DIGITAL ENTREPRENEURSHIP: GOALS AND PRACTICES IN STARTUPS BUSINESS MODELS
In order to serve markets with high complexity, technology, complexity and competitiveness, the Business Model Canvas-BMC tool emerged, which approaches the conceptual approach of the business model oriented towards innovation markets. However, although most startups use the BMC tool in its original way, 25% of Startups 'die' before the 1st year of life and half of them, in less than 04 years. In this context, this study contributes to strengthening startups by answering the question: What are the strategies and practices that startup entrepreneurs adopt when using BMC? This study evaluates the purpose of using the BMC, the gaps in the tool's execution; and finally, the practices adopted in the business models of startups to create value and generate a sustainable competitive advantage. The research methodology is characterized as descriptive, its operationalization occurred with the adoption of the mixed method. The research technique applied in the quantitative approach was the survey, which took place through forms, applied online. In phase 2, 12 startup entrepreneurs were interviewed. At the end of the study, BMC proved to be embedded in the entrepreneurial culture, as 73.53% of respondents who used or use BMC (98%) apply Canvas to describe the business model. This empirical analysis confirms the purpose of using the BMC in the business description and not as a model “creation, adjustment and management” tool. The study shows some inconsistencies in the BMC, which are: the non-adoption of metrics, the non-integration of market assessment to the creation and negotiation of the business model management. These shortcomings, in addition to reducing the BMC's response power, confirm the tool's limitations. Management practices related to sales channels, relationships and partnerships presented difficulties, which impact on the operation and attraction phases of startups.
Copyright (c) 2023 Soraya Cardoso Pongelupe Lopes, Humberto Elias Garcia Lopes, Otávio Morato de Andrade
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