Como a COVID-19 influenciou mudanças em um modelo de negócios de plataforma de uma startup? Estudo de caso da Alloy

Zuquetto, Rovian Dill; Molling, Graziela

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Original Article • Rev. Adm. UFSM 16 (4) • 2023 • https://doi.org/10.5902/1983465972335 copiar

Como a COVID-19 influenciou mudanças em um modelo de negócios de plataforma de uma startup? Estudo de caso da Alloy

Autoria SCIMAGO INSTITUTIONS RANKINGS

RESUMO

Objetivo – Este estudo tem como objetivo identificar as mudanças em um modelo de negócio de plataforma (PBM) de uma startup devido ao COVID-19, considerando as propriedades de proposta de valor, criação de valor e captura de valor em três períodos: Pré-COVID-19, Durante COVID-19 e quase Pós-COVID-19.

Metodologia – Esta pesquisa qualitativa indutiva é baseada em um estudo de caso longitudinal e único da Alloy, uma startup brasileira, que teve que alterar seu PBM devido à pandemia do COVID-19. Os dados primários foram coletados por meio de entrevistas, complementados por dados secundários, como documentos e vídeos. Dados coletados se referem ao período de agosto de 2019 a julho de 2023. A análise dos dados foi realizada seguindo a abordagem de análise de conteúdo.

Resultados – Devido ao cenário do COVID-19, a Alloy teve que mudar seu PBM modificando sua proposta de valor, criação de valor e captura de valor, passando o foco de uma plataforma de transações para uma plataforma de inovação. Embora a escalabilidade tenha diminuído devido ao COVID-19, as mudanças no PBM permitiram aumentasse suas externalidades de rede, o que pode influenciar o retorno à escala e aproximá-la do sucesso com seu PBM.

Limitações/implicações da pesquisa – Como limitação, este estudo se concentra em um estudo de caso único. Apesar de sua singularidade, novos casos podem ajudar a sustentar nossos achados.

Originalidade/Valor – A originalidade deste estudo está em poder seguir os passos de uma startup com PBM durante o período de COVID-19. Em complemento, foi desenvolvido um modelo conceitual para identificar as mudanças da Alloy e as oportunidades de sucesso com seu PBM, o que pode ser útil para acadêmicos e profissionais.

Palavras-chave:
Modelo de Negócios de Plataforma; COVID-19; Startup

Code	Interview Date	Duration (minutes)	Participants
E1	Dec 11th, 2020	48:20	Alloy’s CEO
E2	Dec 14th, 2020	44:49	Alloy’s Accelerator Manager
E3	Dec 15th, 2020	53:55	Alloy’s Mentor and Investor
E4	Dec 22nd, 2020	31:37	Alloy’s customer (a restaurant CEO); Seller side of a platform
E5	Jan 11th, 2021	62:30	Committee Meeting (E5a – Alloy CEO; E5b – Alloy CTO; E5c – Accelerator Manager; E5d – Mentor and Investor; and an E5e – investor from IT sector)
E6	Oct 19th, 2021	16:00	Investment group meeting (E6a – Alloy CEO; investors and accelerator managers)
E7*	Nov 5th, 2021	55:00	Alloy’s CEO
E8	Feb 1th, 2022	15:00	Investment group meeting (E6a – Alloy CEO; investors and accelerator managers)

PBM Property

Pre-COVID 19

During COVID-19

Almost Post-COVID-19

Opportunities to succeed as a PBM

VALUE PROPOSITION

- “Empower the local entrepreneur and their business”;

- Increase the success rates of SMEs, helping them to attract and retain customers;

Solution described as a marketing and loyalty automation for physical retailers;
- In the physical space, an userfriendly, intuitive solution to the buyers;
- Focus on the

repurchase.

- From the point of

view of Alloy, it is still the same, adding

a “delivery”

solution;

- Focus on the first

purchase as well (stated by E2); Cheapest options

than competitors with similar solutions.

Engagement and loyalty still is the main focus;
- Strategy of providing a “onestop- shop” solution

with a complete set of functionalities for the customer’s business, including integration with other

solutions – even

competitors;

Own food marketplace;

- Licensing solutions

through a Whitelabel model.

- Become a transaction platform (multisided market) and/or an innovation platform (allow third part complementarity).

PBM Property	Pre-COVID 19	During COVID-19	Almost Post-COVID-19	Almost Post-COVID-19
VALUE CREATION
Network externalities	(Low) - The focus was on increasing one side (sellers) and expecting, indirectly, to increase the other (buyers).	(Low and reduced) Loss of customers base due to COVID- 19; The focus was on increasing one side (sellers) and expecting, indirectly, to increase the other (buyers).	(from Low to Medium) - Focus is on increasing one side (sellers) and expect, indirectly, increasing the other (buyers); - New focus is to increase the base through licensing solutions, Whitelabel.	- Develop network externalities where an increase in the number of the multi-sides adds value to the platform.
Return to scale	(Medium to High) - They were working to achieve scalability since the implementation was less time- consuming.	(Low) - Scale potential reduced due to COVID-19; - Non-scalable yet; the business model required personalized implementation for each client.	(from Low to Medium) - Alloy found a possible PBM able to scale through the Whitelabel.	- Reduce the friction and costs to implement the solution.
Winner- take-all	- It did not reach this position, but there was no dominant player in the market.	- It did not reach this position, and there are several dominant players in the market.	- It did not reach this position, and there are several dominant players in the market.	- Connect previous and current VPs in a high-value offer and grow fast.
Multi- homing	- There were many options available for each solution.	- Delivered a highvalue solution that added more value than the competition.	- Delivering a highvalue solution that adds more value than the competition; - Identified the need to add more functionalities;	- Guarantee an offer hard to imitate.
Lock-in	- It was easy to change suppliers.	- Alloy increased change costs to prevent users from finding the same or higher value on other platforms.	- New functionalities planned will increase the costs of change or avoid the user from finding the same or higher value in other platforms.	- Increase the cost of change for customers and users.

PBM Property	Pre-COVID 19	During COVID-19	Almost Post-COVID-19	Almost Post-COVID-19
VALUE CAPTURE	- They were not able to evaluate since it was starting its business.	- “Delivery” solution was the primary value perceived; fidelity is behind; - Perceived by the customers (sellers) as cheap, fast, and providing a close and differentiated service; - Perceived by the buyers (according to the sellers) as not intuitive, not fast, and lack of payments options – impacting the sellers if the buyers do not use the platform.	- Third-party partnerships can promote scale and enable Alloy to focus on technology development to ensure more value capture for all participants.	- Find a balance between differentiated customer service and scalability; - Focus on the buyers’ value proposition and capture as well.

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