Entradas e Bandeiras: estratégia de interiorização das cadeias de fast-food

Abstract

RESUMOO presente trabalho analisa a estratégia de entrada de firmas da indústria de fast-food brasileira em novos mercados. Investigamos quais os atributos de uma cidade que atrai firmas dessa indústria e como firmas de diferentes cadeias interagem nas suas decisões de entrada. Os resultados indicam que as firmas adotam uma estratégia do tipo me-too: uma vez que uma firma entra em um mercado inexplorado, as demais tendem a também entrar nesse mercado. A hipótese do artigo é que há uma incerteza quanto ao potencial de um mercado, e a entrada de uma firma sinaliza para as demais que esse potencial é elevado Os ganhos da descoberta e da entrada em um novo mercado com alto potencial dissipam-se rapidamente com a entrada das firmas seguidoras, concedendo uma vantagem temporária para a firma pioneira. Abstract The present study analyses the strategy of fast food industry firms to enter new markets. We investigate the attributes of cities that attract firms in this industry, and how firms from different chains interact with regard to their entry decisions. We found that firms adopt a me-too strategy: once a firm has entered an unexplored market, the others tend to also enter this market. The hypothesis of this paper is that there is some uncertainty regarding a certain market's potential, and the entry of one firm signals to others that this potential is high. Gains from discovering and entering a new, high-potential market fade quickly with the entry of the following firms, which gives a temporary advantage to the pioneer firm. keywords Entry models, fast food chains, me-too strategy, industrial organization, competitive strategy.

Regional Development and Institutional Environment: Regional Expansion of Franchise Chains in Brazil

“…Smaller cities, in contrast, have small local merchants who are not competitive with franchise chains. The demand for new brands in these cities and the cannibalization in large cities has guided franchise chains to expand toward the interior of the country (Moita & Guerra, 2012).…”

“…In franchise chains, specifically, the risk of opportunistic behavior and breaking standards by franchisees means that the expansion needs to consider the application of control and monitoring mechanisms. The distant location of capitals and large centers can help in the development of business because of the distance from competition, but it tends to increase the logistical cost and the expenses with monitoring and communication (Moita & Guerra, 2012;Rodrigues et al, 2015). Therefore, regarding operations and logistics related to the distance of the municipalities from the state capitals and the benefits provided by their structures, the following hypothesis is proposed:…”

“…From the 1980s to the 2000s, franchise chains expansion in Brazil concentrated in larger cities, mainly in capitals and regional hubs. Although the expansion strategy for locations with a high population was a priority, some limitations for franchise chains, such as stagnation of the consumer market, high competition, cannibalization between units in the same franchise chain, and high real estate costs may be identified (Moita & Guerra, 2012). In contrast, smaller cities create opportunities for new ventures and reduce models of franchise chains because of its increased purchasing power and lower level of competition (Moita & Guerra, 2012;Cunha et al, 2015;Bitti, Aquino, & Amato, 2010;Portal do Franchising, 2015).…”

“…This situation originated the phenomenon of interiorization, characterized by the expansion of franchise chains throughout the country. There are limited studies that portray this theme, but all converge to the understanding that expansion is a market growth strategy and has a limitation in the capacity of regional markets to receive a new venture (Jackson, 2008;Minadeo & Camargos, 2009;Moita & Guerra, 2012;Silva et al, 2016). Despite this, the process of selecting these markets is not clear.…”

“…The expected academic contribution of the study is the identification of the characteristics of the institutional environment that propelled the expansion of franchise chains in its domestic market, corresponding to the regional markets in Brazil. This identification presents contributions to studies on the institutional environment for entrepreneurship (Bruton, Ahlstrom, & Li, 2010;Khoury & Prasad, 2015), expansion of franchise chains (Jackson, 2008;Minadeo & Camargos 2009;Moita & Guerra, 2012;Silva et al, 2016), and geographic expansion to regional markets (Barringer & Greening, 1998;Amin, 1999;Chung, Chen, & Hsieh, 2007;Cordeiro et al, 2017).…”