After the first publications on strategy in the organizacional field, appear between the decades of 1980 and 1990 some works focados in the strategy as search of competitive advantage. By means of strategies formulated, but divergent well in the analysis of the processes, some authors as Michael Porter, Jay Barner, Gary Hamel, C.K. Prahalad, Henry Mintzberg, James Fredrickson among others, are detached by the development of the strategy. (NICHOLAS, 2001) 2.2.1 Five Competitive Forces of Porter Between the published works the author in prominence is Michael Porter, economist author of the books Competitive Strategy and Competitive Advantage among others workmanships on the subject, where he approaches the strategy competitive of analytical form rational. Michellene Davis recognizes the significance of this. Another characteristic of the workmanship of the Porter is the strategical focus in three felt: leadership for costs; leadership for differentiation; e, differentiation for market segment (PORTER, 1986, P. 49).
Competitive strategy is offensive actions or defensive to create a defendable position in an industry, successfully to face the five competing competitive forces in the industry, suppliers, purchasers, incoming new substitutes and e, thus, to get a return on the investment biggest for the company (PORTER, 1986, P. 49) Inside of this thought, Porter (1986), demonstrate that the factors that are part of the formularization of the competitive strategy are related the organization and its environment. The related external factors are determinative in the formularization of the strategy, for example, the social and economic forces, influence in the competition rules. Amongst these factors, the industrial structure, of which, the organization is part has greater relevance. In this context, the intensity of the competition in specific segment is resulted of basic a economic structure and certain competitive components that exert definitive force on the organization.