perspetiva comparativa relevante. Nesse seguimento, o estudo contribui para suprir a escassez de investigação sobre gestão estratégica no setor ótico em Portugal e recomenda, para investigações futuras, a exploração das fases subsequentes do modelo EP, bem como a análise do impacto da digitalização e de modelos de negócio (franchising).
The increasing levels of competition in the Portuguese optical sector, marked by the predominance of large companies and influenced by rapid technological development and changing consumer habits, create a context that highlights the relevance of studying strategic management practices within this industry. Accordingly, the present research aims to analyze the level of maturity in the strategic management processes of Portuguese optical companies, with the goal of understanding how these organizations define, develop, and plan their business strategies. This study focuses on the first two phases of the "Execution Premium" model by Kaplan and Norton (2008), corresponding to strategy development and strategy planning, serving as a theoretical framework for the practices observed in the companies analyzed. A qualitative approach was adopted through the investigation of three case studies, each representing a company with a distinct dimension and business model within the Portuguese optical sector: a branch of a medium-sized group operating in Portugal, a franchised company, and an independent SME. Data collection was primarily conducted through structured interviews, complemented by document analysis, allowing for data triangulation. The results suggest that although companies recognize the importance of strategic management processes, there appears to be limited knowledge and application of best practices in strategy formulation and planning. The study reveals that practices are weakly formalized, and there is a notable absence of common strategic tools (e.g., SWOT analysis, PESTEL, Porter’s Five Forces). Strategy communication is also shown to be underdeveloped, with no clear evidence of mechanisms that translate cause-and-effect relationships between defined objectives and implemented actions—potentially compromising both strategic understanding and execution. Strategic initiatives, when present, appear insufficiently aligned with long-term objectives, reflecting instead immediate operational concerns. One of the main limitations of the study lies in the small sample size, which constrains the generalisability of the results. Nevertheless, the diversity of business models analyzed enables a valuable comparative perspective. In this regard, the study contributes to addressing the lack of research on strategic management in the Portuguese optical sector and recommends, for future research, the exploration of subsequent phases of the EP model, as well as the analysis of the impact of digitalization and business models such as franchising.
The increasing levels of competition in the Portuguese optical sector, marked by the predominance of large companies and influenced by rapid technological development and changing consumer habits, create a context that highlights the relevance of studying strategic management practices within this industry. Accordingly, the present research aims to analyze the level of maturity in the strategic management processes of Portuguese optical companies, with the goal of understanding how these organizations define, develop, and plan their business strategies. This study focuses on the first two phases of the "Execution Premium" model by Kaplan and Norton (2008), corresponding to strategy development and strategy planning, serving as a theoretical framework for the practices observed in the companies analyzed. A qualitative approach was adopted through the investigation of three case studies, each representing a company with a distinct dimension and business model within the Portuguese optical sector: a branch of a medium-sized group operating in Portugal, a franchised company, and an independent SME. Data collection was primarily conducted through structured interviews, complemented by document analysis, allowing for data triangulation. The results suggest that although companies recognize the importance of strategic management processes, there appears to be limited knowledge and application of best practices in strategy formulation and planning. The study reveals that practices are weakly formalized, and there is a notable absence of common strategic tools (e.g., SWOT analysis, PESTEL, Porter’s Five Forces). Strategy communication is also shown to be underdeveloped, with no clear evidence of mechanisms that translate cause-and-effect relationships between defined objectives and implemented actions—potentially compromising both strategic understanding and execution. Strategic initiatives, when present, appear insufficiently aligned with long-term objectives, reflecting instead immediate operational concerns. One of the main limitations of the study lies in the small sample size, which constrains the generalisability of the results. Nevertheless, the diversity of business models analyzed enables a valuable comparative perspective. In this regard, the study contributes to addressing the lack of research on strategic management in the Portuguese optical sector and recommends, for future research, the exploration of subsequent phases of the EP model, as well as the analysis of the impact of digitalization and business models such as franchising.
Descrição
Palavras-chave
Estratégia Ferramentas estratégicas Setor ótico Modelo execution premium Desenvolvimento estratégico Planeamento estratégico Optical sector Execution premium model Strategy development Strategy planning
Contexto Educativo
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Licença CC
Sem licença CC