Captação e retenção de associados em redes de empresas do Estado do Rio Grande do Sul : uma análise sob a ótica dos recursos.

Abstract

This research aimed to identify the strategic resources applied by consolidated business networks; and how such resources contribute to raise and retain members. A multiple case study was carried out through exploratory and descriptive analysis, with a qualitative data approach from three consolidated business networks located in the central region of Rio Grande do Sul State, performing in building supply stores, paint shops and drugstores segment. The data collection was taken from in depth interviews with the business network President, three founding members and other three recent members of each business network. The results obtained show evidence that the researched business networks developed six strategic resources: negotiation power, reputation, knowledge, brand, collective solutions and integrated marketing. It was observed that those business networks carry formal processes to raise and retain new members, making it easier to manage the business network. The strategic resources developed by the business networks contribute to the process of raising and retaining business partners; through strengthening businesses performance, developing member firms’ capacities, creating competitive advantages and reducing dependency by those firms from external resources. The imperative strategic resources to retain members in the researched business networks are negotiation power, reputation and integrated marketing, and they partially differ from network to network. Yet, the indispensable resources to raise members are related to negotiation power, brand and integrated marketing, which also partially differ from network to network. The influence of such strategic resources applied by the business networks towards raising and retaining members varies from one network to another, in reason of: a) relevance attributed by members to the resources; b) difficulty to obtain the resource in the market; and, c) necessity of the resource. The theoretical propositions elaborated to carry out this research were confirmed, indicating that consolidated business networks develop strategic resources (first proposition) which bring in competitive advantages (second proposition) that contribute to member retention (third proposition) and raising of members (fourth proposition). We conclude that consolidated business networks can develop such strategic resources which will contribute to raise and retain business partners. As part of theoretical contributions to this research we highlight evidence indicating that consolidated business networks tend to develop strategic resources which justify the generation of competitive advantages; as well as contribute to a better understanding of the factors that favor the raise and retention of new members into firm networks, contributing to the network’s consolidation. For managerial contribution this research presents evidence that may help business networks in developing actions to promote improvement and sustainability of those strategic resources. Business networks that find themselves in different stages of a life cycle, through the implementation of such actions, can promote the development of strategic resources in the network; once, through these resources it becomes viable to raise and retain business partners; and, consequently, consolidate the network.