Business Model Canvas e as micro e pequenas empresas: uma an?lise ? luz da estrat?gia competitiva

• Autor(a) principal: Costa, Aline Pereira Neves da Costa
• Data de Publicação: 2017
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da UFRRJ
• Texto Completo: https://tede.ufrrj.br/jspui/handle/jspui/1951
• topic: Strategy; Business Model Canvas; Micro and small business; Estrat?gia; Business Model Canvas; Micro e pequena empresa; Administra??o

This dissertation aimed to analyze the association of the Business Model Canvas (BMC) methodology with the critical factors for the success of MSBs in Brazil in light of Porter's competitive strategy theory. The work is justified by the fact that there are factors in the management mechanisms that, oftentimes, when neglected, can cause an increase in the probability of small business mortality. These factors can be divided into three categories: environment, company and managers. These have intrinsic connections with strategic issues, because they relate to legacy forces to both the internal and external environment organizational environment. In the wake of the reasoning it was realized that as MSBs can be efficient in their day to day, but ineffective with regard to strategic decisions. This may be related to the fact that managers do not formalize the strategy of the company because they do not know and/or they don?t know how to use the strategic tools or believe that employing them will require a lot of time. Thus, it was understood as important to reflect on the implementation and operationalization of a management methodology (BMC), associated to an approach for the elaboration of competitive strategies in order to contribute to the survival of small businesses. To achieve the goal of the study, the research is outlined as bibliographic because it was analyzed the main work on the BMC. The analysis of the results was based on the analysis of qualitative structural content, in which structuring categories and anchors were defined based on the theoretical reference. From this, the textual elements, that was extracted from the chapters referring to the BMC units, were compared with the literature review about MSBs and strategy. It was noticed that the analyzed tool has strengths, but also weak points. Although the model presents itself in a practical but in a less bureaucratic way, it analyzes the organization's' external environment in a superficial way, understanding the competitive forces uncritically. Besides that, it was understood that the greatest weakness of BMC is based on the fact that it does not address the relationship of the company and the business' sector, as it exerts influence both in the actions that encompass the internal and external environment. The understanding of the industry that the organization is inserted makes it possible to assess the barriers that prevent it from entering and leaving the business. In this way, it was understood that from the point of view of MSBs survival, it is necessary for the manager to be able to project the value chain and the strategic actions of the enterprise according to the behavior of the industry. Thus, the need was felt to reformulate the BMC structure to include the organizational strategy. The proposed layout addresses the analysis of the industry, considering the competitive forces. The intention was to associate the characteristics of strategic planning in order to assist the leader in the perception of the influence of the external environment and its stakeholders under the company.