{"id":3183,"date":"2018-05-11T18:28:05","date_gmt":"2018-05-11T17:28:05","guid":{"rendered":"https:\/\/blueshifthospitality.com\/top-management-blue-ocean-strategy-in-hospitality\/"},"modified":"2024-10-22T11:12:54","modified_gmt":"2024-10-22T10:12:54","slug":"top-management-blue-ocean-strategy-em-hotelaria","status":"publish","type":"post","link":"https:\/\/blueshifthospitality.com\/pt\/top-management-blue-ocean-strategy-em-hotelaria\/","title":{"rendered":"Top Management &#8211; Blue Ocean Strategy em Hotelaria"},"content":{"rendered":"[vc_row type=&#8221;in_container&#8221; full_screen_row_position=&#8221;middle&#8221; column_margin=&#8221;default&#8221; column_direction=&#8221;default&#8221; column_direction_tablet=&#8221;default&#8221; column_direction_phone=&#8221;default&#8221; scene_position=&#8221;center&#8221; top_padding=&#8221;5%&#8221; constrain_group_1=&#8221;yes&#8221; bottom_padding=&#8221;5%&#8221; left_padding_desktop=&#8221;10%&#8221; constrain_group_2=&#8221;yes&#8221; right_padding_desktop=&#8221;10%&#8221; left_padding_tablet=&#8221;0&#8243; constrain_group_4=&#8221;yes&#8221; right_padding_tablet=&#8221;0&#8243; left_padding_phone=&#8221;0&#8243; constrain_group_6=&#8221;yes&#8221; right_padding_phone=&#8221;0&#8243; text_color=&#8221;dark&#8221; text_align=&#8221;left&#8221; row_border_radius=&#8221;none&#8221; row_border_radius_applies=&#8221;bg&#8221; overflow=&#8221;visible&#8221; overlay_strength=&#8221;0.3&#8243; gradient_direction=&#8221;left_to_right&#8221; shape_divider_position=&#8221;bottom&#8221; bg_image_animation=&#8221;none&#8221; gradient_type=&#8221;default&#8221; shape_type=&#8221;&#8221;][vc_column column_padding=&#8221;no-extra-padding&#8221; column_padding_tablet=&#8221;inherit&#8221; column_padding_phone=&#8221;inherit&#8221; column_padding_position=&#8221;all&#8221; column_element_direction_desktop=&#8221;default&#8221; column_element_spacing=&#8221;default&#8221; desktop_text_alignment=&#8221;default&#8221; tablet_text_alignment=&#8221;default&#8221; phone_text_alignment=&#8221;default&#8221; background_color_opacity=&#8221;1&#8243; background_hover_color_opacity=&#8221;1&#8243; column_backdrop_filter=&#8221;none&#8221; column_shadow=&#8221;none&#8221; column_border_radius=&#8221;none&#8221; column_link_target=&#8221;_self&#8221; column_position=&#8221;default&#8221; gradient_direction=&#8221;left_to_right&#8221; overlay_strength=&#8221;0.3&#8243; width=&#8221;1\/1&#8243; tablet_width_inherit=&#8221;default&#8221; animation_type=&#8221;default&#8221; bg_image_animation=&#8221;none&#8221; border_type=&#8221;simple&#8221; column_border_width=&#8221;none&#8221; column_border_style=&#8221;solid&#8221;][nectar_btn size=&#8221;medium&#8221; button_style=&#8221;see-through-2&#8243; hover_color_override=&#8221;#eee7e5&#8243; hover_text_color_override=&#8221;#ffffff&#8221; icon_family=&#8221;none&#8221; el_class=&#8221;btn-novo-layout-azul-escuro-voltar&#8221; text=&#8221;Back&#8221; url=&#8221;\/news-media\/&#8221;][vc_column_text]<strong>\u201cTop Management\u201d<\/strong><\/p>\n<p><strong>Blue Ocean Strategy em Hotelaria<\/strong><\/p>\n<p>&nbsp;<\/p>\n<p>Quando Chan Kim and Ren\u00e9e Mauborgne, professores do INSEAD, lan\u00e7aram o best-seller Blue Ocean Strategy, seria dif\u00edcil imaginar que, 12 anos e 3,6 milh\u00f5es de c\u00f3pias mais tarde, os princ\u00edpios por tr\u00e1s da sua teoria se manteriam t\u00e3o atuais. A ponto de sentirem necessidade de lan\u00e7ar um segundo livro \u2013 Blue Ocean Shift \u2013 focado nas estrat\u00e9gias de sucesso para fazer o \u201cshift\u201d para um novo paradigma.<\/p>\n<p>A teoria defende que uma estrat\u00e9gia de sucesso passa por encontrar um espa\u00e7o competitivo pr\u00f3prio, baseado numa proposta de valor \u00fanica \u2013 o tal \u201cblue ocean\u201d -, por oposi\u00e7\u00e3o ao foco nas vari\u00e1veis estabelecidas pelo mercado existente, cuja din\u00e2mica competitiva leva, invariavelmente a uma forte press\u00e3o para redu\u00e7\u00e3o de pre\u00e7os e aumento de custos \u2013 um \u201cbloody red ocean\u201d.<\/p>\n<p>Para encontrar esse espa\u00e7o, as empresas come\u00e7am por desenhar a \u201ccurva de valor\u201d da sua ind\u00fastria, que mais n\u00e3o \u00e9 do que um gr\u00e1fico em que se listam os v\u00e1rios fatores em que a ind\u00fastria compete, atribuindo-se, a cada um, o seu grau de import\u00e2ncia para o cliente. Para um hotel de luxo, por exemplo, os fatores incluiriam certamente o prest\u00edgio da marca, a qualidade do servi\u00e7o, o ambiente no lobby, o conforto do quarto, entre outros. Obviamente, havendo concorrentes com diferentes estrat\u00e9gias \u2013 \u201cgrupos estrat\u00e9gicos\u201d -, ser\u00e1 necess\u00e1rio desenhar uma curva para cada um. Por exemplo, em Lisboa, o Four Seasons e o Sheraton poder\u00e3o apostar mais no reconhecimento internacional da marca, o Tivoli e o Pestana mais na tradi\u00e7\u00e3o e hist\u00f3ria da unidade.<\/p>\n<p>A partir dessa base, \u00e9 necess\u00e1rio tra\u00e7armos a nossa pr\u00f3pria \u201ccurva de valor\u201d, assegurando-nos de que cumpre tr\u00eas requisitos:<\/p>\n<ul>\n<li>Focada \u2013 n\u00e3o aposta em todos os fatores por igual, foge \u00e0 tenta\u00e7\u00e3o de querer ser tudo e acabar por n\u00e3o ser nada;<\/li>\n<li>Divergente \u2013 Difere decisivamente das curvas dos concorrentes, eliminando ou reduzindo vari\u00e1veis tradicionalmente dominantes, aumentando outras que s\u00e3o pouco valorizadas, e (sobretudo) apostando em fatores que os concorrentes nem consideram;<\/li>\n<li>Uma \u201ctag line\u201d apelativa \u2013 os dois requisitos anteriores s\u00f3 poder\u00e3o considerar-se cumpridos se conseguir sintetizar a sua proposta de valor numa frase simples e curta.<\/li>\n<\/ul>\n<p>A cria\u00e7\u00e3o de valor excecional vir\u00e1 daquilo que os autores chamam \u201cvalue innovation\u201d, que mais n\u00e3o \u00e9 do que a quebra do c\u00e9lebre paradigma de Porter, imp\u00f5e a escolha entre uma estrat\u00e9gia de diferencia\u00e7\u00e3o e pre\u00e7o alto ou uma estrat\u00e9gia de efici\u00eancia e baixo custo. Numa estrat\u00e9gia \u201cblue ocean\u201d, vai-se, por um lado, buscar valor e capacidade de sustentar pre\u00e7os elevados aos fatores inovadores que a ind\u00fastria n\u00e3o tem, e, por outro, efici\u00eancia pela redu\u00e7\u00e3o ou elimina\u00e7\u00e3o de fatores em que todos os outros competem e que os clientes, afinal, n\u00e3o valorizam.<\/p>\n<p>Pelo seu car\u00e1ter conservador, a ind\u00fastria hoteleira n\u00e3o \u00e9 rica em exemplos de estrat\u00e9gias \u201cblue ocean\u201d. Mas foquemo-nos em dois bons exemplos: a W Hotels e o fen\u00f3meno dos Apartamentos tipo AirBNB.<\/p>\n<p>A <strong>W Hotels<\/strong>, criada em 1998, pela Starwood (hoje Marriott), e hoje com 80 unidades em todo o mundo, foi uma aut\u00eantica pedrada no charco no panorama da hotelaria de marca internacional. Com um estilo simultaneamente trendy e informal, uma sala de estar no lugar do lobby, e um ambiente vibrante, a W era a ant\u00edtese dos incumbentes da hotelaria de topo. Ao mesmo tempo que poupa nos quartos, com \u00e1reas inferiores e acabamentos simples, a W Hotels oferece uma experi\u00eancia \u00fanica aos emergentes Millennials, e faz o \u201cskimming\u201d dos clientes de maior valor, a quem cobra pre\u00e7os equivalentes aos dos melhores hot\u00e9is de luxo.<\/p>\n<p>Os <strong>Apartamentos tipo AirBNB<\/strong> surgem como um novo sub-setor de alojamento, navegando um enorme \u201cblue ocean\u201d. Ao oferecerem um produto diretamente concorrente da hotelaria tradicional, com um servi\u00e7o reduzido ao essencial, uma distribui\u00e7\u00e3o ultra-simplificada, atrav\u00e9s de um canal de distribui\u00e7\u00e3o quase exclusivo, e aproveitando um enquadramento legal altamente favor\u00e1vel, os Apartamentos alavancaram, antes de mais, uma vantagem de custos. No entanto, apostarem em novos fatores competitivos, alinhados com tend\u00eancias do consumidor, como a experi\u00eancia de viv\u00eancia de um bairro hist\u00f3rico. Muitas unidades s\u00e3o hoje capazes de obter pre\u00e7os m\u00e9dios compar\u00e1veis \u00e0 hotelaria tradicional, gerando n\u00edveis de rentabilidade muito atrativos. Claro que a explos\u00e3o de oferta dos \u00faltimos anos dever\u00e1 levar, a prazo, a um novo \u201cred ocean\u201d dentro deste sub-setor, mas caber\u00e1 aos melhores encontrarem o seu espa\u00e7o \u00fanico, diferenciando-se j\u00e1 n\u00e3o apenas da hotelaria, mas sobretudo dos concorrentes do mesmo formato.<\/p>\n<p>F\u00e1cil n\u00e3o \u00e9. Mas a oportunidade para quem abordar o mercado de forma disruptiva, criando um espa\u00e7o competitivo \u00fanico, \u00e9 enorme. Eu acredito que vale o esfor\u00e7o.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>UM CONTRIBUTO DE\u2026<\/strong><\/p>\n<p><strong>Miguel Abecasis | Senior Partner e Managing Director, BCG Portugal<\/strong><\/p>\n<p><strong>Na tua experi\u00eancia em diversas ind\u00fastrias, v\u00eas a aplica\u00e7\u00e3o destes princ\u00edpios?<\/strong><\/p>\n<p>Sim, \u00e9 ineg\u00e1vel que, nas mais diversas ind\u00fastrias, os players que mais capazes s\u00e3o de antecipar e promover a mudan\u00e7a, inclusiv\u00e9 influenciando as necessidades e prefer\u00eancias dos clientes, s\u00e3o aqueles que sustentam e refor\u00e7am posi\u00e7\u00f5es competitivas muito mais fortes, s\u00f3lidas e rent\u00e1veis.<\/p>\n<p><strong>Em que setores viste uma maior capacidade de repensar o neg\u00f3cio nos seus fundamentos?<\/strong><\/p>\n<p>Os setores que mais rapidamente se viram obrigados a capacitar-se de forma a repensar os seus modelos de neg\u00f3cio foram aqueles mais suscet\u00edveis \u00e0 inova\u00e7\u00e3o tecnol\u00f3gica: equipamentos e solu\u00e7\u00f5es\/plataformas de telecomunica\u00e7\u00f5es; media e entertainment; m\u00fasica e edi\u00e7\u00e3o discogr\u00e1fica; etc.<\/p>\n<p><strong>Conheces algum caso interessante na ind\u00fastria do turismo?<\/strong><\/p>\n<p>Tem havido casos interessantes de fuga \u00e0 competi\u00e7\u00e3o \u201chead-to-head\u201d pelo bin\u00f3mio qualidade\/\u201destrelas\u201d vs. pre\u00e7o. O AirBNB ou o \u201ccouch surfing\u201d s\u00e3o \u00f3timos exemplos, mas os hostels tamb\u00e9m o foram no sentido em que criaram o seu pr\u00f3prio \u201cmercado\u201d no que toca \u00e0 conce\u00e7\u00e3o de qualidade e rela\u00e7\u00e3o com o pre\u00e7o. A forma como o Dubai se posicionou de forma distintiva no luxo extremo e na explora\u00e7\u00e3o \u00e0 exaust\u00e3o do MICE tamb\u00e9m \u00e9 um bom exemplo. A forma como alguns players aliaram o turismo a outros conceitos como sa\u00fade, bem-estar ou lazer s\u00e9nior. Os pr\u00f3prios \u201cmarketplaces\u201d ou motores de busca e avalia\u00e7\u00e3o como o Booking.com. Mas a inova\u00e7\u00e3o continua e hoje em dia j\u00e1 vemos players a explorarem outras vias, como o desenho de pacotes \u00e0 medida, com base exclusivamente em plataformas \u201capp-based\u201d de avalia\u00e7\u00e3o de perfil e prefer\u00eancias de clientes.<\/p>\n<p><strong>Quais te parecem ser os principais obst\u00e1culos \u00e0 ado\u00e7\u00e3o de estrat\u00e9gias disruptivas?<\/strong><\/p>\n<p>H\u00e1 v\u00e1rios, mas o principal \u00e9 a complac\u00eancia. Basta ver o caso de empresas como a Nokia. Em 2009 o seu CEO dizia: \u201cNokia is operating from a position of strength: we have unmatched scale\u201d.<\/p>\n<p><span style=\"color: #000000;\">Escrito por <a style=\"color: #4390ff; text-decoration: none;\" href=\"https:\/\/www.linkedin.com\/in\/filipe-santiago\/\" target=\"_blank\" rel=\"noopener\">Filipe Santiago<\/a><\/span><\/p>\n<p>Maio, 2018<\/p>\n<p>Este artigo foi publicado na Publituris Hotelaria como parte da coluna de opini\u00e3o \u201cTop Management\u201d . Pode aceder \u00e0 vers\u00e3o impressa <span style=\"color: #4390ff;\"><a style=\"color: #4390ff;\" href=\"\/wp-content\/uploads\/2018\/05\/20180501_Top_Management_14_Blue_Ocean.pdf\" target=\"_blank\" rel=\"noopener\">aqui<\/a><\/span>.[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=&#8221;full_width_background&#8221; full_screen_row_position=&#8221;middle&#8221; column_margin=&#8221;default&#8221; column_direction=&#8221;default&#8221; column_direction_tablet=&#8221;default&#8221; column_direction_phone=&#8221;default&#8221; scene_position=&#8221;center&#8221; top_padding=&#8221;5%&#8221; constrain_group_1=&#8221;yes&#8221; bottom_padding=&#8221;5%&#8221; text_color=&#8221;dark&#8221; text_align=&#8221;left&#8221; row_border_radius=&#8221;none&#8221; row_border_radius_applies=&#8221;bg&#8221; overflow=&#8221;visible&#8221; overlay_strength=&#8221;0.3&#8243; gradient_direction=&#8221;left_to_right&#8221; shape_divider_position=&#8221;bottom&#8221; bg_image_animation=&#8221;none&#8221; 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