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"In the most basic sense, a business model is the method of doing business by which a company can sustain itself—-that is, generate revenue. The business model spells out how a company makes money by specifying where it is positioned in the value chain.
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“The functions of a business model are to:
- articulate the value proposition, that is, the value created for users by the offering based on the technology;
- identify a market segment, that is, the users to whom the technology is useful and for what purpose; (Moi ici: Talvez seja verdade no mundo da tecnologia, mas no mundo dos serviços e da indústria o meu conselho é: primeiro, identificar os clientes-alvo; segundo, articular qual é a proposta de valor)
- define the structure of the value chain within the firm required to create and distribute the offering; (Moi ici: Depois do quem e do quê vem o como. Que mosaico de actividades entrelaçar numa receita sinérgica)
- estimate the cost structure and profit potential of producing the offering, given the value proposition and value chain structure chosen;
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- describe the position of the firm within the value network linking suppliers and customers, including identification of potential complementors and competitors;
- formulate the competitive strategy by which the innovating firm will gain and hold advantage over rivals.
(Moi ici: Segue-se uma verdade muitas vezes esquecida nas empresas) The business model must then specify a group of customers or a market segment to whom the proposition will be appealing and from whom resources will be received. A customer can value a technology according to its ability to reduce the cost of a solution to an existing problem, or its ability to create new possibilities and solutions. Importantly, different prospective customers may desire different latent attributes of the technology. Thus, there is no single inherent value for the technology: if it subsequently were to be developed in different ways, it would likely accrue different value to its developer. Value, of course, is an economic concept, not primarily measured in physical performance attributes, but rather what a buyer will pay for a product or service."
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Por isso é que, nos tempos que correm, já não basta produzir... atentemos num exemplo que nada tem a ver com a tecnologia:
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"Produtores de citrinos do Algarve em dificuldades devido a quebra no consumo"
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Não há ninguém nestas cooperativas de citricultores que seja capaz de pensar para além da tradição? Não seria tempo de repensar o modelo de negócio que utilizam?
.Será que isto "Traceability rule represents major adjustment for food industry" algum dia será realidade por cá? Será que as preocupações que levaram a isto podem ser usadas por cá para chegar a um mercado-alvo?
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Será que o exemplo da Perdue sobre como fazer o by-pass inicial à grande distribuição pode ser instrutivo?
