From: Snapshot-Content-Location: https://library.fes.de/fulltext/bueros/saopaulo/00657.htm Subject: =?utf-8?Q?Estimular=20o=20crescimento=20e=20aumentar=20a=20competividade?= =?utf-8?Q?=20no=20Brasil=20:=20al=C3=A9m=20da=20pol=C3=ADtica=20industria?= =?utf-8?Q?l=20e=20da=20terceiriza=C3=A7=C3=A3o=20da=20culpa=20/=20J=C3=B6?= =?utf-8?Q?rg=20Meyer-Stamer.=20-=20[Electronic=20ed.].=20-=20S=C3=A3o=20P?= =?utf-8?Q?aulo,=201999.=20-=2029=20S.=20=3D=20110=20Kb,=20Text=20.=20-=20?= =?utf-8?Q?(Policy=20paper=20/=20Instituto=20Latino-Americano=20de=20Desen?= =?utf-8?Q?volvimento=20Econ=C3=B4mico=20e=20Social=20...=20;=2023)=20
?= =?utf-8?Q?Electronic=20ed.:=20Bonn=20:=20FES=20Library,=202000?= Date: Wed, 7 May 2025 14:10:57 +0200 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----MultipartBoundary--LmgnFEokram8J93sNjehf0Ipar6CJ4gdrNnzZGesK1----" ------MultipartBoundary--LmgnFEokram8J93sNjehf0Ipar6CJ4gdrNnzZGesK1---- Content-Type: text/html Content-ID: Content-Transfer-Encoding: quoted-printable Content-Location: https://library.fes.de/fulltext/bueros/saopaulo/00657.htm Estimular o crescimento e aumentar a competividade no Brasil : al=E9m da po= l=EDtica industrial e da terceiriza=E7=E3o da culpa / J=F6rg Meyer-Stamer. - [Electronic ed.]. - S=E3o Paulo, 1999. - 29 S. = =3D 110 Kb, Text . - (Policy paper / Instituto Latino-Americano de Desenvolvimento Econ=F4mi= co e Social ... ; 23) <br>Electronic ed.: Bonn : FES Library, 2000
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Estimular o crescimento e aumentar a competividade no Brasil : al=E9m da po= l=EDtica industrial e da terceiriza=E7=E3o da culpa / J=F6rg Meyer-Stamer. - [Electronic ed.]. - S=E3o Paulo, 1999. - 29 S. = =3D 110 Kb, Text . - (Policy paper / Instituto Latino-Americano de Desenvolvimento Econ=F4mi= co e Social ... ; 23)
Electronic ed.: Bonn : FES Library, 2000

=A9 Friedrich-Ebert-Stiftung

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Texto elaborado para o=20

ILDES =96 Funda=E7=E3o Friedrich Ebert, S=E3o Paulo

27 de janeiro de 1999

Agrade=E7o os relevantes coment=E1rios feitos por Edmund Amann, Regi= s Bonelli, Aguinaldo Nogueira Maciente, Thiago Rabelo Pereira, Hubert Schmi= tz e Helmut Schwarzer, a respeito da primeira vers=E3o deste documento.

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Introd= u=E7=E3o

A bem da verdade, =E9 necess=E1rio dizer que, nos =FAltimos quatro a= nos, n=E3o houve uma pol=EDtica industrial no Brasil. Mais do que isto, fal= ar em pol=EDtica industrial era usar uma palavra feia, e isto n=E3o sem raz= =E3o. Apesar de que a pol=EDtica industrial apresentou seus m=E9ritos no pa= ssado, ela tamb=E9m apresentou graves defici=EAncias. Por um lado, =E9 nece= ss=E1rio reconhecer que o Brasil n=E3o teria o grau de industrializa=E7=E3o= que apresenta hoje, caso n=E3o tivesse havido uma pol=EDtica industrial.= =20

Seria injusto condenar os respons=E1= veis pelas pol=EDticas industriais do passado, j=E1 que suas estrat=E9gias = refletiam a filosofia predominante no seu tempo

Setores chave da economia devem a sua exist=EAncia a d=E9cadas de pol=ED= tica industrial, come=E7ando na d=E9cada de 40, com a cria=E7=E3o da primei= ra unidade de produ=E7=E3o de a=E7o, a Companhia Sider=FArgica Nacional, em= Volta Redonda; continuando, nos anos 50, com a implementa=E7=E3o da ind=FA= stria automobil=EDstica e culminando, na d=E9cada de 70, com o Segundo Plan= o Nacional de Desenvolvimento que, entre muitas outras coisas, levou a um a= umento maci=E7o da capacidade produtiva, que fez com que a ind=FAstria petr= oqu=EDmica se transformasse num dos mais importantes setores industriais br= asileiros.

Por outro lado, esses sucessos traziam consigo aquilo que hoje parec= e ser uma das principais fraquezas do esfor=E7o industrial brasileiro. O pr= op=F3sito desta pol=EDtica era a cria=E7=E3o de vantagens comparativas din= =E2micas, dirigidas principalmente a setores industriais nos quais o Brasil= n=E3o apresentava nenhuma vantagem comparativa est=E1tica. Assim o Brasil = acabou apresentando uma forte tend=EAncia em favor das ind=FAstrias de capi= tal intensivo. Seria injusto condenar os respons=E1veis pelas pol=EDticas i= ndustriais do passado, j=E1 que suas estrat=E9gias refletiam a filosofia pr= edominante no seu tempo, e as pol=EDticas foram magnificamente implementada= s, at=E9 pelo menos a d=E9cada de 70. Os elaboradores de pol=EDticas indust= riais em pa=EDses como a Cor=E9ia fizeram coisa muito semelhante; entretant= o, eles n=E3o deixaram de lado setores industriais nos quais seu pa=EDs apr= esentava uma vantagem comparativa, na mesma medida em que o fizeram os seus= colegas brasileiros. A industrializa=E7=E3o da Cor=E9ia concentrou-se por = muito tempo em bens de consumo n=E3o dur=E1veis e em pequenos bens dur=E1ve= is, como r=E1dios. Por um longo per=EDodo, a exporta=E7=E3o de roupas e sap= atos representou a maior fatia de todos os bens exportados, e as empresas c= oreanas sempre entenderam que =E9 poss=EDvel criar uma vantagem competitiva= em ind=FAstrias simples e de baixa tecnologia. No Brasil, construir uma v= antagem competitiva nunca representou um motivo de preocupa=E7=E3o; afinal = de contas, como a tend=EAncia ia no sentido de uma industrializa=E7=E3o imp= ulsionada principalmente para o mercado dom=E9stico, as ind=FAstrias recebe= ram generosos subs=EDdios e outros benef=EDcios, a fim de estarem aptas par= a vender no mercado internacional. E ind=FAstrias aparentemente tradicionai= s, como a de roupas, m=F3veis, ou brinquedos, apresentaram um desempenho fr= aco, com a =FAnica e not=E1vel exce=E7=E3o da exporta=E7=E3o de cal=E7ados = femininos pelo conjunto de ind=FAstrias do Vale dos Sinos, no Rio Grande do= Sul. Os elaboradores da pol=EDtica industrial n=E3o acreditavam que fosse = poss=EDvel construir um desenvolvimento sustentado a partir deste tipo de i= nd=FAstrias, ou eles acreditavam que voltariam a prosperar de qualquer form= a, sem nenhum apoio governamental espec=EDfico. Hoje em dia vemos, na persp= ectiva hist=F3rica, que os=20

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elaboradores da pol=EDtica industrial daquele tempo cometeram um gra= nde equ=EDvoco, deixando os segmentos com r=E1pido crescimento no com=E9rci= o mundial a cargo de outros pa=EDses em desenvolvimento. Esta =E9 a primeir= a heran=E7a desafortunada da pol=EDtica industrial do passado: uma estrutur= a industrial distorcida e um pequeno potencial de exporta=E7=E3o em setores= aonde se esperaria que o Brasil gozasse de vantagens comparativas.

Uma outra s=E9ria defici=EAncia da pol=EDtica industrial do passado = persegue hoje em dia os elaboradores da pol=EDtica macroecon=F4mica do Bras= il: a falta de uma adequada estrutura de financiamentos. Investimentos indu= striais costumavam ser financiados pelo fluxo de caixa, ou pelo Banco Nacio= nal de Desenvolvimento Econ=F4mico e Social (BNDES), ou ainda atrav=E9s de = importa=E7=F5es de capital. O setor banc=E1rio comercial era inicialmente m= uito fraco para exercer um papel de destaque. Mais tarde, ele se negou a pr= ovidenciar financiamentos a longo prazo, devido aos riscos imprevis=EDveis = decorrentes de um contexto de infla=E7=E3o elevada. Enquanto a infla=E7=E3o= se manteve alta, as empresas que tinham um bom gerenciamento financeiro ti= nham poucos problemas em produzir o necess=E1rio fluxo de capital para gera= r fundos para investimento, j=E1 que a sua lucratividade tamb=E9m era alta.= =20

O Brasil nunca conseguiu criar um modelo adequado, competitivo e eficien= te, para canalizar a poupan=E7a dom=E9stica para os investimentos industria= is.


Logicamente, as coisas come=E7aram a se tornar mais dif=EDceis depois de= 1990. Antes disto, a press=E3o competitiva no mercado dom=E9stico costumav= a ser limitada, e era dif=EDcil para quem n=E3o estivesse por dentro do mer= cado descobrir se uma empresa estava elevando seus pre=E7os acima da infla= =E7=E3o. Quando, com a abertura do mercado, a press=E3o competitiva aumento= u, a lucratividade come=E7ou a cair. As ind=FAstrias tiveram que recorrer c= ada vez mais a financiamentos externos. Entretanto, apenas as grandes empre= sas, com acesso a mercados internacionais de capital, tiveram condi=E7=F5es= de obter cr=E9ditos com condi=E7=F5es pr=F3ximas daquelas dos pa=EDses alt= amente industrializados. Ind=FAstrias pequenas e m=E9dias tiveram que recor= rer a financiamentos a curto prazo, atrav=E9s dos bancos comerciais, com ta= xas de juros geralmente astron=F4micas, e a financiamentos a longo prazo do= BNDES, os quais eram bem caros para o padr=E3o internacional. Esta foi a s= egunda heran=E7a desastrosa: o Brasil nunca conseguiu criar um modelo adequ= ado, competitivo e eficiente, para canalizar a poupan=E7a dom=E9stica para = os investimentos industriais.

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2. Est= abiliza=E7=E3o macroecon=F4mica: de horr=EDvel a sofr=EDvel

A pol=EDtica industrial foi um assunto sem import=E2ncia depois de 1= 993, quando Fernando Henrique Cardoso foi nomeado Ministro da Fazenda. Com = ele, entrou uma equipe de economistas com uma orienta=E7=E3o neoliberal, qu= e tinham uma profunda suspei=E7=E3o contra a interven=E7=E3o governamental = na economia. Mais especificamente, =E9 necess=E1rio ressaltar que sua desco= nfian=E7a mais profunda visava a interven=E7=E3o governamental nos n=EDveis= micro e meso da economia, exercendo simultaneamente pol=EDticas altamente = intervencionistas no n=EDvel macroecon=F4mico. Seja como for, dada a experi= =EAncia dos quinze anos anteriores, =E9 dif=EDcil conden=E1-los por este po= nto de vista. A pol=EDtica industrial transformou-se ao longo da d=E9cada 8= 0 em uma pol=EDtica compensat=F3ria, tentando contrabalan=E7ar as condi=E7= =F5es co-

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merciais macroecon=F4micas profundamente hostis para os neg=F3cios, = atrav=E9s de interven=E7=F5es de apoio no n=EDvel mesoecon=F4mico. Isso ape= nas exacerbou os desequil=EDbrios macroecon=F4micos. Criar uma estrutura ma= croecon=F4mica est=E1vel foi, sem d=FAvida alguma, uma grande id=E9ia. Ao l= ivrar-se da infla=E7=E3o e dos freq=FCentes esfor=E7os de estabiliza=E7=E3o= , seriam criadas condi=E7=F5es para que o setor privado prosperasse. A priv= atiza=E7=E3o aumentaria a efici=EAncia em =E1reas cruciais, como telecomuni= ca=E7=F5es, transportes e portos. E, ao combater o =84custo Brasil", dar-se= -ia um refor=E7o adicional =E0 competitividade das empresas privadas. Isso = parecia ser um approach mais sensato do que a combina=E7=E3o de um c= ontrole macroecon=F4mico turbulento com interven=E7=F5es imprevis=EDveis em= n=EDvel meso, que sempre gozaram de pouca credibilidade.

O governo buscou um ref=FAgio no aumento das taxas de juros a partir de = um n=EDvel insustent=E1vel em termos de condi=E7=F5es de empr=E9stimo para = o setor privado


Infelizmente, n=E3o funcionou como foi desejado. Apesar de que em 1994 o= Plano Real resolveu o problema da infla=E7=E3o desmedida, n=E3o conseguiu,= nem de longe, ciar uma estrutura macroecon=F4mica est=E1vel e um contexto = favor=E1vel aos neg=F3cios. H=E1 dois fatores principais a serem mencionado= s. Primeiramente, os motivos estruturais para o d=E9ficit governamental per= maneceram. Em segundo lugar, os respons=E1veis pela elabora=E7=E3o de uma p= ol=EDtica macroecon=F4mica toleraram nos primeiros meses ap=F3s come=E7o do= Plano Real, uma taxa de c=E2mbio da moeda brasileira que levou a uma super= -valoriza=E7=E3o de cerca de 30%. O resultado foi o circulo vicioso de uma = pol=EDtica de juros elevados e de baixo crescimento, demonstrada no quadro = 1. A estrutura macroecon=F4mica era melhor que o contexto inst=E1vel, extre= mamente inflacion=E1rio que existia no passado; entretanto, n=E3o era est= =E1vel, por ser altamente vulner=E1vel. Quando o Brasil sofreu com o =84efe= ito Tequila=84, ap=F3s a crise do M=E9xico, em dezembro de 1994, isso p=F4d= e ser atribu=EDdo =E0 falta de vontade do mercado internacional de capitais= em diferenciar entre os diversos pa=EDses latino-americanos. Contudo, quan= do em finais de 1997 e depois de agosto de 1998, o Brasil sofreu ataques es= peculativos contra sua moeda, isto de fato deveu-se a raz=F5es dom=E9sticas= , isto, =E9 ao d=E9ficit dobrado no or=E7amento governamental e ao balan=E7= o das contas correntes. Em todas estas inst=E2ncias, o governo buscou um re= f=FAgio no aumento das taxas de juros a partir de um n=EDvel que j=E1 era i= nsustent=E1vel (isto quer dizer, insustent=E1vel em termos de condi=E7=F5es= de empr=E9stimo para o setor privado), para um n=EDvel bem mais alto, de q= uase 50%. N=E3o obstante todas estas medidas, a realidade demonstrou que el= as n=E3o foram suficientes para estabilizar a situa=E7=E3o. Entretanto, o c= olapso da =E2ncora cambial, em janeiro de 1999, n=E3o melhorou muito as coi= sas. A d=EDvida p=FAblica, assim como as d=EDvidas de algumas das empresas = recentemente privatizadas, cresceram em muito, e as taxas de juros foram no= vamente incrementadas, fazendo com que seja improv=E1vel que o governo poss= a sair de sua situa=E7=E3o deficit=E1ria mediante cortes nas suas despesas.= Voltou a se instaurar um alto grau de instabilidade macroecon=F4mica, e me= smo se a infla=E7=E3o n=E3o retornar como vingan=E7a, a instabilidade perdu= rar=E1 por certo tempo.

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3. Cri= ando desvantagens competitivas

Mas n=E3o foi apenas por meio de taxas de juros extremamente elevada= s e de uma=20

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moeda super=96valorizada que o governo estava criando um contexto ex= tremamente desfavor=E1vel aos neg=F3cios e uma tend=EAncia contr=E1ria =E0 = exporta=E7=E3o:

  1. O problema do "custo Brasil" persiste. N=E3o h=E1 d=FAvida de q= ue o governo est=E1 tentando de tudo para resolver este problema. A privati= za=E7=E3o da infra-estrutura e reformas regulat=F3rias (por exemplo, no que= se refere aos portos) reduziram at=E9 certo ponto as desvantagens de custo= com que empresas estavam sofrendo. Mas, ao mesmo tempo, h=E1 pouco progres= so no que se refere a algumas reformas fundamentais e o governo ainda est= =E1 criando novos elementos de custo:

    • At=E9 agora houve pouco progresso no que se refere =E0 redu=E7= =E3o dos encargos trabalhistas indiretos. O programa de estabiliza=E7=E3o d= e outubro de 1998 j=E1 previa a eleva=E7=E3o de um de seus elementos, o COF= INS.

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    • Os custos diretos e transacionais de um regime de impos= tos extremamente complexo persistem. Parte do programa de estabiliza=E7=E3o= de 1998 previa o aumento dos impostos sobre as transa=E7=F5es financeiras,= um tributo que eleva os custos de toda e qualquer transa=E7=E3o comercial.= =20

    • Empresas de exporta=E7=E3o est=E3o sendo submetidas a toda = tipos de obst=E1culos e importuna=E7=F5es.=20 [Fn.1: Para uma excelente an=E1lise, vide Lima, Carval= ho & Velasco (1998).] . Por exemplo a Receita Federal exige = dois dias (48 horas!) para inspecionar os bens de exporta=E7=E3o. Se uma em= presa no interior passou por este tipo de procedimento com a delegacia loca= l, isto pode voltar a ocorrer na delegacia do porto ou aeroporto, que pode = chegar a n=E3o aceitar a inspe=E7=E3o que j=E1 tenha sido feita, e pode exi= gir a realiza=E7=E3o de uma nova inspe=E7=E3o, o que acabar=E1 demorando ma= is dois dias. Al=E9m disso, o Brasil s=F3 exporta durante 40 horas por sema= na, ou seja, durante o hor=E1rio regulamentar de trabalho da Receita Federa= l. Portanto, =E9 dif=EDcil imaginar que a desvaloriza=E7=E3o do real leve a= um surto nas exporta=E7=F5es. No Brasil, as barreiras n=E3o tarif=E1rias p= ara as exporta=E7=F5es proliferam, e mudan=E7as nas taxas de c=E2mbio n=E3o= s=E3o necessariamente suficientes para compens=E1-las.=20

  2. Em todos os n=EDveis o governo =E9 apenas parcialmente cap= az de cumprir com as suas tarefas b=E1sicas, principalmente em campos como = educa=E7=E3o, treinamento e sa=FAde. As empresas t=EAm que compensar esta c= ar=EAncia criando programas internos ou depender nestes campos de dispendio= sos provedores comerciais. Ao mesmo tempo, o governo est=E1 muito ocupado e= m criar obst=E1culos reguladores e inc=F4modos para as empresas,=20 [ Fn.2: H=E1, ali=E1s, uma regulamenta=E7=E3o que defi= ne regras para rotulagem das ind=FAstrias t=EAxteis e de vestu=E1rio. Se um= r=F3tulo disser "30% de algod=E3o, 70% de poliamida", est=E1 sujeito a mul= ta, porque o componente mais utilizado tem que ser nomeado em primeiro luga= r. Tamb=E9m haver=E1 uma multa se ele disser n=E1ilon ao inv=E9s de poliami= da. N=E3o apenas os respons=E1veis pela manufatura dos produtos, mas tamb= =E9m cada loja aonde os inspetores governamentais verificarem a sua venda, = ter=E3o que pagar uma multa da ordem de alguns milhares de Reais.]
    e, em alguns casos, os munic=EDpios ficaram conhecidos por ap= licar multas sobre as empresas como uma forma de gerar uma receita adiciona= l (muitas vezes para reduzir um d=E9ficit or=E7ament=E1rio que, em grande p= arte, foi causado por favorecimentos pol=EDticos, clientelismo ou por pura = e simples roubalheira).

  3. O contexto de neg=F3cios no Brasil mostra uma n=EDtida ten= d=EAncia anti-PMEs (pequenas e m=E9dias empresas). O governo admite que tod= os os setores sentem um efeito negativo devido =E0s condi=E7=F5es macroecon= =F4micas estruturais, e por causa disto, tenta implementar medidas compensa= t=F3rias, especialmente nos campos do financiamento de investimentos e de s= eguros e financiamento de exporta=E7=F5es. Estes programas podem mais facil= mente ser acessados pelas grandes empresas, que negociam diretamente com o = BNDES. O pequeno e m=E9dio empres=E1rio normalmente tem que tentar acessar = estes programas atrav=E9s de bancos comerciais, algo que adiciona custos e = obst=E1culos (caso estes bancos n=E3o estiverem querendo administrar tais f= undos, algo que =E9 bastante freq=FCente e que, do ponto de vista dos admin= istradores dos bancos locais, =E9 um comportamento perfeitamente racional: = uma carteira de maus devedores vai ter um impacto negativo nas perspectivas= de sua carreira, ao passo que uma carteira pequena, com riscos reduzidos, = n=E3o o ter=E1). Portanto, os esfor=E7os do BNDES em dar um apoio espec=EDf= ico para as PMEs, por mais louv=E1veis que possam ser, n=E3o s=E3o t=E3o pr= omissores. Al=E9m do mais, as grandes empresas s=E3o quem realmente se bene= ficia com a corrida pelos subs=EDdios (a=20

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    "guerra fiscal") entre os estados federados. As microempresas desfru= tam de outras vantagens, que at=E9 certo grau compensam aquelas condi=E7=F5= es que podem ser encaradas como desfavor=E1veis, especialmente atrav=E9s do= "Simples" (um regime simplificado para o pagamento de impostos e encargos = trabalhistas reduzidos), al=E9m do acesso aos programas do SEBRAE, original= mente um servi=E7o que promovia pequenos e m=E9dios empreendimentos. Tudo i= sto acabou deixando as pequenas, e principalmente as m=E9dias empresas, sem= assist=EAncia.

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4. Reg= ime Automotivo e Guerra Fiscal, ou como dar um tiro no pr=F3prio p=E9.

Seria errado dizer que, no decorrer dos =FAltimos anos, n=E3o houve = nenhuma pol=EDtica industrial. Um setor foi o alvo de um significante esfor= =E7o da pol=EDtica industrial: a ind=FAstria automobil=EDstica. Em 1995 e 1= 996, o governo federal introduziu uma s=E9rie de medidas para estimular est= e setor.=20

A fim de entender o "regime automotivo", =E9 importante relembrar o = come=E7o dos anos 90. Parte dos (largamente ineficientes) esfor=E7os da pol= =EDtica industrial do governo Collor, foi a cria=E7=E3o das "c=E2maras seto= riais", grupos de trabalho atuantes setorialmente, compostos por representa= ntes do governo, das associa=E7=F5es empresariais e dos sindicatos. Das mai= s de quarenta "c=E2maras", a =FAnica que teve resultados significativos foi= a da ind=FAstria automotiva. Ela conseguiu chegar a um acordo, no qual tod= os os participantes cederam, ao menos um pouco. O governo reduziu os tribut= os, especialmente sobre os carros pequenos (o assim chamado "carro popular"= , com motor de menos de 1.000 cm3). Os sindicatos prometeram mod= erar as suas demandas de aumentos salariais e os fabricantes e os revendedo= res anunciaram pre=E7os mais baixos. Este programa foi extraordinariamente = bem sucedido, especialmente em termos dos congestionamentos de tr=E2nsito, = uma das conseq=FC=EAncias da explos=E3o nas vendas de carros. Quando a velo= cidade m=E9dia dentro das conglomerados urbanos foi diminu=EDda, com mais c= arros entupindo o velho sistema vi=E1rio, o crescimento econ=F4mico teve um= a grande acelera=E7=E3o, e de uma hora para outra, o Brasil parecia ser um = mercado din=E2mico e promissor para ind=FAstria automobil=EDstica.

est=EDmulo da ind=FAstria de autom=F3veis parecia ser uma boa id=E9i= a para incentivar o crescimento econ=F4mico e para levar =E0 cria=E7=E3o de= novos empregos. Mas a quest=E3o era saber exatamente como faz=EA-lo. Uma r= esposta seria: pre=E7os mais baixos e um aumento da renda da classe m=E9dia= significariam uma maior demanda, e como a ind=FAstria automobil=EDstica = =E9 bastante competitiva, os produtores iriam fazer fila para se apossar do= s seus quinh=F5es. Isso seria verdade, especialmente em um pa=EDs com um ol= igop=F3lio formado por apenas quatro fabricantes, com f=E1bricas e modelos = ultrapassados, que tinha que parecer um alvo f=E1cil aos potenciais novos p= articipantes do mercado. Entretanto, as coisas tiveram um encaminhamento di= ferente, quando a ind=FAstria automobil=EDstica compensou a baixa competiti= vidade exercendo um bom lobby. A ANFAVEA, a associa=E7=E3o que congrega as = ind=FAstrias automobil=EDsticas internacionais atuantes no Brasil, foi semp= re uma das poucas associa=E7=F5es empresariais realmente eficientes no pa= =EDs. E a ANFAVEA gritou "p=EAnalti!", assim que o governo come=E7ou a abri= r o mercado dom=E9stico para a importa=E7=E3o de autom=F3veis. A proposta= =20

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da ANFAVEA era abrir o mercado apenas para aquelas montadoras que ta= mb=E9m estavam produzindo no Brasil. O governo n=E3o era realmente contr=E1= rio a esta id=E9ia, especialmente depois que o d=E9ficit na balan=E7a comer= cial foi =E0s alturas, quando os brasileiros adquiriram cada vez mais BMWs = e Mercedes. Em mar=E7o de 1995, as taxas de importa=E7=E3o de autom=F3veis = aumentaram inicialmente at=E9 70%.=20

Taxas de importa=E7=E3o reduzidas foram o instrumento principal do gover= no no contexto do regime automotivo


A importa=E7=E3o de carros produzidos nos pa=EDses de origem de montador= as que tamb=E9m produziam no pa=EDs e tamb=E9m exportavam os carros aqui pr= oduzidos, era gravada por apenas metade das taxas de importa=E7=E3o habitua= is, sempre e quando as importa=E7=F5es n=E3o excedessem as exporta=E7=F5es.

Taxas de importa=E7=E3o reduzidas foram o instrumento principal do g= overno no contexto do regime automotivo. Ao usar este instrumento de pol=ED= tica comercial, criou-se uma situa=E7=E3o delicada frente ao governo argent= ino, que foi o primeiro a permitir um regime especial para a ind=FAstria au= tomotiva, tentando atrair o maior n=FAmero poss=EDvel de empresas que quise= ssem montar f=E1bricas no mercado do Mercosul. O governo argentino reagiu r= apidamente, lan=E7ando um severo protesto contra as medidas brasileiras. Co= ntudo, as montadoras entenderam a mensagem, a saber, que seria de bom alvit= re n=E3o dirigir para a Argentina mais do que uma fra=E7=E3o razo=E1vel de = seus investimentos.

Quais foram os efeitos do regime automotivo?=20 [ Fn 3: Cf. IPEA, Boletim de Pol=EDtica Industrial, N= o. 5, Agosto 1998, p. 14 ff.] Em 1996, 125 empresas foram aprovadas e, em 1997, 40. A maior parte de= stas empresas eram produtoras de autope=E7as, mas o n=FAmero de montadoras = de autom=F3veis chegou a nada menos do que 15. Os investimentos planejados = chegaram a um total de 19,3 bilh=F5es de d=F3lares, dentro do regime normal= , e a 2,3 bilh=F5es de d=F3lares dentro do regime especial para o Nordeste.= 10% seriam financiados com inje=E7=E3o de novos capitais. Em 1996/97, as e= mpresas participantes tiveram, em todos os campos, um balan=E7o comercial p= ositivo e elas tamb=E9m registraram uma maior aquisi=E7=E3o de bens de capi= tal no mercado dom=E9stico do que no mercado externo. =C9 dif=EDcil imagina= r o que teria acontecido sem o regime (possivelmente nada muito diferente, = j=E1 que, nos =FAltimos anos, o Brasil sempre se apresentou como um mercado= muito atraente). O que ficou bastante evidente foi o custo do regime, que = criou distor=E7=F5es no mercado dom=E9stico e abriu oportunidades para a lu= cratividade dos produtores. Pesquisas feitas pelo IPEA calcularam que os co= nsumidores tiveram que arcar com uma sobrecarga geral de 35,6 bilh=F5es de = reais. Em compara=E7=E3o com a cria=E7=E3o de 20.000 empregos diretos, isso= eleva o custo de cada emprego a US$ 340.000.

Entretanto, o exposto representa apenas uma parte do custo. Com a pe= rspectiva de uma s=E9rie de investimentos de grande visibilidade, os govern= os estaduais (e at=E9 mesmo alguns governos municipais) entraram na assim c= hamada "Guerra Fiscal", atrav=E9s de uma corrida na concess=E3o de incentiv= os fiscais a fim de atrair ind=FAstrias automobil=EDsticas. Um pacote t=EDp= ico de vantagens poderia ser mais ou menos assim: A empresa recebe de gra= =E7a um grande terreno com uma localiza=E7=E3o conveniente. O governo do es= tado e o governo municipal arcam com a prepara=E7=E3o do terreno e com a in= fra-estrutura. A empresa =E9 isenta por=20

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dez anos do pagamento de impostos estaduais sobre as vendas, ou =E9 = liberada destes impostos por muitos anos mais. Em alguns casos, como o do i= nvestimento da Renault no Paran=E1, o governo estadual at=E9 virou acionist= a da empresa.

Qual =E9 a l=F3gica por tr=E1s de uma estrat=E9gia como esta, que po= de chegar a arruinar os cofres do Estado? Pergunte a Jaime Lerner, o govern= ador recentemente reeleito do Paran=E1. As avalia=E7=F5es feitas no meio de= seu governo n=E3o eram entusi=E1sticas. O que fez com que ele fosse reelei= to foi, em grande parte, o seu hist=F3rico em atrair investidores, n=E3o ap= enas ind=FAstrias automotivas como a Renault, a Audi e a joint venture da B= MW com a Chrysler, para a produ=E7=E3o de motores, mas tamb=E9m empresas de= outros campos, como a Mafisa, pertencente a uma empresa portuguesa e atual= mente a maior empresa de pranchas MDF no Brasil=20

A guerra fiscal foi um enorme esquema de redistribui=E7=E3o do contribui= nte brasileiro para as empresas multinacionais e para as grandes empresas d= om=E9sticas


Apesar de que, para muitos governadores e prefeitos, ela possa ter chega= do a ser um sucesso pol=EDtico, a guerra fiscal foi um desastre econ=F4mico= . Foi um enorme esquema de redistribui=E7=E3o do contribuinte brasileiro pa= ra as empresas multinacionais e para as grandes empresas dom=E9sticas (com = as =FAltimas sendo atra=EDdas a se mudarem da Grande S=E3o Paulo para o int= erior do Estado e para Minas Gerais; e dos estados do Sul para o Nordeste).= Seu efeito sobre a situa=E7=E3o financeira dos estados foi desastroso. N= =E3o =E9 dif=EDcil admitir que parte dos problemas financeiros que est=E3o = sendo enfrentados pelos estados ocorrem devido =E0 ren=FAncia fiscal. O que= faz as coisas ainda piores, =E9 que, obviamente, as empresas locais n=E3o = est=E3o satisfeitas com a enorme quantidade de dinheiro que foi jogada nas = m=E3os dos investidores estrangeiros. Elas pedem um tratamento eq=FCitativo= , e que efetivamente leve a uma situa=E7=E3o na qual a maior parte das empr= esas (ou seja, todas as empresas que pagaram impostos e que tiverem realiza= do investimentos) tenham que pagar menos impostos. As perdas para os cofres= estaduais, em 1999, foram recentemente estimadas em 9 bilh=F5es de reais.

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5. Mui= tas queixas, pouca a=E7=E3o coletiva

Provavelmente, qualquer pessoa que tenha estado fazendo um estudo a = respeito das empresas industriais brasileiras, tenha feito esta experi=EAnc= ia: T=E3o logo se come=E7a a perguntar a um propriet=E1rio de uma empresa, = sobre o desempenho do governo, ele recitar=E1 um intermin=E1vel ros=E1rio d= e lamenta=E7=F5es. Voc=EA perguntar=E1 o que ele fez para mudar as coisas e= ele: a) achar=E1 desculpas por n=E3o poder fazer nada a respeito; b) come= =E7ar=E1 uma nova s=E9rie de lam=FArias sobre as associa=E7=F5es empres=E1= riais, que nunca indagam a respeito de seus problemas e que tamb=E9m n=E3o = fazem nada para resolv=E9-los. Este =E9 um dos elementos importantes da ter= ceiriza=E7=E3o da culpa.

A falta de articula=E7=E3o pol=EDtica do setor privado =E9 uma das c= aracter=EDsticas mais not=E1veis da organiza=E7=E3o do Estado brasileiro. = =C9 claro que algumas associa=E7=F5es setoriais s=E3o bastante poderosas, c= omo a associa=E7=E3o das ind=FAstrias automobil=EDsticas. Entretanto, via d= e regra, as associa=E7=F5es empresariais s=E3o fracas. Isto se aplica a tod= os os n=EDveis =96 os sindicatos (aos quais =E9 obrigat=F3rio associar-se),= e as ACIs (Associa=E7=F5es de Ind=FAstria e Com=E9rcio, aonde a associa=E7= =E3o =E9 volunt=E1ria) em n=EDvel municipal, federa=E7=F5es de ind=FAstrias= e federa=E7=F5es=20

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das Associa=E7=F5es Comerciais e Industriais no n=EDvel estadual, e = a Confedera=E7=E3o Nacional das Ind=FAstrias, CNI, em n=EDvel do pa=EDs com= o um todo.

Como este fen=F4meno pode ser explicado? Gostaria de levantar tr=EAs= raz=F5es principais. Inicialmente, h=E1 a persist=EAncia de um sistema de = associa=E7=F5es empresariais e de sindicatos criado em 1943, com a Consolid= a=E7=E3o das Leis do Trabalho (CLT). Sendo um sistema tipicamente corporati= vo, organizado de cima para baixo, ele nunca foi pensado para levar a a=E7= =F5es coletivas, mas sim para permitir que o governo detivesse o controle s= obre o capital e sobre o trabalho. Com a associa=E7=E3o obrigat=F3ria e com= um mecanismo de financiamento quase tribut=E1rio, o imposto salarial, n=E3= o havia uma real press=E3o sobre as associa=E7=F5es empresariais, exigindo = qualquer desempenho. Oferecer servi=E7os a seus membros nunca fez parte da = agenda destas organiza=E7=F5es. Em termos de lobbying, era muito com= plicado chegar a uma unanimidade, pois, em qualquer quest=E3o, a opini=E3o = dos associados era muito diversificada.

Como o desemprego =E9 um problema cada vez mais premente, a maior tarefa= do Minist=E9rio da Produ=E7=E3o seria a de criar empregos, mediante a dina= miza=E7=E3o do setor privado


Em segundo lugar est=E1 a maneira como os pol=EDticos brasileiros costum= am trabalhar, movidos pelo clientelismo. Para muitas empresas, especialment= e as grandes, o acesso individual aos pol=EDticos e =E0s entidades governam= entais era bem mais promissor do que qualquer esfor=E7o para a organiza=E7= =E3o de a=E7=F5es coletivas eficientes. Isto criou um c=EDrculo vicioso: gr= andes empresas exerciam um papel dominante nas associa=E7=F5es empresariais= , mas, na verdade, elas n=E3o precisavam destas associa=E7=F5es, e por caus= a disto, as associa=E7=F5es dificilmente eram realmente eficientes. Isso aj= uda a explicar porque as Associa=E7=F5es Comerciais e Industriais, =E0s qua= is a associa=E7=E3o =E9 volunt=E1ria, n=E3o t=EAm um papel muito diferente = do que os sindicatos.

Em terceiro lugar, havia pouca necessidade de uma a=E7=E3o coletiva,= devido =E0 prolifera=E7=E3o de oportunidades de neg=F3cios. Um empres=E1ri= o razoavelmente din=E2mico e eficiente poderia (e realmente continua podend= o) enriquecer rapidamente, demonstrando assim que a constitui=E7=E3o de ass= ocia=E7=F5es empresariais, que normalmente leva algum tempo, parecia ser um= a perda de tempo.

Como mudar o fraco desempenho por parte das associa=E7=F5es empresar= iais ainda =E9 uma quest=E3o em aberto. Muitos acharam que novas associa=E7= =F5es preencheriam este v=E1cuo. Entidades como o IEDI, uma associa=E7=E3o = de cerca de 40 grandes empresas nacionais, ou o PNBE, pareciam ser candidat= os promissores. Hoje em dia, entretanto, especialistas comentam que o IEDI = =E9 composto por empresas que ainda sonham com o modelo da pol=EDtica indus= trial coreana dos anos 70, uma proposta que est=E1 fora da realidade das es= truturas pol=EDticas brasileiras. Um documento publicado pelo IEDI em outub= ro de 1998 n=E3o parecia nem de longe refletir o estado da arte das propost= as de como promover a competitividade industrial. E ningu=E9m mais ouviu fa= lar muito a respeito do PNBE, desde que seu presidente se tornou Secret=E1r= io da Ind=FAstria do Estado de S=E3o Paulo.

Desta forma, reformar as velhas associa=E7=F5es =96 sindicatos, Asso= cia=E7=F5es Comerciais e Industriais e Federa=E7=F5es das Ind=FAstrias, par= ece ser a op=E7=E3o mais promissora. A outrora poderosa FIESP parece estar = em queda livre, mas outras Federa=E7=F5es parecem estar preparando o caminh= o, como=20

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por exemplo a FIESC, Federa=E7=E3o das Ind=FAstrias de Santa Catarin= a, que recuperou uma institui=E7=E3o que j=E1 estava virtualmente falecida,= o Instituto Euvaldo Lodi, que se transformou em uma unidade que d=E1 m=FAl= tiplo apoio =E0s empresas. Tamb=E9m criou outras unidades de apoio aos neg= =F3cios, como um centro de informa=E7=F5es sobre com=E9rcio internacional. = Tamb=E9m em Santa Catarina foi encaminhada uma reestrutura=E7=E3o profunda = das Associa=E7=F5es Comerciais e Industriais, muitas das quais mais do que = dobraram o n=FAmero de s=F3cios no decorrer dos =FAltimos anos, expandindo = suas equipes consideravelmente, o que as transformou em entidades profissio= nalizadas de presta=E7=E3o de servi=E7os e de lobby.

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6. Min= ist=E9rio da Produ=E7=E3o: Gosplan * ou cocho de curral eleitor= al * *


    * [Gosplan: Na Uni=E3o Sovi=E9tica, a = organiza=E7=E3o oficial de planejamento, que desenvolvia projetos na =E1rea= da ind=FAstria, com=E9rcio, agricultura, educa=E7=E3o e sa=FAde p=FAblica.= [N.T.]]
    * *[O autor usa a express=E3o pork bar= rel , que se refere a emendas or=E7ament=E1rias, leis ou outras medidas pol= =EDticas, tendentes a destinar verbas para melhorias locais ou para os legi= sladores ficarem de bem com os seus eleitores.] ?

Depois de diversos anos evitando qualquer pol=EDtica industrial, era esp= erado que o segundo governo de Fernando Henrique Cardoso iria criar um novo= minist=E9rio, a saber, o Minist=E9rio da Produ=E7=E3o, uma entidade que su= pervisionaria o BNDES e outras ag=EAncias financiadoras. Como o desemprego = =E9 um problema cada vez mais premente, sua maior tarefa seria a de criar e= mpregos, mediante a dinamiza=E7=E3o do setor privado. No frigir dos ovos, a= cabou sendo chamado de Minist=E9rio do Desenvolvimento.

Por enquanto, o conceito que est=E1 realmente por tr=E1s desta propo= sta n=E3o passa de simples conjectura. O governo ainda n=E3o divulgou qualq= uer documenta=E7=E3o estrat=E9gica, e parece que n=E3o est=E1 em andamento = nenhuma discuss=E3o conceitual. =C9 prov=E1vel que o novo minist=E9rio e su= as delegacias v=E3o fazer mais ou menos a mesma coisa que j=E1 era feita no= passado, ou seja, criar linhas exclusivas de cr=E9dito subsidiado para est= imular atividades ou setores industriais espec=EDficos.

Oportunamente, a proposta de criar o minist=E9rio suscitou uma acalo= rada discuss=E3o pol=EDtica. Pol=EDticos da lideran=E7a do PFL, o maior par= tido da coaliz=E3o governamental, declararam que eles resistiriam =E0 cria= =E7=E3o do minist=E9rio. A explica=E7=E3o para este comportamento =E9 f=E1c= il: eles achavam que o candidato mais prov=E1vel para esta pasta seria Jos= =E9 Serra, pol=EDtico do PSDB que =E9 um poss=EDvel candidato na corrida pa= ra a sucess=E3o de Fernando Henrique Cardoso. Eles tamb=E9m acreditavam que= , como ministro da produ=E7=E3o, Serra teria acesso a vultosas verbas, que = poderiam ajud=E1-lo a construir uma clientela que daria suporte a sua event= ual candidatura. Em outras palavra; os pol=EDticos do PFL n=E3o tinham d=FA= vidas de que o Minist=E9rio da Produ=E7=E3o seria um instrumento para carre= ar verbas para os respectivos currais eleitorais.

Isso ainda seria melhor que a outra op=E7=E3o, isto =E9, o Gospla= n. Admito que esta r=F3tulo =E9 um exagero, mas n=E3o est=E1 muito long= e da realidade. Mas, assim como o Gosplan (uma ag=EAncia central de = planejamento econ=F4mico) seria uma proposta desvairada, qualquer proposta = de retornar aos conceitos dos dias de gl=F3ria da constru=E7=E3o das ind=FA= strias automobil=EDsticas e da ind=FAstria petroqu=EDmica parece algo muito= afastado da realidade de nossos dias. O governo est=E1 bem mais enfraqueci= do do que costumava ser, tanto em termos de com-

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pet=EAncia t=E9cnica como com refer=EAncia =E0 disponibilidade de ve= rbas, e o setor privado est=E1 bem mais forte e provavelmente conseguir=E1 = resistir a qualquer tipo de interven=E7=E3o governamental mais pormenorizad= a.

Ser=E1 que faz algum sentido criar um minist=E9rio destes? Provavelm= ente n=E3o. O governo federal ter=E1 que aceitar que os dias de uma pol=EDt= ica industrial do velho estilo s=E3o =E1guas passadas. Ele tem poucos recur= sos, tanto em termos financeiros como de capacidade de planejamento. A econ= omia =E9 hoje em dia complexa demais para permitir uma abordagem centraliza= da. Mais do que isto, =E9 necess=E1rio que ele reconhe=E7a o fato de que o = setor privado tem a impress=E3o de que o governo =E9 o problema, n=E3o a so= lu=E7=E3o. A=E7=F5es governamentais para estimular o setor privado t=EAm po= uca credibilidade num contexto no qual o governo est=E1 criando todo tipo d= e obst=E1culos para o setor privado. Portanto, ser=E1 que o governo central= deve continuar sua pol=EDtica de n=E3o-interven=E7=E3o? Certamente n=E3o. = Mas, ao inv=E9s de criar um minist=E9rio da produ=E7=E3o, deveria adotar um= curso diferente, encorajando e dando suporte para atividades descentraliza= das, a fim de criar vantagens de localiza=E7=E3o.

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7. Mai= s a respeito de terceiriza=E7=E3o de responsabilidades, ou por que o govern= o local deve se preocupar com o desenvolvimento econ=F4mico

Em 1996, quando realizamos um projeto de pesquisa a respeito da comp= etitividade de grupos clusters industriais=20 [ Fn.4: Um "cluster" =E9 um p=F3lo industrial formado = por empresas do mesmo ramo (por exemplo cal=E7ados femininos, roupa de cama= , mesa e banho, ou cer=E2mica branca) junto com fornecedores de insumos, fa= bricantes de bens-de-capital e prestadores de servi=E7os especializados. O = fen=F4meno de cluster comecou a chamar aten=E7=E3o desde a decada 80 em fun= =E7=E3o do alto dinamismo e desempenho exportador dos chamados "distritos i= ndustriais", formados por conjuntos de pequenas e m=E9dias empresas, na It= =E1lia. ] em Santa Catarina, n=E3o encontramos uma s=F3 adminis= tra=E7=E3o municipal que estivesse preocupada em desenvolver um esfor=E7o s= istem=E1tico para fortalecer as ind=FAstrias locais. Algumas delas tinham e= strat=E9gias de desenvolvimento econ=F4mico; entretanto, elas estavam princ= ipalmente preocupadas em atrair novas empresas, de prefer=EAncia, montadora= s de autom=F3veis. O governo do estado n=E3o fazia melhor figura. Quando pe= rgunt=E1vamos a respeito das raz=F5es para este postura, a resposta t=EDpic= a era: isso est=E1 fora de nossa compet=EAncia. A pol=EDtica industrial =E9= uma tarefa que cabe principalmente ao governo federal; n=F3s temos outras = tarefas urgentes a serem resolvidas. Era, em outras palavras, um outro caso= de terceiriza=E7=E3o de responsabilidades.

Por tr=E1s desta no=E7=E3o h=E1 um padr=E3o tradicional da pol=EDtic= a brasileira, a expectativa de que, em caso de d=FAvida, o governo federal = acabar=E1 cuidando de qualquer problema que possa surgir. Se por acaso o go= verno federal n=E3o agir assim por livre e espont=E2nea vontade, as autorid= ades locais v=E3o formar uma comitiva e ir at=E9 Bras=EDlia para fazer l= obby em prol de uma a=E7=E3o do governo central. Especialmente no que s= e refere ao desenvolvimento econ=F4mico, o governo central sempre se destac= ou como sendo o ator de maior import=E2ncia. Por causa disto, n=E3o =E9 de = se espantar que os atores locais n=E3o achem que a quest=E3o seja de sua re= sponsabilidade, tamb=E9m porque eles, na maior parte das vezes, n=E3o t=EAm= a menor id=E9ia do que fazer.

Recentemente, esta postura come=E7ou a mudar. Com a produtividade cr= escendo muito mais rapidamente que o PIB, mais trabalhadores foram demitido= s. No Brasil, o desemprego est=E1 se transformando num problema s=E9rio, e = esta quest=E3o =E9 sentida=20

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com mais prem=EAncia em n=EDvel local. Esta =E9 a raz=E3o porque os = governos locais est=E3o se ocupando cada vez mais das quest=F5es do desenvo= lvimento econ=F4mico e do emprego. Uma maneira t=EDpica para abordar esta q= uest=E3o, foi a cria=E7=E3o de f=F3runs para reunir diversas partes envolvi= das na quest=E3o; algumas vezes em n=EDvel municipal, outras em n=EDvel reg= ional. Um dos exemplos =E9 a "C=E2mara do ABC", na regi=E3o industrial do m= esmo nome, ao sul de S=E3o Paulo (sete administra=E7=F5es municipais, assoc= ia=E7=F5es comerciais e sindicatos), ou as diversas mesas-redondas as ativi= dades de cada um deles.=20

Para competir com fabricantes do sudeste asi=E1tico a estrat=E9gia tem q= ue a Indon=E9sia e mais barato que a Dinamarca


Para al=E9m disto, o objetivo =E9 definir conjuntamente estrat=E9gias e = atividades concretas para a cria=E7=E3o de empregos. Os dois exemplos segui= ntes mostram porque isto faz muito sentido:



7.1 C= aso I: Por que agir localmente: O exemplo do conjunto de ind=FAstrias de m= =F3veis em S=E3o Bento do Sul

A primeira vista, o conjunto de ind=FAstrias de m=F3veis em S=E3o Be= nto do Sul, SC, parece ser um sucesso espetacular; parece at=E9 mesmo const= ituir um outro super-cluster de ind=FAstrias=20 [ Fn.5: Schmitz (1995) chamou o grupo das ind=FAstrias= cal=E7adistas no Vale dos Sinos, RS de um =84super- conjunto cluster ".].<= /i>
Nos anos 90, as exporta=E7=F5es de S=E3o Bento cresceram esp= etacularmente. Elas mais do que dobraram em 1992 e 1993, continuando a cres= cer fortemente at=E9 1997. As exporta=E7=F5es de S=E3o Bento decuplicaram, = de cerca de 20 milh=F5es de d=F3lares em 1991, para cerca de 200 milh=F5es = em 1997, representando cerca de 50% de toda exporta=E7=E3o de m=F3veis no B= rasil.

Entretanto, o desempenho de S=E3o Bento tem sido mais o resultado de= um choque externo positivo, do que constru=EDdo em base a vantagens compet= itivas locais. Certamente a maior parte das cerca de 200 f=E1bricas de m=F3= veis de S=E3o Bento est=E3o absolutamente atualizadas em termos de maquin= =E1rio de produ=E7=E3o e aptas a atender a demanda dos consumidores europeu= s e americanos, em termos de pontualidade, qualidade e pre=E7os baixos. Ist= o, de per si, j=E1 =E9 um grande =EAxito. Nem por isso podemos esquecer que= este crescimento repentino nas exporta=E7=F5es se deu por causa de ocorr= =EAncias externas, como a tumultuada transi=E7=E3o no Europa Oriental, o tr= adicional fornecedor de m=F3veis de pinho para Europa Ocidental, especialme= nte para Alemanha. Quando as empresas da Europa Oriental deixaram de estar = dispon=EDveis, ou ao menos, n=E3o o estavam a pre=E7os competitivos, os com= erciantes europeus buscaram fornecedores em outros lugares, e um dos locais= encontrados foi S=E3o Bento.

Contudo, h=E1 uma s=E9rie de indica=E7=F5es no sentido de que este <= i>boom vai ser ef=EAmero. As f=E1bricas de S=E3o Bento est=E3o encarand= o cada vez mais problemas para continuarem sendo competitivas no velho cont= inente, depois da volta das empresas da Europa Oriental ao mercado. As empr= esas do leste europeu est=E3o mais pr=F3ximas aos compradores, e elas se be= neficiam com taxas de c=E2mbio vantajosas, numa ind=FAstria aonde a minora= =E7=E3o implac=E1vel dos pre=E7os =E9 a regra. As exporta=E7=F5es para Alem= anha diminu=EDram dramaticamente, e a situa=E7=E3o n=E3o =E9 muito melhor e= m outros mercados. Por algum tempo, o mercado norte-americano parecia ser u= ma alternativa, mas l=E1 as empresas de S=E3o Bento t=EAm de competir com f= abricantes do sudeste asi=E1tico, e depois das dram=E1ticas desvalo-

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riza=E7=F5es nessa parte do mundo, n=E3o h=E1 como competir com eles= em termos de pre=E7os. As exporta=E7=F5es come=E7aram a diminuir em 1998. = A =FAnica forma de permanecer no mercado =E9 oferecendo produtos que mais n= ingu=E9m consiga manufaturar, ao menos n=E3o com qualidade constante e a um= pre=E7o relativamente baixo. A estrat=E9gia tem que ser: melhor que a Indo= n=E9sia e mais barato que a Dinamarca.

Infelizmente, n=E3o =E9 f=E1cil para os fabricantes de S=E3o Bento p= ersistir nesta estrat=E9gia. H=E1 muitos obst=E1culos complicados. O mais i= mportante deles =E9 que os fabricantes n=E3o t=EAm a menor id=E9ia de quem = =E9 o seu consumidor final, e o que ele deseja. As empresas menores fazem a= sua exporta=E7=E3o atrav=E9s de tr=EAs agentes locais de exporta=E7=E3o, e= as maiores interagem tanto com agentes de exporta=E7=E3o como com tradi= ngs no exterior. Nem as empresas fabricantes de m=F3veis menores e nem = as m=E9dias t=EAm um profundo conhecimento a respeito de seu mercado final.= A maior parte delas nem costuma visitar feiras nos principais mercados.

O segundo dos problemas mais importantes =E9 a falta de empregados q= ualificados em todos os n=EDveis. Um grande n=FAmero de trabalhadores seque= r completou os oito anos da educa=E7=E3o b=E1sica e trabalhadores com trein= amento formal, altamente qualificados, t=E9cnicos e engenheiros, s=E3o extr= emamente raros. N=E3o existem desenhistas profissionais. Esta observa=E7=E3= o =E9 tanto mais surpreendente pois que, no meio dos anos 70, as empresas l= ocais criaram uma escola t=E9cnica para a ind=FAstria de m=F3veis, a qual, = nos anos 80, ficou amplamente conhecida como sendo um centro de excel=EAnci= a. Entretanto, no fim da d=E9cada de 80 e come=E7o da de 90, a escola entro= u em decl=EDnio, e apenas agora est=E1 num processo de reabilita=E7=E3o.

O que esta hist=F3ria diz com respeito a uma pol=EDtica de incentivo= =E0 competitividade? H=E1 poucas d=FAvidas a respeito de que as condi=E7= =F5es macroecon=F4micas n=E3o s=E3o favor=E1veis, e as empresas locais indi= cam que elas sofreram com a super-valoriza=E7=E3o da taxa cambial e com os = juros elevados. Entretanto, a taxa de c=E2mbio era ainda mais super-valoriz= ada h=E1 tr=EAs anos atr=E1s, quando o crescimento ainda era consider=E1vel= . Mesmo com uma taxa cambial realista e com taxas de juros internacionalmen= te competitivas, as empresas de S=E3o Bento v=E3o achar dif=EDcil competir = na Europa e nos EUA. O seu maior problema =E9 a falta de conhecimentos, e i= sso n=E3o est=E1 ligado com a taxa de c=E2mbio nem com a taxa de juros.

Quem, portanto, poder=E1 fazer o qu=EA para resolver esta falta de c= onhecimentos? O governo federal poderia tentar desenvolver um programa para= faz=EA-lo (e realmente, ele acabou de criar um programa para incrementar a= s exporta=E7=F5es de m=F3veis. Mas alocou verbas muito ex=EDguas para este = programa, que visa clusters com estruturas internas e defici=EAncias muito = diferentes). Por=E9m, mesmo que o governo central invista rios de dinheiro = nas empresas locais, isto dificilmente modificar=E1 a sua tradicional cultu= ra de neg=F3cios. O resultado seria mais ao contr=E1rio; a disponibilidade = de subs=EDdios poderia at=E9 mesmo frear ainda mais as mudan=E7as necess=E1= rias.

O que =E9 necess=E1rio =E9 uma mudan=E7a na cultura de neg=F3cios lo= cal. At=E9 agora, h=E1 uma feroz rivalidade, um comportamento predat=F3rio = em v=E1rias inst=E2ncias, e dificilmente qualquer tipo de coopera=E7=E3o, c= olabora=E7=E3o ou a=E7=E3o coletiva. Em outras palavras, S=E3o Bento =E9 um= t=EDpico exemplo de um cluster n=E3o cooperativo, que se beneficia de vant= agens passivas (como a disponibilidade de trabalhadores, fornecedo-

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res e sub-contratistas experientes e de agentes de exporta=E7=E3o), = mas dificilmente apresenta qualquer vantagem criada de forma ativa. O camin= ho para este conjunto de empresas seria inverter esta situa=E7=E3o, criando= uma cultura cooperativa de neg=F3cios, para construir uma efici=EAncia col= etiva. Em termos pr=E1ticos, isto significaria criar cursos locais em todos= os n=EDveis, para os empregados de diferentes empresas (em vez de realizar= apenas treinamentos internos), organizar viagens ao exterior para visitas = a clusters altamente competitivos e organizar visitas a feiras, com a final= idade de descobrir as inova=E7=F5es no setor; al=E9m de disseminar informa= =E7=F5es a respeito de novas tend=EAncias na demanda final.=20

Diferentemente de outros setores, entre as ind=FAstrias produtoras de ce= r=E2mica =E9 perfeitamente normal que um concorrente visite as f=E1bricas d= os competidores


Tais atividades poderiam contribuir para uma modifica=E7=E3o da mentalid= ade, criando as condi=E7=F5es para empreendimentos cooperativos mais ambici= osos, como compras em grupo, um cons=F3rcio exportador ou atividades conjun= tas para novos projetos. Agentes externos de mudan=E7a poder=E3o exercer o = papel de iniciadores do projeto, mas ele tem de partir essencialmente de um= esfor=E7o local, por que seria um projeto baseado na confian=E7a e no enga= jamento dos atores locais.



7.2 C= aso II: Como agir localmente: A ind=FAstria cer=E2mica em Crici=FAma=

O cluster da ind=FAstria ceramista, produtoras de ladrilhos, em Cric= i=FAma, SC, =E9 um exemplo positivo de a=E7=E3o local para a cria=E7=E3o co= letiva de uma vantagem competitiva. Entre os clusters industriais de Santa = Catarina, as ind=FAstrias ceramistas foram as primeiras a serem submetidas = a s=E9rias press=F5es. Isso inicialmente n=E3o se deveu =E0 abertura do mer= cado, mas sim ao fato de que, em 1989/1990, o pa=EDs estava =E0 beira de um= a hiperinfla=E7=E3o, e a economia estava estagnada devido aos esfor=E7os ma= croecon=F4micos de estabiliza=E7=E3o. Isso levou ao colapso do mercado de c= onstru=E7=E3o e, em conseq=FC=EAncia, decresceram as vendas das ind=FAstria= s ceramistas. Ao mesmo tempo, cresceu o =EDndice das taxas de juros reais, = penalizando aquelas empresas que, nos anos anteriores, exercitaram estrat= =E9gias de expans=E3o e moderniza=E7=E3o financiadas atrav=E9s de endividam= ento. Em 1991, a maior destas empresas entrou em concordata e algumas outra= s empresas estavam =E0 beira de um colapso financeiro. No fim das contas, t= odas elas acabaram sobrevivendo, gra=E7as a vigorosos ajustes financeiros.

Hoje em dia, as empresas de Crici=FAma s=E3o respons=E1veis por cerc= a de 30% de toda a produ=E7=E3o de ladrilhos cer=E2micos no Brasil e por 70= % das exporta=E7=F5es. Em termos de tecnologia produtiva, eles parecem esta= r pr=F3ximos dos competidores italianos e espanh=F3is de ponta, e introduzi= ram novas t=E9cnicas administrativas, de uma maneira mais abrangente do que= empresas de outros setores. As empresas est=E3o informalmente colaborando = entre si; as associa=E7=F5es comerciais t=EAm um papel muito importante e o= ramo todo tem participado ativamente na preserva=E7=E3o do meio ambiente.

As empresas t=EAm desenvolvido um grande esfor=E7o no treinamento em= todos os n=EDveis, entre outras raz=F5es, para criar a base para uma ampla= aplica=E7=E3o de t=E9cnicas de controle de qualidade, como controle estat= =EDstico de processos. Em 1997, todos os empregados de uma destas grandes e= mpresas completaram uma forma=E7=E3o escolar prim=E1ria, o que =E9 bastante= inusual dentre as empresas industriais brasileiras. Enquanto isso, em uma = empresa de m=E9dio=20

[page-= number of print ed.: 20 ]

porte, 98% de seus empregados tinham acabado a educa=E7=E3o secund= =E1ria e 39% de seus empregados haviam terminado ou estavam freq=FCentando = cursos superiores. A pr=E1tica mais comum =E9 organizar cursos internos de = educa=E7=E3o b=E1sica, a fim de completar o primeiro grau, cuja dura=E7=E3o= no Brasil =E9 de 8 anos, e apoiar os empregados para que completem externa= mente uma educa=E7=E3o secund=E1ria ou de terceiro grau, (o que muitas veze= s acontece depois das horas de trabalho ou durante os fins de semana). Entr= e outras coisas, as empresas organizam formas de transporte ou reduzem as h= oras de trabalho semanais.=20

H=E1 ao menos alguma =84informa=E7=E3o no ar" no cluster de ind=FAst= rias ceramistas. H=E1 uma substancial troca informal de informa=E7=F5es oco= rrendo entre os profissionais das ind=FAstrias produtoras de cer=E2mica. Di= ferentemente de outros setores, entre eles =E9 perfeitamente normal que um = concorrente visite as f=E1bricas dos competidores. Algumas destas empresas = levam a efeito com regularidade exerc=EDcios de benchmarking. H=E1 t= r=EAs fatores por tr=E1s disto. Primeiramente, os fornecedores de insumos e= vendedores de equipamentos estimulam as trocas entre as empresas. Por exem= plo, se um vendedor (tipicamente uma empresa italiana) tiver instalado um d= eterminado equipamento em uma das empresas, ele vai us=E1-lo como uma vitri= ne para outras empresas locais.

Em segundo lugar, os participantes locais compartilham a no=E7=E3o d= e que empresas locais devem permanecer unidas a fim de manter a sua posi=E7= =E3o em rela=E7=E3o aos competidores dom=E9sticos. Afora uma grande empresa= , que est=E1 instalada em outro lugar dentro de Santa Catarina, os empres= =E1rios de Crici=FAma indicam que seus principais competidores est=E3o agru= pados no estado de S=E3o Paulo, na cidade de Santa Gertrudes. Estas empresa= s, segundo eles, s=E3o principalmente empresas pequenas e m=E9dias, que mer= ecem o qualificativo da moda, lean, por serem muito =E1geis, o que c= ausa uma permanente press=E3o no desempenho do cluster de Crici=FAma.

Em terceiro lugar, os engenheiros destas empresas garantem que a sua= tecnologia produtiva est=E1 inteiramente estandardizada, de forma que h=E1= pouco perigo de se perderem segredos cruciais atrav=E9s da troca de inform= a=E7=F5es entre as empresas. Isto, tendo-se em vista o padr=E3o competitivo= , tem um importante papel para explicar a coopera=E7=E3o. As vantagens comp= etitivas est=E3o mais exatamente em um design original e na log=EDstica.

As pr=F3prias empresas admitem que neste ponto, a integra=E7=E3o ver= tical =E9 maior do que a dos distritos industriais italianos do mesmo ramo.= Entretanto, as empresas est=E3o trabalhando nisto. Elas come=E7aram a pers= uadir fornecedores de outros lugares dentro do pr=F3prio Brasil e do estran= geiro (It=E1lia, Espanha, EUA) a instalar f=E1bricas na regi=E3o de Crici= =FAma, e eles t=EAm tomado cuidado em n=E3o criar um monop=F3lio de fornece= dores, tentando atrair empresas que compitam entre si.

Na ind=FAstria ceramista, as associa=E7=F5es empresariais t=EAm um p= apel mais din=E2mico, e as empresas de Santa Catarina realmente mant=EAm um= contato muito pr=F3ximo com as suas organiza=E7=F5es.=20 [Fn.6: Isto n=E3o =E9 t=E3o evidente quando descobrimo= s que as ind=FAstrias de engenharia metal=FArgica e de eletro-mec=E2nica, i= nstaladas em Santa Catarina, dificilmente t=EAm qualquer rela=E7=E3o com as= socia=E7=F5es do ramo, apesar delas terem um papel de consider=E1vel import= =E2ncia em outras partes do pa=EDs, principalmente no Estado de S=E3o Paulo= .]
Inicialmente, h=E1 o sindicato local das ind=FAstrias c= eramistas, que esteve exercendo um papel crucial, estimulando o interc=E2mb= io entre as empresas. Ele tamb=E9m tem tido um papel ativo no lobby = em favor da constru=E7=E3o de uma liga=E7=E3o com o gasoduto que alimen-

[page-= number of print ed.: 21 ]

tar=E1 o Brasil com g=E1s natural vindo da Bol=EDvia. O uso de g=E1s= natural vai reduzir substancialmente os custos de energia dos produtores c= eramistas.

Em segundo lugar h=E1 a Anfacer, a Associa=E7=E3o Nacional de Fabric= antes de Cer=E2mica. A Anfacer tem exercido uma fun=E7=E3o importante para = estimular a troca tecnol=F3gica entre as empresas, entre outras coisas orga= nizando um congresso anual do ramo e mantendo um instituto separado, fundad= o em 1993, o Centro Brasileiro de Cer=E2mica, que atua no campo do treiname= nto, das pesquisas e da informa=E7=E3o aos consumidores.=20

Os presidentes das empresas l=EDderes invadiram o escrit=F3rio do presid= ente da FIESC e o do governador do estado, para pression=E1-los a assumir o= compromisso de apoiar e financiar o CTC


Contrariamente aos outros setores, as empresas de Santa Catarina s=E3o m= uito atuantes na Anfacer. Al=E9m do mais, a Anfacer teve uma papel importan= te na organiza=E7=E3o de uma alian=E7a das associa=E7=F5es comerciais, que = procuram influenciar o governo central para destinar mais verbas para os pr= ogramas de moradia, algo que pode estimular uma amplia=E7=E3o da demanda pe= los produtos da ind=FAstria de materiais de constru=E7=E3o.

As empresas locais e o sindicato tamb=E9m t=EAm um papel importante = na configura=E7=E3o do seu contexto mesoecon=F4mico. Eles formulam e implem= entam medidas para criar vantagens locais. Neste sentido, a regi=E3o de Cri= ci=FAma se saiu extraordinariamente bem, segundo os padr=F5es brasileiros:

  • H=E1 muito tempo, uma das duas maiores empresas criou a sua pr= =F3pria escola t=E9cnica e, em 1991, a abriu para estudantes provenientes d= as empresas concorrentes.

  • As empresas pressionaram as universidades locais a oferecer= em cursos de especializa=E7=E3o para t=E9cnicos em tecnologia cer=E2mica, e= pressionaram o Estado para que autorizasse este curso no prazo de um ano (= ou seja, bem mais curto do que o normal devido aos requerimentos burocr=E1t= icos).

  • Conjuntamente com a Federa=E7=E3o Estadual das Ind=FAstrias= (FIESC), em coopera=E7=E3o com a Universidade Federal de Santa Catarina (U= FSC) e com algum apoio financeiro estadual, as empresas formaram o Centro d= e Tecnologia Cer=E2mica (CTC), feito segundo o modelo de uma institui=E7=E3= o espanhola similar. Para fazer decolar este projeto audaz, foi necess=E1ri= o desde o come=E7o muita e =E1rdua negocia=E7=E3o por parte das empresas de= Crici=FAma, o que representou literalmente uma a=E7=E3o coletiva. Os presi= dentes das empresas l=EDderes embarcaram num jato particular para ir at=E9 = a capital do estado, Florian=F3polis, e invadiram inicialmente o escrit=F3r= io do presidente da FIESC, e depois o do governador do estado, para pressio= n=E1-los a assumir o compromisso de apoiar e financiar o CTC. Um importante= elemento de apoio foi a reloca=E7=E3o de um laborat=F3rio especializado da= Universidade Federal de Santa Catarina, inicialmente instalado em Florian= =F3polis, para o CTC.

A fim de explicar esta experi=EAncia, dois fatores parecem ser os mais i= mportantes. Inicialmente, a feroz rivalidade entre as empresas e a falta de= coopera=E7=E3o, levaram algumas delas =E0 beira da bancarrota. Em grande p= arte gra=E7as a empr=E9stimos concedidos pelos bancos de desenvolvimento, a= s duas maiores empresas se viram envolvidas em uma disputa para se tornar a= s maiores produtoras de ladrilhos dos anos 80, investindo em novas f=E1bric= as e assumindo o controle de empresas menores. Quando, depois de 1989/90, a= s vendas deca=EDram dramaticamente, ambas ficaram extremamente vulner=E1vei= s. As empresas de porte m=E9dio informavam que as duas maiores empresas n= =E3o estavam abertas para co-

[page-= number of print ed.: 22 ]

opera=E7=E3o no passado. Al=E9m do mais, as m=E9dias empresas procur= avam manter um certo distanciamento das duas maiores, porque temiam que as = grandes tamb=E9m assumissem o controle sobre elas. Tudo isto mudou depois d= a crise no final dos anos 80 e come=E7o dos anos 90. Movidos pela necessida= de (o seja, a necessidade de consolida=E7=E3o), por causa da interven=E7=E3= o dos credores (que for=E7aram uma fam=EDlia a se retirar do controle de um= a das grandes empresas), e por causa da negocia=E7=E3o intermediada por dua= s pessoas, o presidente do sindicatos e o da C=E2mara de Com=E9rcio = e Ind=FAstria local=20 [ Fn.7: O presidente do sindicato =E9 o propriet=E1rio= de uma das empresas de m=E9dio porte. O presidente da C=E2mara de Ind=FAst= rias vem de uma ind=FAstria metal=FArgica.] , que juntaram as grandes empre= sas em torno de uma mesa, para dirimir as suas disputas.

Em segundo lugar, nos anos 80, este ramo encontrou nos distritos ind= ustriais italianos, uma sistema que acabou lhes servindo como modelo. As em= presas locais come=E7aram a desenvolver uma rela=E7=E3o direta com as empre= sas italianas, particularmente com os fornecedores de equipamentos e os fab= ricantes de insumos, mas tamb=E9m com seus competidores italianos. Represen= tantes e t=E9cnicos de fabricantes e fornecedores italianos de equipamentos= visitam freq=FCentemente a regi=E3o, e eles se comportam da forma =E0 qual= est=E3o habituados, ou seja, baseados na no=E7=E3o de que empresas, mesmo = competidoras, cooperam entre si. Al=E9m do mais, gerentes e empregados das = empresas locais v=E3o freq=FCentemente =E0 It=E1lia, a fim de terem uma no= =E7=E3o sobre as semelhan=E7as existentes com os distritos industriais ital= ianos.

= 3D"Previous = 3D"Next



8. Con= figurando as vantagens locais: =C9 necess=E1rio um acordo feito entre os go= vernos federal, estadual e municipal.

Apesar de que, hoje em dia, estas formas de abordagem local n=E3o po= ssam, nem de longe, apresentar hist=F3rias de grande sucesso (at=E9 mesmo a= s empresas de Crici=FAma n=E3o est=E3o em uma situa=E7=E3o de dar inveja, j= =E1 que est=E3o constantemente =E0 beira de dificuldades financeiras, pois = que a produ=E7=E3o de ladrilhos de cer=E2mica exige um intenso investimento= de capital, as taxas de juros est=E3o elevadas e o mercado da constru=E7= =E3o apresenta grandes flutua=E7=F5es), h=E1 diversas raz=F5es que fazem es= ta forma de atua=E7=E3o empresarial parecer promissora:

  • N=E3o apenas os problemas, mas tamb=E9m o conhecimento sobre os = sistemas produtivos e suas defici=EAncias, s=E3o extremamente localizados. = Por exemplo, no caso da ind=FAstria de m=F3veis, os problemas, os desafios = e as oportunidades diferem muito entre os diferentes e maiores clusters (Be= nto Gon=E7alves/RS, S=E3o Bento do Sul/SC, Ub=E1/MG). =C9 dif=EDcil, portan= to, imaginar que programas de um tipo s=F3, como o lan=E7ado pelo governo f= ederal no final de 1998 para a promo=E7=E3o de exporta=E7=F5es, no qual n= =E3o se diferencia entre os diferentes ramos da ind=FAstria, possam ser bem= sucedidos. =C9 bem mais f=E1cil definir em n=EDvel local uma estrat=E9gia = concreta para melhorar a competitividade de um grupo determinado, do que na= capital do estado ou no Distrito Federal, onde os atores t=EAm que confiar= em informa=E7=F5es de terceira m=E3o.

  • Um exerc=EDcio de formula=E7=E3o estrat=E9gica em n=EDvel l= ocal pode envolver mais facilmente o grupo alvo, melhorando desta forma a q= ualidade da defini=E7=E3o do problema e a determina=E7=E3o das provid=EAnci= as e medidas de implementa=E7=E3o que dever=E3o ser tomadas.

  • Outros pa=EDses t=EAm adotado pol=EDticas locais de promo= =E7=E3o econ=F4mica h=E1 j=E1 bastante tempo, freq=FCentemente com resultad= os satisfat=F3rios.

[page-numb= er of print ed.: 23 ]

Defender a promo=E7=E3o econ=F4mica local n=E3o significa exigir ina= tividade por parte dos governos federal e estaduais. Ao contr=E1rio, o que = =E9 necess=E1rio hoje em dia =E9 um acordo entre a uni=E3o, o estado e o mu= nic=EDpio, que defina a divis=E3o de tarefas entre os tr=EAs n=EDveis no ca= mpo da promo=E7=E3o econ=F4mica, da pol=EDtica de competitividade e da pol= =EDtica industrial. A Tabela 1 d=E1 uma id=E9ia de como isto se delinearia = sob a perspectiva do conceito de competitividade sist=E9mica.(Esser et al. = 1996a, 1996b)


Tabela 1: Elementos de Competitividade - N=EDveis de An=E1lise e n=ED= veis de agrega=E7=E3o sob a perspectiva do conceito sist=E9mico de c= ompetitividade.


Nacional

Regional

Local

Meta

Integra=E7=E3o nacional.

Capacidade estrat=E9gica dos atores nacionais.

Estrutura econ=F4mica competitiva.

Identidade regional.

Capacidade estrat=E9gica dos atores regionais.

Identidade local.

Capacidade estrat=E9gica dos atores locais.

Ambiente criativo ("creative milieu").

Macro

Estrutura macro est=E1vel e favor=E1vel atividade empresarial.

Pol=EDtica liberal de com=E9rcio.

Pol=EDtica de competi=E7=E3o.

Pol=EDtica ambiental gen=E9rica.

Pol=EDtica fiscal coerente.

Capacidade de investimento.

Pol=EDtica fiscal coerente.

Capacidade de investimento.

Meio ambiente atraente, qualidade de vida.

Meso

Controle de subs=EDdios.

Pol=EDtica de tecnologia.

Pol=EDtica educacional.

Pol=EDtica regional relacionada com o desempenho.

Pol=EDtica industrial.

Pol=EDtica espec=EDfica para importa=E7=F5es.

Promo=E7=E3o de exporta=E7=F5es.

Pol=EDtica ambiental espec=EDfica para o setor.

Promo=E7=E3o econ=F4mica regional.

Centros de demonstra=E7=E3o de tecnologias.

Institui=E7=F5es de pesquisa e desenvolvimento.

Institui=E7=F5es educacionais e de treinamento.

Institui=E7=F5es financeiras.

Troca interregional de experi=EAncias e informa=E7=F5es.

Promo=E7=E3o econ=F4mica local.

Institui=E7=F5es educacionais e de treinamento.

Centro de tecnologia.

Incubadoras.=20

ACIs eficientes.

Micro

Empresas m=E9dias e grandes.

Redes dispersas.

Relacionamento com fornecedores.

Alian=E7as nacionais.

Agrupamentos de PMEs.

Relacionamento com fornecedores.

Agrupamentos de PMEs.

Distritos industriais.





8.1 A= tividades locais para a cria=E7=E3o de vantagens de localiza=E7=E3o<= br>

Quando se trata de iniciativas locais para melhorar a competitividad= e, o termo chave s=E3o as vantagens devidas =E0 localiza=E7=E3o ("vantagens= locacionais"). Criar uma vantagem a partir da localiza=E7=E3o =E9 algo sim= ilar ao que Michael Porter chamaria de fatores avan=E7ados e especializados= . Tem como objetivo criar fatores que diferenciem uma localiza=E7=E3o de ou= tros lugares - fatores que n=E3o poder=E3o ser facilmente copiados em outro= s lugares e que acabar=E3o por ser a base para um crescimento sustentado do= lugar.

A Tabela 1 d=E1 uma vis=E3o de como tais fatores poder=E3o vir a ser= . No n=EDvel micro, n=E3o h=E1 apenas a quest=E3o da competitividade entre = empresas, mas tamb=E9m a quest=E3o da efici=EAncia coletiva, que acaba send= o uma vantagem competitiva criada atrav=E9s de uma densa intera=E7=E3o (coo= pera=E7=E3o e colabora=E7=E3o formal e informal) entre as empresas. Ao mesm= o tempo, Michael Porter est=E1 certo em indicar que esta rivalidade local = =E9 um elemento chave para a cria=E7=E3o de competitividade. Os atores, esp= ecialmente os propriet=E1rios dos neg=F3cios, freq=FCentemente acham muito = dif=EDcil entender que competi=E7=E3o e coopera=E7=E3o ("coopeti=E7=E3o") p= ossam coexistir. E =E9 desta maneira que, em n=EDvel local, especialmente d= entro do contexto dos clusters,=20

[page-= number of print ed.: 24 ]

existem ambas as coisas, tanto a maior amplid=E3o quanto os maiores = obst=E1culos para uma coopera=E7=E3o entre as empresas no sentido do desenv= olvimento de vantagens competitivas.

Em n=EDvel meso, os atores protagonistas s=E3o as institui=E7=F5es l= ocais, tanto as respons=E1veis pela forma=E7=E3o e pelo treinamento (inclui= ndo as escolas do SENAI e as universidades locais), como as associa=E7=F5es= empresariais (sindicatos e Associa=E7=F5es Comerciais e Industriais). Os g= overnos locais costumam deparar-se com dificuldades financeiras, de forma q= ue seria ilus=F3rio esperar contribui=E7=F5es financeiras de vulto vindas d= os cofres municipais. Al=E9m do mais, instrumentos tais como a pol=EDtica d= e compras pelo poder p=FAblico s=E3o irrealistas num contexto em que os gov= ernos costumam atrasar os pagamentos de suas contas, de modo que as empresa= s preferem fazer neg=F3cios com outros clientes. N=E3o obstante, as adminis= tra=E7=F5es municipais podem chegar a exercer uma fun=E7=E3o crucial no que= se refere =E0s vantagens de localiza=E7=E3o, por exemplo, ao facilitar o a= cesso das empresas ao =E2mbito das autoridades governamentais, por exemplo,= criando ag=EAncias de atendimento =FAnico, ou seja, escrit=F3rios que info= rmem e orientem as empresas a respeito de requerimentos administrativos, ou= que trabalhem como =FAnico intermedi=E1rio entre as empresas e diversas in= stitui=E7=F5es da administra=E7=E3o local. O governo local tamb=E9m pode ag= ir como facilitador e moderador num exerc=EDcio conjunto de formula=E7=E3o = de estrat=E9gias. Entretanto, esta fun=E7=E3o tamb=E9m pode ser exercida pe= las Associa=E7=F5es Comerciais e Industriais. A tabela 2 apresenta algumas = poucas sugest=F5es com respeito a poss=EDveis instrumentos.

Tendo em vista os movimentos adotados para que haja uma estrat=E9gia= que leve a um desenvolvimento econ=F4mico local, o primeiro desafio =E9 fa= zer com que os diferentes atores e institui=E7=F5es se conhe=E7am uns aos o= utros, algo que mesmo em munic=EDpios pequenos n=E3o s=F3i acontecer. Conhe= cendo um ao outro, tanto haver=E1 mais possibilidades de especializa=E7=E3o= e coopera=E7=E3o como se criar=E1 uma rivalidade saud=E1vel entre institui= =E7=F5es de apoio. Concentrar os servi=E7os de ajuda =E0 ind=FAstria em ape= nas uma institui=E7=E3o, apenas leva ao monop=F3lio, com as suas insufici= =EAncias habituais.

O segundo desafio =E9 estimular a articula=E7=E3o entre os diferente= s atores, por exemplo, entre as escolas t=E9cnicas e as empresas, ou entre = as universidades locais e as empresas, ou ainda entre diferentes associa=E7= =F5es comerciais. O resultado poder=E1 levar =E0 oferta, por parte de insti= tui=E7=F5es de n=EDvel meso, de programas feitos sob medida, que est=E3o me= lhor adaptados =E0s demandas locais. A falta de uma vis=E3o mais centrada n= o cliente e de comunica=E7=E3o com os clientes retratava a maneira como ant= igamente eram administradas as institui=E7=F5es brasileiras de n=EDvel meso= .

terceiro desafio =E9 conseguir reunir os atores princi= pais a fim de desenvolver conjuntamente uma estrat=E9gia =96 com uma= clara defini=E7=E3o das medidas concretas e das responsabilidades para sua= implementa=E7=E3o e para o seu monitoramento e avalia=E7=E3o. A seq=FC=EAn= cia t=EDpica em tais atividades =E9: Identifica=E7=E3o do problema=20 Defini=E7= =E3o do problema =20 Defini=E7= =E3o das medidas concretas=20 Implement= a=E7=E3o =20 Monitoram= ento e avalia=E7=E3o =20 Identifi= ca=E7=E3o de mais problemas.=20 Em outras palavras, =E9 um processo interativo, n=E3o um esfor=E7o isolado.= Parece =F3bvio que a quest=E3o fundamental =E9 uma identifica=E7=E3o adequ= ada de qual =E9 o problema. Esta =E9 um ponto que costuma ser fraco no Bras= il. Seja quem for que achar que tenha identificado um problema e passar a= =20

[page-= number of print ed.: 25 ]

promover o seu ponto de vista, pode iniciar um processo de defini=E7= =E3o de problemas e de medidas concretas, mesmo que a identifica=E7=E3o des= te problema acabe sendo algo muito subjetivo, preconcebido e inadequado. O = que est=E1 faltando =E9 um processo sist=E9mico e uma estrutura adequada pa= ra identifica=E7=E3o de problemas. Esta =E9 a raz=E3o pela qual a reuni=E3o= dos atores relevantes =E9 uma quest=E3o t=E3o importante.

A possibilidade ou impossibilidade da fase anteriormente mencionada = =E9 um elemento importante no n=EDvel meta. A falta de articula=E7=E3o pol= =EDtica, a m=E1 vontade ou a falta de habilidade dos atores pol=EDticos loc= ais em trabalhar conjuntamente para resolver problemas, a escassez de organ= iza=E7=E3o do setor privado e a exist=EAncia de uma cultura empresarial ao= nde falta um esp=EDrito de associa=E7=E3o e coopera=E7=E3o, s=E3o obst=E1cu= los importantes para qualquer esfor=E7o de criar vantagens locais. Sob tais= condi=E7=F5es, atividades isoladas em n=EDvel meso, ou propostas de cooper= a=E7=E3o em n=EDvel mi-

Tabela 2: Configurando vantagens competitivas. As contribui=E7=F5= es dos diferentes atores.

Quem

O qu=EA

Como

Governo municipal

Encorajar relacionamento entre as= empresas

Envolver grupos de PMEs e suas as= socia=E7=F5es na formula=E7=E3o de estrat=E9gias de desenvolvimento local.<= /p>

Pol=EDtica de aquisi=E7=F5es p=FAblicas dirigidas para grupos ou asso= cia=E7=F5es de PMEs.

Associa=E7=F5es empresariais

<= /td>

Estimular a troca de informa=E7= =F5es entre as empresas

Estabelecer grupos setoriais e te= m=E1ticos de trabalho, coordenados e moderados por associa=E7=F5es profissi= onais.

Organizar semin=E1rios com palestrantes vindos de fora.

= Bolsa de subcontrata=E7=F5es.

Institui=E7=F5es de pesquisa, uni= versidades, institui=E7=F5es de treinamento.

Prestar apoio direto =E0s PMEs em= educa=E7=E3o e tecnologia.

Cursos de treinamento sob medida = para grupos de PMEs.

Dissemina=E7=E3o de informa=E7=F5es tecnol=F3gic= as.

M=E9dias e grandes empresas.=

Desenvolvimento de fornecedores.<= /p>

Assist=EAncia individual aos forn= ecedores.

Cursos de treinamento para grupos de fornecedores.

Governo estadual

Encorajar o relacionamento entre = empresas

Pol=EDtica de aquisi=E7=F5es p=FA= blicas dirigidas para grupos ou associa=E7=F5es de PMEs.

Apoio tecnol=F3gico direto =E0s P= MEs

Centros de demonstra=E7=E3o tecno= l=F3gica.

Servi=E7os de extens=E3o.

Apoio financeiro direto =E0s PMEs=

Garantias de cr=E9ditos para empr= esas com estrat=E9gias e projetos formulados no contexto de uma estrat=E9gi= a de desenvolvimento regional.

Subs=EDdios de iniciativas de cria=E7= =E3o de redes para cobertura de custos transacionais.

Governo federal

=

Encorajar o relacionamento entre = empresas

IVA (Imposto sobre o valor Agrega= do) em lugar de impostos cumulativos sobre as vendas.

Contexto legal = realista: licenciamento, trabalho, tributa=E7=E3o, seguran=E7a no trabalho,= meio ambiente (n=E3o incentivar a informalidade ou a semi-formalidade).

Procedimentos transparentes na administra=E7=E3o p=FAblica.

Proce= dimentos transparentes e eficientes no com=E9rcio exterior.

Apoio tecnol=F3gico direto =E0s P= MEs

Financiamento da descentraliza=E7= =E3o de atividades em base competitiva.

Apoio direto =E0s exporta=E7=F5es= das PMEs

Ag=EAncias de promo=E7=E3o de exp= orta=E7=F5es.

Financiamento e seguro de exporta=E7=F5es em termos int= ernacionalmente competitivos.

Apoio financeiro direto =E0s PMEs=

Financiamento da descentraliza=E7= =E3o de atividades com base competitiva


[page-numb= er of print ed.: 26 ]

cro, freq=FCentemente fracassar=E3o, refor=E7ando expectativas negat= ivas e agindo adversamente sobre as condi=E7=F5es do n=EDvel meta.

Pode n=E3o parecer =F3bvio por que o n=EDvel macro =E9 mencionado co= njuntamente com o n=EDvel local. Evidentemente, os governos locais n=E3o t= =EAm voz quando se trata das pol=EDticas monet=E1ria ou comercial. Entretan= to, eles t=EAm um potencial impressionante para complicar as coisas para o = setor privado, se adotarem uma pol=EDtica or=E7ament=E1ria irrespons=E1vel.= Por este motivo, o equil=EDbrio or=E7ament=E1rio e a manuten=E7=E3o da cap= acidade de investimento em campos como a educa=E7=E3o, sa=FAde e infra-estr= utura s=E3o fatores fundamentais de n=EDvel macro para que haja uma competi= tividade em n=EDvel local.=20



8.2 = =96 Atividades em n=EDvel estadual para configurar vantagens competitivas.<= /font>

A mensagem mais importante para os estados federados dirige-se ao n= =EDvel macro. : Ponha o or=E7amento em ordem, reabilite a capacidade de inv= estimento.=20

Algumas proposi=E7=F5es governamentais, como dobrar as exporta=E7=F5es n= o decorrer dos pr=F3ximos anos, parecem uma piada


Sem isso, as iniciativas dos governos estaduais para promover a competit= ividade carecer=E3o de credibilidade, n=E3o apenas porque um participante q= ue n=E3o for capaz de administrar seu pr=F3prio dom=EDnio n=E3o pode espera= r ser aceito como um parceiro competente ou provedor de servi=E7os para o s= etor privado, mas tamb=E9m no sentido de que as empresas sabem perfeitament= e bem que as atividades de financiamento do estado para as atividades meso = costumam ser t=E3o imprevis=EDveis, que =E9 melhor n=E3o contar com as inst= itui=E7=F5es governamentais.

Uma vez que haja uma tentativa concreta para equilibrar o or=E7ament= o, o governo estadual poder=E1 fazer uma s=E9rie de coisas para apoiar os e= sfor=E7os locais, a fim de criar uma vantagem competitiva. Em primeiro luga= r, e o mais importante, =E9 essencial que ele reforce as iniciativas locais= para criar vantagens de localiza=E7=E3o =96 contribuindo financeiramente c= om a formula=E7=E3o de estrat=E9gias locais, oferecendo verbas, numa base c= ompetitiva, para as atividades das institui=E7=F5es locais de n=EDvel meso = (por exemplo, incubadoras), estimulando a troca de experi=EAncias entre dif= erentes regi=F5es. Em segundo lugar, =E9 importante que haja a cria=E7=E3o = de uma infra-estrutura institucional adequada, por exemplo em termos das in= stitui=E7=F5es de normas, padr=F5es, metrologia e qualidade industrial (NPM= Q), institui=E7=F5es de pesquisa descentralizadas e institui=E7=F5es de ens= ino superior, al=E9m de ag=EAncias de informa=E7=E3o sobre exporta=E7=E3o o= u fundos de capital de risco.

Apesar de tudo, o que o governo estadual pode chegar a fazer, e o qu= e ele realmente deveria fazer, s=E3o quest=F5es bem diferentes. A pol=EDtic= a brasileira tende a ser clientelista em todos os n=EDveis. N=E3o =E9 raro = que, ap=F3s uma mudan=E7a de governo, a nova administra=E7=E3o interrompa o= apoio que estava sendo dado pelo seu antecessor =E0 institui=E7=F5es de n= =EDvel meso. De fato, o governo federal enfrenta grandes dificuldades em co= nvencer os novos governadores de que eles t=EAm de honrar as d=EDvidas assu= midas por seus predecessores, provenientes de partidos diferentes. A princi= pal quest=E3o neste caso n=E3o =E9 : o que um governo estadual pode fazer?,= mas sim, como um governo estadual pode criar uma infra-estrutura sustent= =E1vel para dar retaguarda aos neg=F3cios?

Parte da resposta =E9 f=E1cil: as institui=E7=F5es importantes deste= setor, como o SEBRAE (assist=EAncia =E0s micro e pequenas empresas), o SEN= AI (treinamento profis-

[page-= number of print ed.: 27 ]

sional no setor industrial) e SENAC (treinamento profissional no set= or de servi=E7os), n=E3o est=E3o diretamente submetidas ao governo. Todas a= s tr=EAs institui=E7=F5es s=E3o financiadas atrav=E9s de tributos recolhido= s na folha de pagamento. O SENAI e o SENAC s=E3o administrados pelo setor p= rivado, e o SEBRAE goza de uma semi-autonomia, tendo a sua supervis=E3o fei= ta tanto por representantes do governo quanto do setor privado. Al=E9m diss= o, h=E1 as federa=E7=F5es das ind=FAstrias, algumas das quais come=E7aram a= oferecer servi=E7os importantes para seus membros e, se elas ainda n=E3o o= tiverem feito, seria uma boa id=E9ia encoraj=E1-las a faz=EA-lo. N=E3o h= =E1 porque um governo estadual n=E3o deva trabalhar conjuntamente com estas= institui=E7=F5es, ao menos enquanto elas mantiverem uma razo=E1vel grau de= autonomia.

Outra parte da resposta tamb=E9m =E9 f=E1cil. Muitas atividades impo= rtantes do n=EDvel meso podem ser organizadas como empreendimentos privados= , talvez com uma subven=E7=E3o governamental para a fase inicial. Isso incl= ui o treinamento em n=EDvel secund=E1rio e superior e a pesquisa e desenvol= vimento, al=E9m de atividades para a extens=E3o tecnol=F3gica, assim como a= tividades para a infra-estrutura, tais como os portos. At=E9 mesmo se aplic= am a certas partes do sistema NPMQ, especialmente os componentes M e Q =96 = na medida em que as empresas come=E7am a ser pressionadas a ter seus produt= os e processos certificados, tamb=E9m cresce a demanda por tais servi=E7os.= De fato, observei casos em que as empresas est=E3o fazendo lobby pe= sado em favor da cria=E7=E3o de tais institui=E7=F5es, e outros casos em qu= e tais institui=E7=F5es fazem um bom papel com financiamento governamental = reduzido (Meyer-Stamer 1998).

A =FAltima parte da resposta, entretanto, =E9 mais complicada. Parti= ndo do ponto de vista de que o governo estadual =E9 competente, n=E3o =E9 m= uito complicado identificar caminhos e instrumentos para organizar de modo = sustent=E1vel o apoio adequado ao setor econ=F4mico. Mas, e se ele n=E3o fo= r exatamente muito competente, ou se ele tender mais =E0 ado=E7=E3o de pr= =E1ticas pol=EDticas tradicionais, ou n=E3o se importar com desenvolvimento= econ=F4mico, ou herdar um estado financeiramente quebrado e, ainda, n=E3o = for bem sucedido em recuperar a capacidade de manobra financeira? Ao menos = uma destas caracter=EDsticas poder=E1 ser aplicada =E0 maior parte dos esta= dos. Sob tais condi=E7=F5es, a =FAnica sa=EDda =E9 que atores n=E3o governa= mentais se unam para formular uma estrat=E9gia e articular esta com o apoio= governamental, de forma que ela perturbe o quanto menos poss=EDvel, al=E9m= de fazer lobby junto ao governo para que ele d=EA apoio a projetos selecio= nados.



8.3 A= tividades em n=EDvel federal para incentivar a cria=E7=E3o da competitivida= de industrial

A agenda do governo federal para estimular a competitividade =E9 ext= remamente simples:

  1. Criar um ambiente macroecon=F4mico favor=E1vel aos neg=F3cios. = Admito que esta n=E3o =E9 uma proposta muito engenhosa. N=E3o por isso, dei= xa de ser essencial a no=E7=E3o de que uma administra=E7=E3o macroecon=F4mi= ca =E9 sempre a maior culpada, quando se tratar de explicar o desempenho in= satisfat=F3rio do setor privado. As taxas de juros s=E3o ridiculamente alta= s, e a tend=EAncia contr=E1ria =E0s PMEs =E9 um verdadeiro desastre.

  2. Determinar limites para os subs=EDdios a serem concedidos = =E0s empresas pelos estados e munic=EDpios e implementar um mecanismo de co= ntrole e de san=E7=F5es, por exemplo baseado no modelo da Uni=E3o=20

    [page-numb= er of print ed.: 28 ]

    Europ=E9ia. Isso ter=E1 v=E1rios efeitos positivos. Em primeiro luga= r, isto ir=E1 impedir os estados e munic=EDpios de entrar em bancarrota por= causa dos ultrajantes incentivos dados =E0s empresas. E seria uma contribu= i=E7=E3o importante para o esfor=E7o geral de reabilita=E7=E3o das finan=E7= as governamentais. Em segundo lugar, vai for=E7ar os estados e os munic=EDp= ios a desenvolver uma certa originalidade nas formas de competir por novos = investimentos, encorajando desta forma a realiza=E7=E3o de iniciativas inov= adoras.

  3. Aumentar os esfor=E7os para acabar com o custo Brasil<= b> e com as barreiras, tarif=E1rias ou n=E3o tarif=E1rias, =E0 e= xporta=E7=E3o. Algumas medidas propostas no plano de estabiliza=E7=E3o de o= utubro de 1998, como um aumento do COFINS e da taxa=E7=E3o sobre as transa= =E7=F5es financeiras (CPMF) fazem exatamente o oposto. Nestas condi=E7=F5es= , algumas proposi=E7=F5es governamentais, como por exemplo, dobrar as expor= ta=E7=F5es no decorrer dos pr=F3ximos anos, parecem uma piada.

  4. Parar de remendar as medidas pol=EDticas industriais de es= tilo tradicional, detalhista, intervencionista e discriminat=F3ria. Ao inv= =E9s disto, encorajar e apoiar esfor=E7os para a cria=E7=E3o de vantagens l= ocais e apoiar a competitividade, implementando atividades em n=EDvel estad= ual. Reformular a pol=EDtica regional de tal maneira que ela d=EA apoio a t= ais atividades, baseadas num sistema competitivo que encoraje bons desempen= hos (ao inv=E9s de fomentar o n=E3o desempenho, como ocorria no passado). I= ntroduzir uma linha clara de transfer=EAncias para regi=F5es com baixo dese= mpenho, ou seja, um tipo de apoio que fa=E7a parte da pol=EDtica social e n= =E3o da pol=EDtica industrial.

  5. Se juntarmos os dois pontos dantes mencionados, tornar-se-= =E1 vis=EDvel uma estrat=E9gia vi=E1vel para a promo=E7=E3o das exporta=E7= =F5es, a fim de reverter o d=E9ficit da balan=E7a comercial e, assim, elimi= nar o maior obst=E1culo para o crescimento. =C9 tarefa do governo federal r= emover os obst=E1culos para as exporta=E7=F5es, algo que possa desatrelar u= m novo dinamismo para elas, especialmente atrav=E9s do aumento da participa= =E7=E3o das PMEs no com=E9rcio exterior. =C9 tarefa do governo local e esta= dual formular, conjuntamente com as empresas locais, associa=E7=F5es empres= ariais, sindicatos e institui=E7=F5es de apoio de n=EDvel meso, medidas esp= ec=EDficas para incrementar a competitividade internacional.

  6. Manter, mas reformar o SEBRAE. No decorrer dos =FAltimos a= nos, houve muitas vozes pregando a interrup=E7=E3o das atividades do SEBRAE= , ou, ao menos, o fim do modelo em curso de financiamento compuls=F3rio. A = primeira proposta =E9 rid=EDcula: n=E3o =E9 =E0 toa que v=E1rios outros pa= =EDses latino-americanos olham para o modelo do SEBRAE quando eles criam ou= reformam o seu sistema de apoio =E0s PMEs. A segunda proposta tem algo de = plaus=EDvel. N=E3o pode haver d=FAvidas de que o sistema em curso tem algo = de bizarro: na maior parte, empresas de m=E9dio e de grande porte financiam= uma institui=E7=E3o que d=E1 apoio a micro e pequenas empresas, muitas das= quais acabam sendo competidores desleais de empresas de m=E9dio e grande p= orte (pois elas desfrutam de vantagens de custo que se baseiam parcialmente= na evas=E3o de impostos e de contribui=E7=F5es sociais). Uma forma alterna= tiva de financiar o SEBRAE faria sentido; entretanto, n=E3o h=E1 nenhuma po= ssibilidade em vista. A aloca=E7=E3o de verbas do or=E7amento governamental= =E9 algo em que n=E3o se pode confiar; por criar um outro tipo de vincula= =E7=E3o, n=E3o parece ser uma boa id=E9ia. Outras propostas (como a cria=E7= =E3o de um fundo de capitaliza=E7=E3o, por exemplo, baseado=20

    [page-numb= er of print ed.: 29 ]

    nas receitas da privatiza=E7=E3o ou no perd=E3o de d=EDvidas para co= m o Estado) s=E3o dif=EDceis de imaginar. Uma outra quest=E3o =E9 a gest=E3= o do sistema SEBRAE. Hoje em dia, um observador externo acharia dif=EDcil i= dentificar quem define as linhas de a=E7=E3o do SEBRAE, quem as monitora e = quem as avalia. A id=E9ia de tornar este sistema mais transparente e, concr= etamente, de que sejam introduzidos mecanismos que assegurem um monitoramen= to e uma avalia=E7=E3o cont=EDnuos, al=E9m de um feedback na formula= =E7=E3o dos programas, =E9 algo mais do que evidente.

Podem-se conceber outras propostas para uma a=E7=E3o do governo federal,= como iniciar exames de futuro para quest=F5es como a do desenvolvimento ba= seado no conhecimento, ou do desenvolvimento sustentado, e como implementar= isto em termos de pol=EDtica industrial. Tamb=E9m seria muito bonito se o = governo federal tivesse uma pol=EDtica s=E9ria para fomentar a inova=E7=E3o= tecnol=F3gica. Mas, repetindo uma das principais quest=F5es que foram leva= ntadas aqui, enquanto a compet=EAncia central do governo federal continuar = sendo a configura=E7=E3o de desvantagens competitivas, tais propostas conti= nuam estando fora da realidade. Antes de mais nada, o governo tem que esfor= =E7ar-se tenazmente em criar um contexto favor=E1vel aos neg=F3cios em gera= l. E =E9 essencial compreender que muitas das propostas explicadas aqui t= =EAm o m=E9rito de n=E3o apenas estimular diretamente a competitividade, ma= s tamb=E9m de contribuir para o objetivo principal da pol=EDtica macroecon= =F4mica: a cria=E7=E3o de uma base sustent=E1vel para a estabilidade macroe= con=F4mica.

3D"Previous



Biblio= grafia

[page-= number of print ed.: 30 =3D blank page ]

[page-= number of print ed.: 31 ]

Esser, Klaus, Hillebrand, Wolfgang, Messner Dirk e Meyer-Stamer, J= =F6rg, (1996a), Systemic Competitiveness: New Governance Patterns= for Industrial Development. London: Frank Cass.

Esser, Klaus, Wolfgang Hillebrand, Dirk Messner e J=F6rg Meyer-Stame= r (1996b), Competitividad sist=E9mica: nuevo desaf=EDo para las empresas y = la pol=EDtica, Revista de la CEPAL, No. 59, p=E1g. 39-52

Lima, Eriksom Teixeira, Carvalho Jr., M=E1rio Cordeiro de e Velasco,= Luciano Ot=E1vio Marques, (1998) Removendo Obst=E1culos =E0s Exporta=E7=F5= es Brasileiras. Revista do BNDES, N9, Junho.

Meyer-Stamer, J=F6rg, (1998), Structural Change in MSTQ: Experien= ce from Brazil. Berilo (m=EDmeo) (dispon=EDvel em <a href=3D"http://= www.cs.tu-berlin.de/~jms/1998/mnpqqbras.htm">)

Schmitz, Hubert, (1995), Small Shoemakers and Fordist Giants: Tale o= f a Supercluster. World Development, N=BA. 23, N 1, p=E1g. 9-28.

=20

=A9 Friedrich Ebert Stiftung | = technical support | net edition=20 fes-library | Juli 2000
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