Study goals
The objective of the process of evaluating new markets as elements of Strategic Management was to seek a reference on how the markets behave and what are the capacities underlying them. The full understanding of the influence of both the sources of resources and available capacities as well as the Five Forces model and its consequences can be a competitive advantage and positioning for certain organizations, especially for those who intend to access new markets. Important questions were raised to size the market and seek socioeconomic characteristics, raise hypotheses about the numbers if they are substantial and profitable enough to accommodate yet another new entrant, the possibility of the market accepting differentiated products.
Relevance / originality
The work is relevant for being applied in an institution present in several regions in the country and for being the sector of philanthropy in supplementary health. In the absence of a specific methodology for this reflection, an analysis model was conceived in which each business unit would evaluate its market and its current capacities and other intended markets, as well as its capacities to act in them.
Methodology / approach
This article uses the case study methodology to describe the process of evaluating new markets in the Strategic Management of Fundação São Francisco Xavier (FSFX).
Main results
At the end of the analysis, it can be proved that in order to access two new markets by two superintendencies, the ideal is to strengthen and take advantage of the operating market.
Theoretical / methodological contributions
None.
Social / management contributions
None.