Mudanças no Modelo de Negócio a partir da Ruptura de uma Joint Venture: Um Estudo de Caso

Abstract

This case study aimed to understand the changes that occurred in Nestea’s business model dimensions in Brazil, from the perspective of Nestlé`s managers, that were triggered by the rupture of an existing joint venture between Nestlé and Coca-Cola in 2010. The case is examined in the light of the Canvas method and basic principles of Dynamic Capabilities. Although joint ventures are known to be unstable organizational forms, they are still widely used by large organizations for the objective of creating value and developing competitive advantage. The creation and appropriation of value is identified through the business model, a well-defined system of interdependent structures, activities and processes that serve to organize the firm’s logic. The adopted methodology is based on a qualitative approach; data were collected by interviewing Nestlé executives directly involved in the event. The identified processes cover the four main areas: offer, customers, infrastructure and finance and confirm that six out of the nine dimensions proposed in the Canvas method were impacted. The article also confirms the relevance of applying the organization’s dynamic capabilities to business modeling, since having only a good business model does not ensure competitive advantage, because it can easily be copied.