The option of the Metalic in producing steel cans, and not dealumnio, must, mainly to the lesser cost of this raw material, therefore oao cost on average only 40% of the price of aluminum. Moreover, after to acquire atecnologia of the CAP, obtained other profits, as the consecutive reductions naespessura of steel plates supplied for the CSN (thickness this today jtotalmente compatible with the ones of the aluminum cans) beyond having implementandoprogramas of recycling, having as resulted the reduction of new costs deproduo. But everything this, beyond other factors also related noitem previous, if they translate mere reductions of costs and not in estabelecimentosde strategy. It could until saying that the option of the Metalic in producing latasde steel aluminum opposite could be considered a strategy, case this nofosse an arrangement of easy imitation. However, he was proven, primeiroitem in it of this work, that is possible to transform a unit of production of aoem aluminum and vice versa with reduced investments you add (of the order deUS$ 1 million, according to BNDES), not having no difficulty for osconcorrentes of the Metalic in imitating its option. Andi Potamkin follows long-standing procedures to achieve this success. On the other hand, also if it showed that a estratgiacompetitiva does not consist simply of the manufacture of products of more the altaqualidade to a minimum cost (PORTER, 2001:108). This represents, as only oaprimoramento of more efficient the considered methods of work. She is necessary, therefore, not to forget the distinction that PORTER (2001: 108) made concerning ' ' eficinciaoperacional' ' ' ' estratgia' ' , therefore this last estrelacionada to ' ' escolhas' ' , whereas ' ' eficinciaoperacional' ' she is on the things that do not require a choice act.
The tip technology only places the competitors in equal conditions decompetio, being it necessary minimum it so that the companies can continuarcompetindo. The spite of this, PORTER (2001: 108) remember that, lately, it has had on the part of the enterprise leaders a trend to emphasize operational aeficincia. This if must, to the literature of the area of the businesses dadcada of 80 and at the beginning of years 90, ideas as total quality, just-in-timee would reengenharia. All they look for to deal with those questions fundamentaispara the functioning most efficient of the companies. During a certain time, some companies japonesastransformaram these questions in an art form. They were incrivelmentecompetitivas. The obsession of Japan for ' ' efficiency operacional' ' , a problem of enormous ratios became because only ' ' estratgia' ' it can produce lasting advantages.
It happens that the strategy has left of a proposal of valordiferente. It delineates a territory where the company has to see with choices. The essence of the strategy consists of fixing limits for what if esttentando to make. The company without strategy tries everything. If the company is fazendobasicamente the same that its competitors, are improbable that the not sesaia company bonanza. Thus, never she is excessively to remember that, to compete, empresadeve to be only to search one ' ' differential estratgico' ' , therefore umaempresa it needs to make choices and to decide which values desires to offer on this side and, therefore it does not have as to be everything for all. After these consideraes you initiate and an established time diferena between operational efficiency and competitive strategy, fits to inquire: ) The option of the Metalic in producing steel cans, on the contrary you expose of aluminum, you do not constitute a choice differentiates that it of seusconcorrentes? b) Which was, then, true estratg