Abstract
ABSTRACT Purpose: To evaluate the applicability, contributions, and adaptations required for a decision support model in the context of a business model's definition. The business model refers to 10 technological projects. Originality/gap/relevance/implications: The paper attempts to empirically validate the model proposed by Reis, Ladeira, and Fernandes (2015). In this regard, the paper facilitates the interpretation and application of concepts relevant to the business model's definition, thereby contributing to an estimation between theory and entrepreneurial practice. Key methodological aspects: The research is qualitative and adopts an action research methodology regarding 10 participating projects of the Incentive Program for Innovation held in the Universidade Federal de Ouro Preto, Minas Gerais. We conducted interviews with 38 professionals in order to understand the model's applicability in different contexts and to assess convergences and differences between each analyzed case. Summary of key results: The model's application proved to be relevant mainly for the early stages of business planning. The inclusion of the minimum viable product in the model helped with resource design and the development of a product with similar characteristics to market needs. It was suggested that the criteria used to assist the decision-making process were evaluated and selected by the team in accordance with the intended business strategy. Key considerations/conclusions: It is suggested that future research evaluates the inclusion of i) risk analysis and a contingency plan for the proposed business model and ii) the valuation of technology as an important step for projects that include the transfer of technology to established companies.
Highlights
Defining a business model (BM) that adapts to the commercial needs of technological projects, and that evaluates the different possibilities of market positioning, can be of great importance for the success of a product or service that is being developed
In case 7, it was identified that the analysis of market players can be a useful tool; it was difficult for project designers to recognize and identify the management tools for the business model
Given the importance of identifying collaborative models regarding the formation of knowledge, which helps in the definition of market positioning and value chain structuring, an intervention process was carried out during the Incentive Program (IIP)–Universidade Federal de Ouro Preto (UFOP)
Summary
Defining a business model (BM) that adapts to the commercial needs of technological projects, and that evaluates the different possibilities of market positioning, can be of great importance for the success of a product or service that is being developed. Teece (2010) stated that the essence of a BM is how a company adds value to customers, attracts customers who are willing to pay for that value, and converts payments into profits. Companies reconfigure their BMs to create new values for stakeholders (Deslee & Ammar, 2016; Sosna, Trevinyo-Rodriguez, & Velamuri, 2010). According to Reis, Ladeira, and Fernandes (2015), the BM choice of a given company is guided by the evaluation of market positioning and the definition of value chain structure, driven by the decision to make-or-buy as two simultaneous and integrated decisions
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
