Business model structuration in Industry 4.0: an analysis of the value-based strategies of smart service providers in Brazil
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| Publicado en: | Journal of Manufacturing Technology Management vol. 36, no. 1 (2025), p. 134-158 |
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Emerald Group Publishing Limited
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| Acceso en línea: | Citation/Abstract Full Text Full Text - PDF |
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| 001 | 3145525815 | ||
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| 022 | |a 1741-038X | ||
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| 022 | |a 0957-6061 | ||
| 024 | 7 | |a 10.1108/JMTM-12-2023-0548 |2 doi | |
| 035 | |a 3145525815 | ||
| 045 | 2 | |b d20250101 |b d20250214 | |
| 084 | |a 11897 |2 nlm | ||
| 100 | 1 | |a Marcos Antonio de Araujo Ventura |u Mackenzie Presbyterian University, São Paulo, Brazil | |
| 245 | 1 | |a Business model structuration in Industry 4.0: an analysis of the value-based strategies of smart service providers in Brazil | |
| 260 | |b Emerald Group Publishing Limited |c 2025 | ||
| 513 | |a Journal Article | ||
| 520 | 3 | |a PurposeThis study examines the use of a dynamic value-based approach to analyze the business model structuration of smart service providers in Brazil, mapping their value creation, configuration and appropriation strategies, and determining how well-defined their current business models are.Design/methodology/approachThis is a qualitative study based on semi-structured interviews with entrepreneurs (or CEOs and directors of technology) of seven business ventures in three different phases of business model structuration: (1) academic: companies or innovation and research centers linked to universities; (2) startups: technology-based companies originating from the technological needs of clients, be they new branches of the traditional business of incumbents or new entrants and (3) autonomous service providers whose offerings are related to master’s or doctoral projects.FindingsWe propose a typology of business model structuration with four stages. At first (individual or initial business model), albeit with high skilling of owners, only manual or adaptation services are offered. In the second stage (platform business model), although services offered are oriented toward the entire process automatization of the client (Factory integrated), technologies are restricted to the client company (or even one department) and these clients' needs are mainly data processing and connectivity. In the third stage (scaling digital business model), although the services offered are oriented toward greater digitalization through an entire array of field devices connected to the internet (IoT) and organized in a more formalized structure, the business model is still being constructed, companies in this stage are mainly startups. In the fourth stage (innovation ecosystem business model), the entire manufacturing process is digitized, with integration and network connectivity, both between service providers and the extended supply chain of their clients, and new technologies are customized and developed through the interaction of a whole innovation ecosystem.Research limitations/implicationsMapping value-based strategies aids in understanding business model structuration in Industry 4.0. Future research should focus on parameterizing the dimensions founded of each value strategy.Originality/valueThis study advances the comprehension of the business model in |Industry 4.0 by providing a value-based strategy perspective of business model structuration. Practically, by focusing on smart service providers, it contributes to a greater understanding of smart service providers in Brazil and their strategic challenges. | |
| 651 | 4 | |a Brazil | |
| 653 | |a Customer services | ||
| 653 | |a Software | ||
| 653 | |a Research facilities | ||
| 653 | |a Data processing | ||
| 653 | |a Strategy | ||
| 653 | |a Configuration management | ||
| 653 | |a Internet of Things | ||
| 653 | |a Business operations | ||
| 653 | |a Industry 4.0 | ||
| 653 | |a Mapping | ||
| 653 | |a Entrepreneurship | ||
| 653 | |a Automation | ||
| 653 | |a Manufacturing | ||
| 653 | |a Innovations | ||
| 653 | |a Value creation | ||
| 653 | |a Customer relations | ||
| 653 | |a Qualitative analysis | ||
| 653 | |a Big Data | ||
| 653 | |a Artificial intelligence | ||
| 653 | |a Vertical integration | ||
| 653 | |a Business models | ||
| 653 | |a Industrial applications | ||
| 653 | |a Digitization | ||
| 653 | |a Industrial development | ||
| 653 | |a Clients | ||
| 653 | |a Digital technology | ||
| 653 | |a Supply chains | ||
| 700 | 1 | |a Dimária Silva e Meirelles |u Mackenzie Presbyterian University, São Paulo, Brazil | |
| 773 | 0 | |t Journal of Manufacturing Technology Management |g vol. 36, no. 1 (2025), p. 134-158 | |
| 786 | 0 | |d ProQuest |t ABI/INFORM Global | |
| 856 | 4 | 1 | |3 Citation/Abstract |u https://www.proquest.com/docview/3145525815/abstract/embedded/L8HZQI7Z43R0LA5T?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text |u https://www.proquest.com/docview/3145525815/fulltext/embedded/L8HZQI7Z43R0LA5T?source=fedsrch |
| 856 | 4 | 0 | |3 Full Text - PDF |u https://www.proquest.com/docview/3145525815/fulltextPDF/embedded/L8HZQI7Z43R0LA5T?source=fedsrch |