Strategic analysis of the brazilian Application Service Providers (ASP) market

Authors

DOI:

https://doi.org/10.5965/2764747102042013112

Keywords:

Application Service Provider, software as a service, strategic analysis

Abstract

The objective of the research was to study the Brazilian market for Application Service Providers (ASP) under the strategic analysis main theories. An ASP is a company that provides a service under contract to provide, host and manage applications for remote clients. This business model has been made possible by advances in information technology and communications, and is especially attractive for medium and small companies. Although fairly recent, from the late 1990s, in the second decade of this century the term has fallen into disuse and was replaced by Software as a Service (SaaS). The model still faces difficulties in its adoption in Brazil and the world, and this paper presents a case study which allowed a strategic analysis of the ASP industry. The research consisted of an extensive field research conducting interviews with executives from 26 companies within the Brazilian ASP value chain, seeking to identify the key issues that were involved in the dissemination of the model. For the analysis of the industry were used most widespread concepts of strategic analysis, especially Porter (1979 and 1985), with its model of competitive analysis - "Five Forces" - and "Generic Strategies”. However, the findings of the research showed that other concepts need to be taken into account to capture the strategic complexities of the sector, notably the notion of "complementors" and “ecosystems” and search for strategies other than simply compete to have the "best product".

Downloads

Download data is not yet available.

Author Biography

Luis Antonio da Rocha Dib, Federal University of Rio de Janeiro, UFRJ, Brazil.

PhD in Business Administration from the Coppead Institute of Administration/UFRJ, Coppead, Brazil.

Has a Master’s degree in Business Administration from the Coppead Institute of Administration/UFRJ, Coppead, Brazil.

Graduated in Civil Engineering at the Rio de Janeiro Federal University, UFRJ, Brazil.

Professor at the Coppead Institute of Administration/UFRJ, Coppead, Brazil.

References

ADNER, R. Match your innovation strategy to your innovation ecosystem. HBR, April 2006.

BENSOUSSAN, B.; FLEISHER, C. Analysis Without Paralysis: 12 Tools to Make Better Strategic Decisions (2nd Edition). New Jersey: FT Press, 2013.

BETHLEM, A. Evolução do pensamento estratégico no Brasil. São Paulo: Atlas, 2003. BRANDENBURGER, A. e NALEBUFF, B. Co-opetition. NY: Currency Doubleday, 1996. GHEMAWAT, P. Strategy and the business landscape. Boston: Pearson, 1999.

GIL, A. Como elaborar projetos de pesquisa (4a ed.) Atlas: São Paulo, 2009.

HAX, A.; MAJLUF, N. The strategy concept and process – a pragmatic approach. New Jersey: Prentice Hall, Second Edition, 1996.

HAX, A.; WILDE II, D. The delta project – discovering new sources of profitability in a networked economy. New York: Palgrave, 2001.

IANSANTI, M.; LEVIEN, R. Strategy as Ecology. HBR, March 2004.

IYER, B; LEE, C.; VENKATRAMAN, N. Managing in a “Small World Ecosystem: lessons from the software sector. California Management Review, 48(3), Spring 2006.

MINTZBERG, H.; AHLSTRAND, B.; LAMPEL, J. Strategy safari. NY: Free Press, 2000.

PORTER, M.E. How competitive forces shape strategy, HBR, March/April 1979.

_______. Competitive Strategy, New York: Free Press, 1980.

_______. Competitive Advantage, New York: Free Press, 1985.

_______. The Five Competitive Forces That Shape Strategy, HBR, January 2008, pp. 79–93. RICHARDSON, R. Pesquisa social: métodos e técnicas. São Paulo: Atlas, 1999.

VIARDOT, E. The timeless principles of succesfull business strategy. Berlin Heidelberg: Springer-Verlag, 2011.

YIN, R. Case study research: design and methods. Londres: SAGE Publications. 1988.

Published

2013-12-20

How to Cite

Dib, L. A. da R. (2013). Strategic analysis of the brazilian Application Service Providers (ASP) market. Revista Brasileira De Contabilidade E Gestão, 2(4), 112–124. https://doi.org/10.5965/2764747102042013112

Issue

Section

Articles