Reflections and analyses of the collaborative business models of handicraft in the municipality of Petrolina (PE) from the perspective of entrepreneurship
This article seeks to fill the gap in the literature on craft entrepreneurship regarding businessmodel configurations. Its objective is to analyze collaborative craft business models, formalizedin artisan associations that are present in Petrolina, municipality of Pernambuco, a BrazilianNortheast st...
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| Format: | article |
| Status: | Published version |
| Publication Date: | 2024 |
| Country: | Brasil |
| Institution: | Escola Superior de Propaganda e Marketing (ESPM) |
| Repository: | Diálogo com a Economia Criativa |
| Language: | Portuguese English |
| OAI Identifier: | oai:ojs.dialogo.espm.br:article/479 |
| Online Access: | https://dialogo.espm.br/revistadcec-rj/article/view/479 |
| Access Level: | Open access |
| Keyword: | Craft Entrepreneurship Creative economy Artesanato Empreendedorismo Economia criativa |
| Summary: | This article seeks to fill the gap in the literature on craft entrepreneurship regarding businessmodel configurations. Its objective is to analyze collaborative craft business models, formalizedin artisan associations that are present in Petrolina, municipality of Pernambuco, a BrazilianNortheast state, considering the management of these enterprises. The methodology adopted isa triple case study that carries out field, exploratory and bibliographical research. Managers andmembers of artisan associations were interviewed from December 2022 to January 2023. The datawas analyzed using the Canvas tool, which can be used to analyze existing or new business mod-els. The relevance of this work is justified by the theoretical contribution it seeks to bring to thearea, by expanding knowledge of studies and practices on artisanal business models, as well as byits social contributions, by focusing on the development of cultural entrepreneurship as a channelthat generates basic sources of income. The analyzed business models have similarities in severalaspects, such as distribution channels, value propositions, operating costs and diversified revenuesources, and have just small differences in the relationships and customer segments. However, theresearch highlighted differences in the infrastructures of these associations. |
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