O processo de desenvolvimento de uma aliança estratégica por licenciamento de marcas: um estudo de caso em uma rede de óticas cearense

Abstract

Strategic alliances have been a widely used mechanism by organizations seeking to strengthen their competitiveness. This dissertation aimed to analyze the development process of a strategic alliance through brand licensing in a Ceará-based optical chain, based on the model developed by Child and Faulkner (1998) of strategic alliances in three stages: formation, implementation, and evolution. The dissertation is characterized as qualitative descriptive research and a case study, with data collected primarily through semi-structured interviews and secondarily through documentary research at the company. The results indicated that, in the formation phase, the optical chain presented aspects such as motivations for forming strategic alliances, the main one being the discovery of the brand´s strength with consumers, combined with the need to reach customers in neighborhoods further from the city center and the interior of the state; the choice of licensing, rather than franchising, due to the need for a more flexible management model; and the use of external consultants and licensing agents. The strength of the brand and the technical and financial capabilities of the partner were identified as the main assets. Trust in the partner and cultural compatibility were essential criteria for selecting partners for the alliance. In the implementation phase, the following were highlighted: the licensor´s preponderance over the licensee; mutual trust, collaboration, and appreciation within the alliance; and internal audits and meetings between partners as the main feedback instruments. In the evolution phase, training was highlighted as the main means of knowledge transfer between partners. Financial risk and cultural incompatibility were characterized as the main threats to the continuity of the partnership. There are mechanisms for periodic renewal and termination of the alliance, all contractually foreseen. The facilitating factors identified were the efficient flow of communications and good working capital management. Financial risks and cultural incompatibility were reported as hindering the alliance. The strategic alliance has achieved the objectives proposed by the licensor, demonstrating that the alliance process is in an advanced stage, according to the model of Child and Faulkner (1998).