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1 Fundação Getúlio Vargas Escola De Administração De 1 FUNDAÇÃO GETÚLIO VARGAS ESCOLA DE ADMINISTRAÇÃO DE EMPRESAS DE SÃO PAULO HENRIQUE DE CAMPOS JUNIOR MUITO ALÉM DA VOZ Panorama e desenvolvimento do negócio da indústria do entretenimento móvel no Brasil São Paulo 2007 2 HENRIQUE DE CAMPOS JUNIOR MUITO ALÉM DA VOZ Panorama e desenvolvimento do negócio da indústria do entretenimento móvel no Brasil Dissertação apresentada à Escola de Administração de Empresas de São Paulo da Fundação Getúlio Vargas, como requisito para obtenção do título de Mestre em Administração de Empresas. Campo de conhecimento: Gestão do Lazer e do Turismo Orientador: Profª Dra Isleide Arruda Fontenelle São Paulo 2007 3 Campos Junior, Henrique de. MUITO ALÉM DA VOZ - Panorama e desenvolvimento do negócio da indústria do entretenimento móvel no Brasil / Henrique de Campos Junior. - 2007. 270 f. Orientadora: Isleide Arruda Fontenelle. Dissertação (mestrado) - Escola de Administração de Empresas de São Paulo. 1. Telefonia celular. 2. Telefonia celular – Serviços ao cliente. 3. Entretenimento – Inovações tecnológicas. 4. Lazer – Inovações tecnológicas. 5. Cadeia de valor. I. Fontenelle, Isleide Arruda. II. Dissertação (mestrado) - Escola de Administração de Empresas de São Paulo. III. Título. CDU 654.165 4 HENRIQUE DE CAMPOS JUNIOR MUITO ALÉM DA VOZ Panorama e desenvolvimento do negócio da indústria do entretenimento móvel no Brasil Dissertação apresentada à Escola de Administração de Empresas de São Paulo da Fundação Getúlio Vargas, como requisito para obtenção do título de Mestre em Administração de Empresas. Campo de conhecimento: Gestão do Lazer e do Turismo Data de aprovação: ____/____/______ Banca examinadora: Profª Dra. Isleide Arruda Fontenelle (Orientador) FGV-EAESP Profª Dra.Tania Maria Vidigal Limeira FGV-EAESP Prof. Dr. Edson Crescitelli USP-FEA 5 O presente trabalho foi realizado com o apoio do Conselho Nacional de Desenvolvimento Científico e Tecnológico – CNPq - Brasil 6 DEDICATÓRIA Para meu avô, Pedro Lorandi. 7 AGRADECIMENTOS Nunca tinha pensado em quão injusto era dizer que escrever uma dissertação de Mestrado é uma atividade solitária. Certamente é um trabalho cuja responsabilidade é de apenas uma pessoa, entretanto, ele não poderia ter sido executado sem o apoio de muitas outras, que ao longo de todo o trabalho, contribuiram direta ou indiretamente, entre as quais não poderia deixar de agradecer: À minha orientadora Profa. Dra. Isleide Fontenelle, que dedicou muito de seu tempo (e paciência) para que (não apenas) o trabalho evoluisse, mas também eu evoluisse enquanto pesquisador. À Profa. Dra. Gisela Taschner por ter acreditado em meu potencial no momento da seleção para o Mestrado. À Fundação Getulio Vargas, à CAPES e ao CNPq pelo apoio financeiro e institucional para a realização desta dissertação. À Converge Eventos, em especial à Ana Julia Fernandes, pelo acesso ao conteúdo da 5ª. Tela Viva Móvel, o que auxiliou muito na execução desta pesquisa. Aos entrevistados, que me cederam um pouco de seu tempo: Antônio Curi; Gustavo Mansur; Juliana Barbiero; Ricardo Sangion; Roberta Zouain; Roberto Franco, e; Samuel Possebon. Aos meus amigos que me escreveram cartas de refências para o Mestrado: Vicente Lima, Michael Strachan e Sônia Garcia. Ao grande parceiro Rodrigo Maia que me incentivou e suportou durante estes dois anos. À Ana Paula Ferreira, Alex Garcia, Cristiano Cuba Duarte, Daniel Pitelli, Edson Barbero e Pedro Pereira que me ajudaram em tarefas de revisão e editoração. À minha família que tanto me apoiou durante este trabalho: minha mãe, meu pai, minha irmã, minhas avós, minhas tias, meu avô, minha futura sogra e meu futuro cunhado. Finalmente, à Eliana que dedicou dois anos de sua vida me acompanhando durante cada etapa do Mestrado (Te amo muito). 8 RESUMO Nesta dissertação é apresentado o atual estágio da Indústria de Entretenimento Móvel no Brasil, com base numa análise do setor de telefonia celular e da sua interação com a indústria do entretenimento. Para isso, discutem-se as principais características e dificuldades encontradas, por esses dois setores, na tentativa de implementação e gerenciamento de um modelo de negócios adequado à Indústria de Entretenimento Móvel. Realizou-se uma pesquisa exploratória, qualitativa, na qual foram efetuadas entrevistas com representantes da telefonia móvel e fornecedores de conteúdo de entretenimento no Brasil. Também foram analisados documentos secundários, tais como dados dos dois setores investigados disponíveis em websites e reportagens em revistas de negócios. Observou-se que, devido a uma relativa saturação do mercado de voz, o setor de telefonia celular, no Brasil, vem tentando ampliar suas receitas, direcionando-se para produtos da indústria do entretenimento. Essa junção vem resultando em um tipo novo de indústria. O avanço tecnológico foi determinante para essa interação através da evolução dos telefones celulares, que incorporaram novos recursos multimídia transformando-se numa nova mídia, com o surgimento do protocolo de Internet (TCP/IP). Com a tecnologia disponível, as duas indústrias começaram a ter interesses recíprocos: a indústria de telefonia móvel buscando oferecer novos serviços a seus usuários, visando o aumento do ARPU (Average Revenue per User); e a indústria de entretenimento buscando uma nova mídia para vender seus produtos, principalmente jogos, músicas e vídeos digitais. Entretanto, essas indústrias se posicionaram em bases diferentes, apesar de serem indústrias de serviços: a indústria de telefonia móvel, no Brasil, tem sua base na venda de mercadorias comoditizadas, tanto com minutos de voz quanto pela troca de dados; já a indústria do entretenimento tem o valor imaterial e intangível muito forte na composição do preço de troca de seus produtos. As diferentes formas de fazer negócios dessas duas indústrias têm gerado dificuldades na solidificação do que se convencionou chamar, no ambiente mercadológico, por “modelo de negócios”. 9 O desenvolvimento de modelos de negócios que responda às necessidades das duas indústrias é, segundo os entrevistados, o principal obstáculo para o aproveitamento do potencial da Indústria de Entretenimento Móvel. Essas diferenças constituem-se no principal argumento, deste autor para considerar a Indústria de Entretenimento Móvel separada de suas indústrias formadoras, criando uma “nova indústria”. PALAVRAS-CHAVE: entretenimento, móvel, telefone celular, modelos de negócios, redes de valor, economia do acesso. 10 ABSTRACT In this dissertation it’s presented the current stage of the Mobile Entertainment Industry in Brazil, based on an analysis of Mobile Phone Industry and its interaction with Entertainment Industry. Thereto, it’s discussed main characteristics and difficulties found, by these two industries, trying to implement and manage a feasible business model for MEI. It’s been carried out an exploratory qualitative research when Brazilian mobile phone and entertainment content providers representatives were interviewed. Secondary documents were also analyzed – as data for the two investigated industries available in websites and business magazines articles. It was observed that, due to relative voice market saturation, the Mobile Phone Industry, in Brazil, is trying to increase its revenue, focusing on Entertainment Industry products. This merge is resulting in a new type of industry. Technology development was crucial for this interaction with technology evolution of mobile phones, incorporating multimedia features, turning itself into a new media, with the emergence of the Internet Protocol (TCP/IP). With the available technology, the two industries began to show mutual interest: the Mobile Phone Industry searching for new services to its users, looking for ARPU (Average Revenue per User) enhancements; and Entertainment Industry in quest of a new media to sell its products, specially games, digital music and videos. However, these two industries has positioned themselves into different bases, despite of been service industries: Mobile Phone Industry in Brazil, has based its revenue in the merchandise of commodities, as voice minutes or data exchange; yet, the Entertainment Industry has immaterial and intangible value strongly influencing the price of their products. However, different ways of doing business of these two industries are causing difficulties in the solidification of what is uselly called, in the business environment, “business model”. The development of business models that respond to the needs of the two forming industries are, according to the interviews, the main obstacle for the full potential employment of the Mobile Entertainment Industry. These differences comprise the main argument, of this author, to consider Mobile Entertainment Industry separated from its constitutive industries, generating it a ‘new industry’. 11 KEY WORDS: entertainment, mobilel, cellphone, business models, value networks, access economy. 12 LISTA DE GRÁFICOS Gráfico 1 - Adoção de Equipamentos Eletrônicos nos Lares Americanos ................19 Gráfico 2 - Curva de Maturidade - Telefonia Celular .................................................43 Gráfico 3 – Matriz BCG - Telefonia Celular ...............................................................44 Gráfico 4 - Market Share das Operadoras de Telefonia Celular................................48 Gráfico 5 – Mercado de Jogos Móveis, Receita por região.....................................109 Gráfico 6 – Projeção da evolução de receita dos modelos de cobrança de jogos móveis.....................................................................................................................112
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