文章基本信息

标题：Modelos de negócio em startups: um estudo multicaso
本地全文：下载
作者：Fabio da Silva Piñeiro ; Janaina Mendes de Oliveira ; Anderson Cougo da Cruz 等
期刊名称：Revista de Administração da UFSM
印刷版ISSN：1983-4659
出版年度：2017
卷号：10
期号：5
页码：792-807
DOI：10.5902/1983465929161
语种：English
出版社：Universidade Federal de Santa Maria
摘要：O Business Model Canvas tornou-se um modelo de negócios muito utilizado na estrutura inicial das startups que visualizam a ferramenta como um solucionador de problemas. Com isso, surgem questões que acompanham o processo de implementação e execução do modelo estudado, as quais direcionam estrategicamente tais startups . O objetivo deste estudo foi verificar como as empresas utilizaram o modelo de negócios. Foram objetos da análise três startups localizadas na cidade de Pelotas, no estado do Rio Grande do Sul, escolhidas por apresentarem diferentes especificidades. Constatou-se que duas das três empresas estudadas usavam o modelo de forma estruturada. Entretanto a startup que conseguiu desenvolver-se de forma progressiva e sem interrupções foi justamente a startup que não utilizava o Business Model Canvas. Esta alcançou uma efetividade no mercado justamente utilizando referências inicias que não estão contempladas nos nove elementos da ferramenta. Finalmente, pode-se considerar que o sucesso de uma startup não está diretamente relacionado com a utilização da ferramenta.
其他摘要：The Business Model Canvas has become a business model heavily used in the initial design of startups that visualize a tool as a troubleshooter. With this, the issues that accompany the implementation process and the execution of the studied model, which strategically direct such startups. The purpose of this study was to verify how companies used and in what form the business model. Three startups were located in the city of Pelotas (RS, Brazil), selected because they exhibit different specificities. It was found that two of the three companies studied used the model in a structured way. However, a startup that achieved a progressive and non-disruptive development was just a startup that did not use Business Model Canvas. This response was published online with reference to initial references that are not contemplated. Finally, it can be considered that the success of the initialization is not directly available with the tool of the tool. The Business Model Canvas has become a business model heavily used in the initial design of startups that visualize a tool as a troubleshooter. With this, the issues that accompany the implementation process and the execution of the studied model, which strategically direct such startups. The purpose of this study was to verify how companies used and in what form the business model. Three startups were located in the city of Pelotas (RS, Brazil), selected because they exhibit different specificities. It was found that two of the three companies studied used the model in a structured way. However, a startup that achieved a progressive and non-disruptive development was just a startup that did not use Business Model Canvas. This response was published online with reference to initial references that are not contemplated. Finally, it can be considered that the success of the initialization is not directly available with the tool of the tool.