Tem no Magalu: Estratégias Sociais, Políticas e de Mercado Durante a COVID-19

Abstract

This teaching case presents the strategic positioning of the Magazine Luiza group (Magalu), represented by the director of institutional relations José Ribeiro and Luiza Helena Trajano, chairman of the Board of Directors, before and during COVID-19. The case’s objective is to promote a reflection on the business strategies adopted in times of crisis. Since the beginning of the COVID-19 pandemic in Brazil, Luiza and Magalu have engaged in discussions and practiced a series of strategic actions for the benefit of the group’s employees, small- and medium-sized companies, and those most affected by the pandemic. A few months after the first case, the instability was still perceived, it was still present, the number of infected and deaths rose and little was known about when the daily life would return to ‘normal.’ Many questions persisted about Magalu’s next steps. Thus, it was necessary to discuss how the group should position itself to ensure performance and reputation. The proposal is to make students put themselves in the place of José Ribeiro, director of institutional relations and the urgent affairs commission of Magalu, in order to encourage a debate about the market and non-market strategies that could be implemented.

Contemporaneidade da teoria de John Rogers Commons: convergências à sociedade pós-industrial

“…Da mesma forma que a Meta Platforms adquiriu as redes Instagram e WhatsApp, os grandes varejistas têm adquirido outras empresas, concentrando mercado em plataformas do tipo marketplace. Nesse sentido, Passos et al (2021) analisam o case da Magalu.…”

Propuesta de gestión estratégica para el cumplimiento de metas sanitarias en la Municipalidad Provincial de El Dorado 2019–2022

“…Es importante dar a conocer los trabajos de investigación en diversos ámbitos, realizados por autores que miden ambas variables del estudio. Por ello, en un contexto internacional, Pereira et al (2021) concluyeron que del 100 % de las municipalidades no cumplieron con los objetivos diseñados en los documentos de gestión, asimismo, el 65 % considera la importancia de la gestión de los resultados como medio para la toma de decisiones y la implementación de estrategias con mayor impacto en la sociedad. Así también, el 35 % presenta un nivel bajo de desempeño organizacional, además el 45 % considera el tiempo como un factor relevante y necesario, ya que determina sus prioridades socioeconómicas y desarrollo, permite crear condiciones para el desarrollo a largo plazo.…”

Estratégia de influência nos grupos JBS e Odebrecht

“…As Baron (2016) assesses in his review article on the field, this maturation is evident in the significant works published in the last decade, such as The Routledge Companion to Nonmarket Strategy (Lawton & Rajwani, 2015), The Oxford Handbook of Corporate Social Responsibility (McWilliams, 2019), The Oxford Handbook on Business and the Natural Environment (Bansal & Hoffman, 2012), and the Academy of Management Perspectives Symposium on Non-Market Strategy (Doh, Lawton & Rajwani, 2012;Henisz & Zelner, 2012), among more than fourteen annual conferences. In Brazil, some examples of work on nonmarket strategy have gained prominence in the form of area reviews (Loch & Günther, 2015), critiques and debates (Faria & Abdalla, 2014), and applied works (Passos et al, 2021;Coelho & Barros, 2021).…”