Husky Essay

1362 words - 5 pages

Estrategia CompetitivaCASO: HuskyProfesor: Ismael OlivaAlumnos: Paulo Araya - Gisele Ferrari - Tomás Kopaitic - Rodrigo Orellana - Bárbara YazigiFecha: 22 Noviembre 2013INTRODUCCIÓNEn 1953 se crea Husky de manos de Robert Schad, una empresa canadiense dedicada a la fabricación de maquinaria de inyección de plástico. En el año 1995, Husky presentó un crecimiento del 53% en ventas y una rentabilidad de activos de casi un 40% respecto del año anterior. Husky solía vender sus productos como sistemas integrados de máquinas, moldes, husillos y robots diferenciándose por su velocidad, resistencia, economías en utilización de resina y larga vida. Su posicionamiento de precios era entre 10% y 20% superior al de la competencia por maquinarias de similares características. Para el año 1996, la empresa, proyectaba una disminución importante en la demanda de sus productos, causada por el alza en el precio de la resina (que representaba el 58% de los costos unitarios de un artículo de plástico moldeado por inyección) y por una fuerte competencia que amenazaba la propuesta de valor de Husky, ofreciendo un producto de similar calidad y con menores costos de producción.PROBLEMALos directores de la empresa se encontraban en un punto de inflexión en donde debían redefinir su estrategia frente al nuevo escenario generado por la disminución de la demanda de maquinarias por el aumento de precios de la resina y por la cantidad creciente de competidores a menores costos. Era evidente que lo que en el pasado fue fuente de ventajas competitivas estaba en jaque por la rivalidad de sus competidores.ANÁLISIS DE ENTORNO COMPETITIVOEl análisis de las cinco fuerzas competitivas nos permitirá tomar consideraciones estratégicas acerca del problema planteado, con el fin de analizar la industria y evaluar su rentabilidad.El poder de negociación de los proveedores es bajo en lo que respecta al acero, ya que se podía conseguir a precios competitivos. En cambio, los pocos proveedores en el mundo para insumos tales como sistemas hidráulicos y controles eléctricos, tenían un alto poder de negociación. La amenaza de productos sustitutos es baja, dado que la maquinaria de fabricación de productos plásticos por extrusión o por soplado no reemplaza las de inyección. La amenaza de nuevos entrantes es baja, debido a que existen altas barreras de entrada, por el alto requerimiento de capital, curvas de aprendizaje, economías de escala. El poder de negociación de compradores es alto. Se observa un bajo costo de cambio debido a que el producto era cada vez menos diferenciado y existen distintos competidores con maquinarias de similar calidad (Netstal y Cincinnati Milacron). Por último, la rivalidad entre...

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