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FREDERICO ROMEL MAIA TAVARES ( prof_fred@hotmail ) URCA- UNIVERSIDADE REGIONAL. DO CARIRI

GLOBAL COMPETITIVENESS AND BRAZILIAN FOOTWEAR INDUSTRY: A LITERATURE REVIEW. FREDERICO ROMEL MAIA TAVARES ( prof_fred@hotmail.com ) URCA- UNIVERSIDADE REGIONAL. DO CARIRI UNESP - CAMPUS DE GUARATINGUETÁ JORGE MUNIZ Jr. (jorgemuniz@feg.unesp.br) UNESP - CAMPUS DE GUARATINGUETÁ

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FREDERICO ROMEL MAIA TAVARES ( prof_fred@hotmail ) URCA- UNIVERSIDADE REGIONAL. DO CARIRI

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  1. GLOBAL COMPETITIVENESS AND BRAZILIAN FOOTWEAR INDUSTRY: A LITERATURE REVIEW FREDERICO ROMEL MAIA TAVARES (prof_fred@hotmail.com) URCA- UNIVERSIDADE REGIONAL. DO CARIRI UNESP - CAMPUS DE GUARATINGUETÁ JORGE MUNIZ Jr. (jorgemuniz@feg.unesp.br) UNESP - CAMPUS DE GUARATINGUETÁ PAULO SERGIO DUARTE DE ALMEIDA VALLADARES (psdvalladares@gmail.com) PETRÓBRÁS-PETRÓLEO BRASILEIRO S.A

  2. 1. Introdution • Has strong competition imposed by products chineses. • Strategy low cost (Zhang & Huang, 2012). • Market globalized and competitive industry. • The most common strategies adopted are…

  3. 1. Introdution Strategies: • Tax incentives (Buxey, 2005), • Low cost of labor (Grebre-Egziabher, 2007) • Cluster (Franceschini & Azevedo, 2003 , Sousa, 2009).

  4. 1. Introdution • The footwear industry, according to ABICALÇADOS (2012): • 15.3% increase in world production • 16.5% of consumption in the period 2006-2010.

  5. 1. Introdution • The selection of appropriate competitive strategies for companies. • According: • Pereira, Sellitto & Borchardt (2010) • Guidolin, Costa & Rocha (2009) & Bimbatti (2007)

  6. 1. Introdution • In Brazil, the main producing areas are… • RS (Sinos Valley), SP (Franca, Jau & Birigui) & CE (Cariri). • The Brazilian footwear industry requires: • Strategies to balance international competitiveness • Regional development.

  7. 1. Introdution • Footwear industry has importance economic in several countries; • Deserving strategies and actions particular attention; • Objective this is paper: • To present an overview of the footwear industry in Brazil • Global competition, as presented in the literature.

  8. 1. Introdution • Analysis: • Theoretical based on the ISI Web of Science; • Articles published between the years • 2003-2013.

  9. 2. Method • Review literature • Method theoretical • Research in ISI Web of Science • Keywords: “strategy”and“footwear” • Engineering, Business e Economics • Period : 2003 to 2013.

  10. 2. Method Figure 1:Growth of a) and b Publications) Quotes with key word Source: Web Science (2013)

  11. 3. Global strategies of the footwear industry • Study growth on strategy in footwear industry; • The Study shows relevance; • Need to deepen the strategies studies; • Know strategies applicable to each type of industry.

  12. 3. Global strategies of the footwear industry • Applicable strategies shoes industries are presented in: • Zhang & Huang (2012), • Verdu, Gómez-Gras & Martinez-Mateo (2012) • Grebreeysus & Mohnen (2012).

  13. 3. Global strategies of the footwear industry • The survey revealed thirteen relevant studies :

  14. 3. Global strategies of the footwear industry • China (Zhang & Huang, 2012), • Brazil (Borchardt, Pereira & Sellitto, 2011), • Spain (Verdu,Gómez-Gras & Martinez Mateo, 2012), • USA,Áustria & South Korea (Ko et al., 2012), • Australia (Buxey,2005) (Connell & Voola, 2013) & Ethiopia (Gebreeysus e Mohnen, 2012).

  15. 3. Global strategies of the footwear industry • Note the adoption of various strategies by industry footwear, • Generic strategies, • Careful choice to compete, • Selection of segments and most attractive sectors • Control of strategically important resources

  16. 3. Global strategies of the footwear industry Zhang & Huang (2012) • Chinese companies low cost strategy. • High production volumes and location production. Gebreeyesus & Mohnen (2012) • Cluster Ethiopia. Impact of Asian products.

  17. 3. Global strategies of the footwear industry • Grebe-Egziabher (2007) • Innovation strategy for the footwear cluster in Ethiopia. • Buxey (2005) • Focus on quality in the cluster of Australia. • Verdu, Gómez-Gras e Martinez-Mateo (2012) • Location and geographic concentration of footwear companies in Spain

  18. 3. Global strategies of the footwear industry • Ko et al. (2012) • Global market segmentation for sports shoes companies • Connell e Voola (2013) • Knowledge sharing as a strategy in Australia • Navas-Almán (2011) • Focus on higher value-added activities

  19. 3. Global strategies of the footwear industry Bimbatti (2007) • Strategic tools for businesses cluster in Brazil. Borchardt, Pereira & Sellitto (2011) • Ecodesing as a strategy footwear industry in Brazil Guidolin, Costa e Rocha (2009) • Training that adds greater value to the product in Brazil.

  20. 3. Global strategies of the footwear industry Francischini & De Azevedo (2003) • Relocation of production strategy for firms in Brazil. Pereira, Sellitto & Borchardt (2010) • Increase the importance of consumer product.

  21. 4. Footwear industry in Brazil • The shoe production in Brazil is relevant • Despite the drop in rates due to global crisis • The industry has recovered

  22. 4. Footwear industry in Brazil • Direct jobs generated by the footwear industry in 2011; • 337,500 jobs, 3.33% of total workers in industrial production.(ABICALÇADOS, 2012)

  23. 4. Footwear industry in Brazil • Producing regions of greatest prominence RS, SP & CE. • Decreased production rates in the state of RS. • Industrial production in CE highlighted the rise

  24. 5. Producing regions in Brazil • The industrialization of footwear and leather craft culture; • RS production in Vale dos Sinos Region; • New Hamburg; • New Hamburg "Footwear Capital in Brazil."

  25. 5. Producing regions in Brazil • The second largest footwear production SP; • The footwear activity begins in the nineteenth century,   • With the arrival of Italian immigrants.

  26. 5. Producing regions in Brazil • The consolidation of manufactured production occurred after 1920, • With emphasis on the production regions of France, and Jau Birigüi.

  27. 5. Producing regions in Brazil • Milaneze & Battle (2007) • Show the specialties of industries; • Franca production of men's shoes; • Birigui production of children's shoes; • Jau production of women's shoes.

  28. 5. Producing regions in Brazil • Adopt strategy Cluster; • The Cluster Birigui: 159 companies; • Accounting for an average production of; • 55 million pairs of shoes per year; • 85% market children’s. (SCARPIN ET AL.,2007)

  29. 5. Producing regions in Brazil • Cluster Jau • Market women’s • 180 enterprises; • Majority PME • Martins Jr. & Barbosa (2011)

  30. 5. Producing regions in Brazil • The third shoe industry is located in CE; • Production concentrated mainly in the Cariri; • Cariri located to the south of the state. • Largest production hub (ARAÚJO,2011). • Majority PME

  31. 5. Producing regions in Brazil • Strategy: cluster, government incentives, incentive geographical location.

  32. 5. Conclusions • The footwear industry caters largely production in Brazil • Challenges of reducing costs of production sector • Increased competition in the sector • The industrial production of footwear worldwide mutually relevant

  33. 5. Conclusions • Despite the global economic crisis, the sector has recovered with satisfactory rates in recent years. The industrial production of footwear in Brazil has followed this trend.

  34. 5. Conclusions • The research showed growth in studies on "strategy footwear" • Challenges to overcome Chinese products industries. • In the present competitive market prices.

  35. 5. Conclusions • The theory indicated similarities of footwear industries • Depend on the country in which they operate.

  36. 5. Conclusions • The paper has identified key strategies in the world: • The geographical relocation of production; • The formation of Clusters; • Investment and technological; • Innovation among others.

  37. References • ABICALÇADOS. Relatório Setorial da Indústria de Calçados no Brasil, Vol.3, nº3, p.1 -124, São Paulo, 2012. • ANDRADE, M. M. de. Introdução à Metodologia do trabalho científico.2. ed. São Paulo: Atlas, p.,1997. • BIMBATTI; M. L. Como enfrentar o fenômeno China na produção de calçados: proposta de estratégia competitiva para a indústria calçadista brasileira. Tese (Doutorado em Engenharia de Produção) – Escola Politécnica, Universidade de São Paulo, São Paulo, 2007. Disponível em http://www.usp.br. • BORCHARDT, M., WENDT, M. H., PEREIRA, G. M., SELLITTO, M.A. Redesign of a component based on ecodesign practices: environmental. impact and cost reduction achievements. Journal of Cleaner Production, n.19, p. 49-57; 2011.

  38. References • BUXEY, G. Globalisation and manufacturing strategy in the TCF industry, International. Journal of Operations & Production Management, v. 25, n. 2, p. 100 – 113; 2005. • CAMPOS, S. H.; CALANDRO; M. L. Nova configuração do mercado internacional de calçados e os impactos sobre a indústria calçadista gaúcha. Ensaios FEE, Porto Alegre, v. 30, Número Especial, p. 517-546, out. 2009. • CAPRA; A, BERNARDES; M. A inserção do design e da gestão de design: estudo de caso em uma indústria calçadista gaúcha. Revista Design, Educação, Sociedade e Sustentabilidade, v. 4, n. 4; 2012. • CARNEIRO, M. L. ; SCHNEIDER, A. B. ; SERRA, F. A. R. ; FERREIRA, M. P. A influência de Michael Porter na estratégia brasileira 30 anos depois da estratégia competitiva. In: XII SEMEAD SEMINÁRIOS EM ADMINISTRAÇÃO DA USP. Anais... São Paulo, 2009.

  39. References • CHAVES, S.; BENEDETE, T.; POLO, E. Estratégias genéricas: um estudo evolutivo e comparativo de três visões. Internext – Revista Eletrônica de Negócios Internacionais da ESPM, v. 4, n. 2, p. 101-118, jul/dez, 2009. • CONNELL, J.; VOOLA.; R. Knowledge integration and competitiveness: a longitudinal. study of an industry cluster. Journal of Knowledge Management; v.17 ,n. 2 , p. 208-225. 2013. • ENDERWICK; P.; Emerald Article: Large emerging markets (LEMs) and international. Strategy. International. Marketing Review, v. 26, n.1, p. 7 – 16, 2009. • FRANCISCHINI, A., S. N.; AZEVEDO, P. F. de. Estratégias das empresas do setor calçadista diante do novo ambiente competitivo: análise de três casos. Revista Gestão & Produção,v.10,n.3,p.251-265, São Carlos, 2003.

  40. References • GEBREEYESUS, M.; MOHNEN, P.; Innovation Performance and Embeddedness in Networks: Evidence from the Ethiopian Footwear Cluster. World Development, v. 41, p. 302–316, 2012. • GODINHO FILHO; M.; FERNANDES; F. C. F.; LIMA; A. D. de. Pesquisa em Gestão da Produção na indústria de calçados: revisão, classificação e análise. Revista Gestão e Produção, São Carlos, v. 16, n. 2, p. 163-186, abr.-jun, 2009. • GREBRE-EGZIABHER, T;. Impacts of Chinese imports and coping strategies of local. producers: the case of smallscale footwear enterprises in Ethiopia, The Journal of Modern African Studies, v. 45, p 647-679, 2007. • GUIDOLIN; M. S.; COSTA; A. C. R da; ROCHA, E.R.P da; Indústria calçadista e estratégias de fortalecimento da competitividade; BNDES Setorial, n.31. p. 147-184; 2009. • IBGE,Instituto Brasileiro de Geografia e Estatística. Disponível em: http://www.sidra.ibge.gov.br; acesso em: 12 de abril de 2013 as 13:00.

  41. References • KLUYVER, C. A. de; PEARCE II; J.A. Estratégia –Uma visão executiva; 3 ed. São Paulo: Pearson, p.226, 2010. • KO, E. , TAYLOR, C. R., SUNG, H. , LEE J., WAGNER,U., NAVARRO, D. M.C., WANG F. Global. marketing segmentation usefulness in the sportswear industry, Journal of Business Research, n. 65, p. 1565–1575, 2012. • MARTINS JUNIOR, A. M.; BARBOSA, A. M.; As artimanhas da flexibilização no arranjo produtivo de calçados de Jaú-SP. Revista de Ciências Sociais, n. 34; p.265-290, 2011. • MIGUEL, P. A. C.; org.; Metodologia de pesquisa em engenharia de produção e gestão de operações; 2ª Ed,Rio de Janeiro, Elsevier: ABEPRO, p 260, 2012.

  42. References • MUNIZ Jr., J.; MAIA, F. G. M.; VIOLA, G.; Os Principais trabalhos na teoria do conhecimento tácito: pesquisa bibliométrica 2000-2011, In:SIMPÓSIO DE ADMINISTRAÇÃO DA PRODUÇÃO, LOGÍSTICA E OPERAÇÕES INTERNACIONAIS, SIMPOI, Anais..., 2011. • NAVAS-ALMÁN, L. The Impact of Operating in Multiple Value Chains for Upgrading: The Case of the Brazilian Furniture and Footwear Industries. Word Development, v.. 39, n. 8, p. 1386–1397, 2011. • PAULISTA, P. H.;CAMPOS, D. F.; TURRIONI, J. B.; MUNIZ Jr., J.Análise bibliométrica da gestão da qualidade: busca por título.Revista Eletrônica Produção & Engenharia, v. 3, n. 1, p. 263-271, Jan./Jun. 2013. • PEREIRA; L. C. J.; KIMURA, H.; KERR; R. B.; Estratégias de internacionalização da indústria de calçados: conhecendo o consumidor americano. In: SIMPÓSIO DE ADMINISTRAÇÃO DA PRODUÇÃO, LOGÍSTICA E OPERAÇÕES INTERNACIONAIS, SIMPOI, Anais..., 2009.

  43. References • PEREIRA,G. M., SELLITTO;M. A., BORCHARDTC M.; Alterações nos fatores de competição da indústria calçadista exportadora devido à entrada de competidores asiáticos. Revista Produção, v. 20, n. 2, p. 149-159, abr/jun, 2010. • SCARPIM, E. P.; RIBEIRO, A. R.; RENOVATO, E. S.; MONTEIRO, L. M.; POUSA, R.; Gestão ambiental no setor calçadista: estudo desenvolvido nas indústrias de calçados de grande porte de Birigui-SP. Revista Multidisciplinar, n. 4; 2007. • SOUSA, A. C. Indústria calçadista brasileira e concorrência internacional: Uma análise da qualidade dos produtos exportados e das estratégias adotadas pelas empresas (1989-2006). Dissertação (Mestrado em Economia), Faculdade de ciências e letras, programa de pós-graduação em economia, Universidade Estadual. Paulista, Araraquara, 2009. Disponível em: http://www.acervodigital.unesp.br/handle/123456789/57915.

  44. References • VERDU, A. J., GÓMEZ-GRAS, J. M.;MARTÍNEZ-MATEO, J.; Value creation through production offshore–inshore strategies in a footwear industry cluster: A coevolutionary perspective; International. Business Review, n.21, p.342–356;2012. • ZHANG; A.,. HUANG; G. Q; Impacts of business environment changes on global. manufacturing outsourcing in China, Supply Chain Management: An International. Journal, v. 17, n. 2, p. 138 – 151, 2012.

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