Aplicação do modelo das cinco forças como mecanismo para criação e sustentação de vantagem competitiva: estudo de caso Trip Linhas Aéreas

Abstract

After a series of factors that has fostered the popularization of air mode in Brazil, the level of competition can be seen in similar growth. Given this, the strategies of competition came to be viewed by airlines as a mean to survive and to leverage the market share. For a long time, the competition in the sector was deprecated by the presence of a few but strong competitors, the price regulation and economic instability. However, in recent years, has been perceived a strengthening of the Brazilian economy that allowed economic and social advances, so that the new middle class has been acquiring huge consumption potential. Thus airlines also been taking strategic actions to attract and capture these new customers. The strategy in turn, rests on the premise that the company is able to meet their target audience more effectively or efficiently than competitors. The Five Forces Model, however, appears in the environment of the airlines with the goal of making it possible for organizations to study, evaluate and learn about the power that its competitors have over the market, on the risk of strengthening their suppliers, the power of choice and decision of its customers, the creation of substitute services and new market entrants in order to act and react to these forces in order to influence them in its favor. Therefore, mapping the internal environment and external pressures and executing appropriate strategic actions for each situation become the key factor to successfully create and sustain a competitive advantage