Modelo de negócio: o caso do substituto processual da indicação geográfica do café da Chapada Diamantina - BA

Abstract

Geographical Indications are a type of industrial property protection for products or services, originating in a certain geographic area, which became known through the quality or reputation related to their form of extraction, production or manufacturing. They are important tools for promoting appreciation based on differentials, contributing to local development, stimulating tourism and the development of the production chain. In parallel with their ability to be a catalyst for local development, GIs have challenges to overcome in Brazil, among them, the need to organize the business to generate value in the phase following recognition. The business model proposes a reflection on how the organization will generate value, becoming an important tool for procedural substitutes in visualizing how recognition can actually add value to the product or service. This topic is still recent and little explored in academia, with no references on business models for procedural substitutes for IGs. Therefore, this study aims to deliver a report containing the main considerations about the business model for GIs, with reflections on the case study of IG Chapada Diamantina, where a CANVAS business model proposal is presented for the procedural substitute of this GI. The research is descriptive, using bibliographic and documentary research as a procedure, and a case study as a method. The universe studied is the ACCD, where data were collected through a structured questionnaire and observation, and subsequently analyzed using a quantitative-qualitative approach. The study was divided into five chapters: the first dealt with Geographical Indications, where the history, legislation and procedural substitutes for GIs were discussed. The second dealt with the Chapada Diamantina Coffee Growers Alliance, presenting data about the association, coffee growing in the Region, and the GI recognition process. The third chapter covered content on business models, presenting its concept, the Canvas model, a survey of literature on business models for associations, and reflections on the specificity of models for procedural substitutes for IGs. The fourth chapter presented the methodology used and the fifth chapter presented the research results. This research brings as its main result the need to include the construction of the business model for the procedural substitute at the beginning of the GI recognition process, serving as a guide for actions before and after recognition. This study can be used as a guide for new initiatives, aimed at strengthening GIs, adapting, improving or changing business models for procedural substitutes for GIs and can be used as a bibliographic reference for future studies on the topic.