A estratégia de marca única e sua interferência nas operações de serviço ao cliente : estudo de caso no grupo Tramontina

Abstract

The only brand strategy is adopted by organizations to allow them to establish a strategic identity, recognition and greater visibility across the consumer market. However, the strategy of working with one brand or brand extension, the company requires a careful evaluation of the benefits and wear this strategic decision will trigger on the customer service operations, responsible for managing the services and the value delivered to the customer or consumer. Thus, this work owned as main objective to evaluate the effect that the single brand strategy Tramontina causes in customer service operations, strategic business units of the business group. To identify and analyze the interference was possible to measure the level of the internal operations of the different units of the group and consequently, the customers and consumers of the business group. Among the agents involved, the study field is composed by ten strategic business units of Tramontina’s group, using the brand extension in their products and services. The study was conducted as a case study with qualitative, descriptive exploratory, implemented through direct observation, document research, individual interviews, form submission with open questions, with 25 members of the Tramontina’s group and 10 guests from ten strategic business units of the business group. Content analysis was performed by means of categorization and interpretation of data. As a result, it was found that the only brand strategy facilitates the entry of new products to market, resulting in remembrance in memory of customers, both positive and negative. However, if the organization uses the brand extension does not have a structured customer service in the pre-transactional, transactional and post-transactional stages, with front line and rear set, brand value, loyalty and customer satisfaction and consumers will be affected. In the specific case of the group analyzed for this work, it was found that the front line in the post-transactional phase does not have a standard structure, and does not occur centrality regarding the services, just as occurs with the brand. Thus, this study can assist companies with only brand to plan their customer service operations as a competitive factor and understand the interference of this kind of brand strategy, on its operations.