Segmentação de mercado e posicionamento competitivo e seu impacto no desempenho comercial das empresas: o caso da Coca-cola Sabco

Abstract

The years that followed World War II brought a period of prosperity for the industry. In it, the desire for consumption and a future of optimism, enabled companies to sell all their production, often insufficient to serve the expanding market. In this environment, the possibility of mass production enabled companies to serve large contingents of consumers with the same product, regardless of their preferences or desires (Cobra, 1992: 89). However, in the mid-50s and early 60s of the twentieth century, the growth of competition began to require companies to meet the demands of consumers. From there, the embryo emerges, within the company, of concern for consumers and of the company's position in relation to the competition, how to position itself in the market and how to offer consumers something that in fact pleases them or fully satisfies their needs. These factors created an environment conducive to the development of theories whose objective was to understand perfectly the needs and preferences of the consumer, this is the reason for the study of market segmentation and how segmentation is not a strategy in itself enough to reach customers. greater sales volume, it was necessary to associate it with the company's competitive positioning in the market in the face of competition, thus creating competitive advantages for the company. To face the increasingly competitive environment, companies are looking for marketing alternatives to reach the target markets. Companies are generally more efficient when they separate their markets into different groups and offer specific strategies for each group. The purpose of this work is to understand how CCS, through market segmentation and competitive positioning, increases its sales and maintains its secular leadership in the soft drink market worldwide.(TRADUÇÃO NOSSA)