“Magalu Has It”: Social, Political, and Market Strategies during COVID-19
Main Article Content
Abstract
This teaching case presents the strategic positioning of the Magazine Luiza group (Magalu), represented by the director of institutional relations José Ribeiro and Luiza Helena Trajano, chairman of the Board of Directors, before and during COVID-19. The case’s objective is to promote a reflection on the business strategies adopted in times of crisis. Since the beginning of the COVID-19 pandemic in Brazil, Luiza and Magalu have engaged in discussions and practiced a series of strategic actions for the benefit of the group’s employees, small- and medium-sized companies, and those most affected by the pandemic. A few months after the first case, the instability was still perceived, it was still present, the number of infected and deaths rose and little was known about when the daily life would return to ‘normal.’ Many questions persisted about Magalu’s next steps. Thus, it was necessary to discuss how the group should position itself to ensure performance and reputation. The proposal is to make students put themselves in the place of José Ribeiro, director of institutional relations and the urgent affairs commission of Magalu, in order to encourage a debate about the market and non-market strategies that could be implemented.
Download data is not yet available.
Article Details
This work is licensed under a Creative Commons Attribution 4.0 International License.
Since mid-February of 2023, the authors retain the copyright relating to their article and grant the journal RAC, from ANPAD, the right of first publication, with the work simultaneously licensed under the Creative Commons Attribution 4.0 International license (CC BY 4.0), as stated in the article’s PDF document. This license provides that the article published can be shared (allows you to copy and redistribute the material in any medium or format) and adapted (allows you to remix, transform, and create from the material for any purpose, even commercial) by anyone.
After article acceptance, the authors must sign a Term of Authorization for Publication, which is sent to the authors by e-mail for electronic signature before publication.
References
Baron, D. P. (1995). Integrated Strategy: Market and Nonmarket Components. California Management Review, 37(2), 47–65. https://doi.org/10.2307%2F41165788
Baron, D. P. (2016). Strategy beyond markets: A step back and a look forward (Chap. 34, pp. 411-434). Bradford, UK: Emerald Group.
Doh, J. P., Lawton, T. C., & Rajwani, T. (2012). Advancing nonmarket strategy research: Institutional perspectives in a changing world. Academy of Management Perspectives, 26(3), 22–39. https://doi.org/10.5465/amp.2012.0041
Getz, K. A. (1997). Research in corporate political action: Integration and assessment. Business & Society, 36(1), 32–72. https://doi.org/10.1177%2F000765039703600103
Hillman, A. J., Keim, G. D., & Schuler, D. (2004). Corporate political activity: A review and research agenda. Journal of Management, 30(6), 837–857. https://doi.org/10.1016%2Fj.jm.2004.06.003
Johnson, G. Scholes, K., & Whittington, R. (2005). Explorando a Estratégia Corporativa (7th ed.). Porto Alegre: Bookman.
Sandroni, P. (2020). Pandemia: A propósito de um falso dilema. GV-Executivo, 19(2). https://rae.fgv.br/gv-executivo/vol19-num2-2020/pandemia-proposito-falso-dilema
Sun, P., Mellahi, K., & Wright, M. (2012). The contingent value of corporate political ties. Academy of Management Perspectives, 26(3), 68-82. https://doi.org/10.5465/amp.2011.0164
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7%3C509::AID-SMJ882%3E3.0.CO;2-Z
Tourish, D. (2020). Introduction to the special issue: Why the coronavirus crisis is also a crisis of leadership. Leadership, 16(3) 1–12. https://doi.org/10.1177%2F1742715020929242
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180. Retrieved from https://www.jstor.org/stable/2486175