A coopetição como estratégia de gestão de resultados em equipes de vendas: o caso do Banco do Brasil

Abstract

This study aimed to evaluate the relationship between cooperation and competition, between sales managers in a financial company, and their influence between different levels of performance. The case study was conducted in one of the largest financial companies in the world. The applied methodology corresponded to a qualitative phase, with documental analysis and interviews with managers of level, strategic, tactical / negotiating and tactical / human resources, where impressions were sought on the coopetition phenomenon and to gather insights for the follow up of the research. Subsequently, a quantitative phase was carried out at which time the impressions of all the General Managers and Relationship Managers of the retail banking of the analyzed company were determined. The questionnaires were constructed according to scales elaborated by Souza (2015) and Babuch and Lin (2012). The results indicated that in isolation the cooperation is capable of generating greater results than the competition, but also demonstrated the difficulty of isolating these variables. It has also been shown that the coopetition phenomenon is present in the analyzed company and can explain up to 20.60% of the performance of sales managers, and can therefore be used as a means to leverage company results, as long as the metrics are incorporated into their systems management.