Study goals
The objective is to present the intervention, actions taken, data obtained and analyzed regarding the change in the business model of software commercialization for service providers aiming at maintaining customers.
Relevance / originality
To demonstrate the steps and actions taken in changing the business model in order to increase the customer portfolio, as well as retaining it.
Methodology / approach
Based on primary data prepared from a survey carried out on the consultancy's billing, it was used as a basis the count of clients who had billings made in the period from 2015 to 2018.
Main results
The study served as a basis for understanding the interest of outsourcing by organizations as a competitive strategy. Of the 84 clients who opted to outsource the area, 32 had software licensing at some point, that is, 32 clients who could cancel the contract with the consultancy migrated to outsourcing. Contributing to this conclusion is the fact that the consultancy won 52 customers who had not hired the software, which indicates that the new offer (outsourcing services) has a market, although of these, 29 did not hire the services in 2018.
Theoretical / methodological contributions
The studies that point to outsourcing as a competitive advantage of the organization were proposed by the authors (Prahalad & Hamel, 2006) and reaffirmed by (Jácome, 2017).
In the researched literature there is a consensus that outsourcing activities that are not part of the organization's business is strategic because it allows focusing on essential activities.
Social / management contributions
To assist managers in the implementation of new business models, the work listed the steps from identifying the needs of customers, going through the structuring of the new area until the effective conclusion;