Amaro's business model innovation: DNVB or platform?
Purpose – This teaching case aims to analyze the business model of Amaro, a company that directly sells lifestyle goods to end consumers (B2C), focused on the women's market. Amaro's original business model is introduced and a challenging dilemma is proposed: could Amaro innovate its busin...
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| Format: | Article |
| Language: | Portuguese |
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Emerald Publishing
2024-11-01
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| Series: | REGE Revista de Gestão |
| Subjects: | |
| Online Access: | https://www.emerald.com/insight/content/doi/10.1108/REGE-08-2022-0115/full/pdf |
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| _version_ | 1850060861843963904 |
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| author | Wellington José da Silva Giselle da Costa Araújo Adriano Rehder Marcelo Caldeira Pedroso |
| author_facet | Wellington José da Silva Giselle da Costa Araújo Adriano Rehder Marcelo Caldeira Pedroso |
| author_sort | Wellington José da Silva |
| collection | DOAJ |
| description | Purpose – This teaching case aims to analyze the business model of Amaro, a company that directly sells lifestyle goods to end consumers (B2C), focused on the women's market. Amaro's original business model is introduced and a challenging dilemma is proposed: could Amaro innovate its business model, moving from a digitally native vertical brand (DNVB)-type company to a platform, specifically a vertical marketplace focused on the female audience? Would Amaro be prepared for this evolution or would it be more appropriate to focus on or strengthen the DNVB model? Design/methodology/approach – This teaching case was developed based on in-depth interviews with Amaro's leadership. The teaching notes were proposed based on business model innovation, competitive positioning and market trends concepts. The teaching case considers a new type of business model called DNVB. Students can review the concepts, create analyses and recommend which strategic options can leverage the company for a new growing cycle. Findings – Using the case study in the classroom should promote the discussion and reflections on business model innovation and the future of retail in omnichannel contexts - Amaro offers products online (on an e-commerce platform and native mobile applications) and physically in locations called guide shops. The authors suggested the adoption of frameworks and tools (e.g. the competitive positioning map to allow students to visualize ways to compare strategies and make decisions). Research limitations/implications – The case introduces a fictional dilemma related to the decision to maximize offline or online investments or completely change the company's business model by adding a new vertical marketplace approach. Practical implications – This teaching case contributes to the student's learning about business model innovation and evolution. Case discussions could explore contemporary concepts such as value proposition, disintermediation and omnichannel commerce. Originality/value – Offering goods directly to the consumers by using modern technological architecture through vertical integration within the supply chain makes the DNVB business model an original topic in the start-up segment. |
| format | Article |
| id | doaj-art-e4a48e4b4e6d483db5e0e4bb2133b0be |
| institution | DOAJ |
| issn | 1809-2276 2177-8736 |
| language | Portuguese |
| publishDate | 2024-11-01 |
| publisher | Emerald Publishing |
| record_format | Article |
| series | REGE Revista de Gestão |
| spelling | doaj-art-e4a48e4b4e6d483db5e0e4bb2133b0be2025-08-20T02:50:26ZporEmerald PublishingREGE Revista de Gestão1809-22762177-87362024-11-0131437138210.1108/REGE-08-2022-0115Amaro's business model innovation: DNVB or platform?Wellington José da Silva0Giselle da Costa Araújo1Adriano Rehder2Marcelo Caldeira Pedroso3Faculdade de Economia, Administração, Contabilidade e Atuária, Universidade de São Paulo, São Paulo, BrazilEscola de Artes, Ciências e Humanidades, Universidade de São Paulo, São Paulo, BrazilDepartamento de Engenharia de Produção, Universidade de São Paulo, São Paulo, BrazilFaculdade de Economia, Administração, Contabilidade e Atuária, Universidade de São Paulo, São Paulo, BrazilPurpose – This teaching case aims to analyze the business model of Amaro, a company that directly sells lifestyle goods to end consumers (B2C), focused on the women's market. Amaro's original business model is introduced and a challenging dilemma is proposed: could Amaro innovate its business model, moving from a digitally native vertical brand (DNVB)-type company to a platform, specifically a vertical marketplace focused on the female audience? Would Amaro be prepared for this evolution or would it be more appropriate to focus on or strengthen the DNVB model? Design/methodology/approach – This teaching case was developed based on in-depth interviews with Amaro's leadership. The teaching notes were proposed based on business model innovation, competitive positioning and market trends concepts. The teaching case considers a new type of business model called DNVB. Students can review the concepts, create analyses and recommend which strategic options can leverage the company for a new growing cycle. Findings – Using the case study in the classroom should promote the discussion and reflections on business model innovation and the future of retail in omnichannel contexts - Amaro offers products online (on an e-commerce platform and native mobile applications) and physically in locations called guide shops. The authors suggested the adoption of frameworks and tools (e.g. the competitive positioning map to allow students to visualize ways to compare strategies and make decisions). Research limitations/implications – The case introduces a fictional dilemma related to the decision to maximize offline or online investments or completely change the company's business model by adding a new vertical marketplace approach. Practical implications – This teaching case contributes to the student's learning about business model innovation and evolution. Case discussions could explore contemporary concepts such as value proposition, disintermediation and omnichannel commerce. Originality/value – Offering goods directly to the consumers by using modern technological architecture through vertical integration within the supply chain makes the DNVB business model an original topic in the start-up segment.https://www.emerald.com/insight/content/doi/10.1108/REGE-08-2022-0115/full/pdfBusiness modelStrategic innovationBusiness model innovationEntrepreneurshipRetail |
| spellingShingle | Wellington José da Silva Giselle da Costa Araújo Adriano Rehder Marcelo Caldeira Pedroso Amaro's business model innovation: DNVB or platform? REGE Revista de Gestão Business model Strategic innovation Business model innovation Entrepreneurship Retail |
| title | Amaro's business model innovation: DNVB or platform? |
| title_full | Amaro's business model innovation: DNVB or platform? |
| title_fullStr | Amaro's business model innovation: DNVB or platform? |
| title_full_unstemmed | Amaro's business model innovation: DNVB or platform? |
| title_short | Amaro's business model innovation: DNVB or platform? |
| title_sort | amaro s business model innovation dnvb or platform |
| topic | Business model Strategic innovation Business model innovation Entrepreneurship Retail |
| url | https://www.emerald.com/insight/content/doi/10.1108/REGE-08-2022-0115/full/pdf |
| work_keys_str_mv | AT wellingtonjosedasilva amarosbusinessmodelinnovationdnvborplatform AT giselledacostaaraujo amarosbusinessmodelinnovationdnvborplatform AT adrianorehder amarosbusinessmodelinnovationdnvborplatform AT marcelocaldeirapedroso amarosbusinessmodelinnovationdnvborplatform |