Modelos de negócio (parte II)

Continuado da parte I.

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Ao conjunto incluído na figura:Ao conjunto de escolhas e consequências decorrentes da sequência da figura posso chamar, talvez de forma tosca, modelo do negócio.
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Amit e Zott, no seu artigo “Designing Your Future Business Model: An Activity System Perspective” escrevem, acerca dos modelos de negócio:
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“Each of these choices (Moi ici: As escolhas da intenção estratégica, da primeira etapa da figura) involves a fundamentally different business model; that is, each one implies a different set of activities, as well as the resources and capabilities to perform them – either within the firm, or outside it, through cooperation with partners, suppliers or customers.”
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“we have defined the business model as depicting “the content, structure, and governance of transactions designed so as to create value through the exploitation of business opportunities.” Of course, transactions link activities, and transactions and activities can be viewed as two sides of the same coin. …Therefore, a business model can either be conceptualized as set of transactions or as an activity system (Moi ici: Abordaremos este termo “activity system” na parte III) – a “system that is made up of components, linkages between the components, and dynamics.”

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Viewed as an activity system, the business model encompasses “the set of which activities a firm performs, how it performs them, and when it performs them.” Key activities might include “training, development, manufacturing, budgeting, planning, sales, and service.” The business model thus addresses the “how” of providing customers and end-users with products and services. Indeed, it refers to the nature of the services that firms provide to customers, and the activities that they perform to deliver those services.”
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“A business model can be viewed as a template of how a firm conducts business, how it delivers value to stakeholders (e.g., the focal firms, customers, partners, etc.), and how it links factor and product markets.”
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Não gosto da frase “escolher o modelo de negócio” porque não acredito que os modelos de negócio concretos sejam ideias na prateleira à espera de serem recolhidas. Um modelo de negócio é uma arquitectura de escolhas e consequências que decorre da intenção estratégica inicial, da selecção dos clientes-alvo e da proposta de valor a oferecer-lhes, ou seja, um modelo de negócio é uma construção iterativa para operacionalizar a estratégia, traduzindo-a em acções, em actividades, em prioridades, em decisões tácticas.
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Na parte III desta série vamos abordar o tema mais interessante do artigo, o conceito de “activity system”, algo que julgo estar em linha com o princípio da abordagem por processos da ISO 9000.