Coopetition through Multisided Platforms Business Model: A Case Study of FEBRAFAR Value Cycle
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Abstract
Objective: comprehend the challenges and solutions faced by a non-technological and non-profit organization, acting within a coopetitive environment, in the construction of a multisided platform business model. Method: utilizing a qualitative case study approach, we investigated FEBRAFAR, a multisided platform of drugstore retailers, manufacturers, and service providers. Data collection and analysis was based on the following categories: (a) the methods through which the platform generates value for its diverse customer segments, (b) the intricate contours of its value configuration endeavor, and (c) its strategies for value appropriation to ensure both sustainability and growth. Results: the challenges in establishing an efficiently functioning multisided platform business model included: getting resources; member's attraction; and resistance to adopting best management practices. The solutions contained the development of value creation techniques for its varied customer segments by reducing transactional friction with customers and suppliers, a comprehensive value configuration process, and value appropriation that promote sustainability and growth to these drugstore chains. Conclusion: the paper shows how FEBRAFAR got the solution of value creation and appropriation of the platform business model by orchestrating the interactions of competing entities within the stakeholder ecosystem that engage in collaboration. By establishing clear rules and interaction protocols, a multisided platform can facilitate coordination among competing entities, thereby enabling collaborative value co-creation for all involved stakeholders. This finding contributes to the broader understanding of strategic management in multisided platforms, particularly in non-technology contexts.
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Camargo, A. A. B. de, & Meirelles, D. S. e. (2024). Coopetition through Multisided Platforms Business Model: A Case Study of FEBRAFAR Value Cycle. Brazilian Administration Review, 21(1), e230099. https://doi.org/10.1590/1807-7692bar2024230099
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Gnyawali, D. R., & Charleton, T. R. (2018). Nuances in the interplay of competition and cooperation: Towards a theory of coopetition. Journal of Management, 44(7), 2511-2534. https://doi.org/10.1177/0149206318788945
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Hagiu, A. (2009). Multi-sided platforms: From microfoundations to design and expansion strategies. Harvard Businees School. https://www.hbs.edu/ris/Publication%20Files/07-094.pdf
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Hagiu, A., & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization, 43, 162-174. https://doi.org/10.1016/j.ijindorg.2015.03.003
Holland, C., & Gutiérrez-Leefmans, M. (2018). A taxonomy of SME e-commerce platforms derived from a market-level analysis. International Journal of Electronic Commerc, 22(2), 161-201. https://doi.org/10.1080/10864415.2017.1364114
Jakobsen, S. (2020). Managing tension in coopetition through mutual dependence and asymmetries: A longitudinal study of a Norwegian R&D alliance. Industrial Marketing Management, 84, 251-260. https://doi.org/10.1016/j.indmarman.2019.07.006
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Kaplan, A., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of social media. Business Horizons, 53(1), 59-68. https://doi.org/10.1016/j.bushor.2009.09.003
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Kortmann, S., & Piller, F. (2016). Open business models and closed-loop value chains: Redefining the firm-consumer relationship. California Management Review, 58(3), 88-108. https://doi.org/10.1525/cmr.2016.58.3.88
McIntyre, D., & Srinivasan, A. (2017). Networks, platforms, and strategy: Emerging views and next steps. Strategic Management Journal, 38, 141-160. https://doi.org/https://doi.org/10.1002/smj.2596
McIntyre, D., Srinivasan, A., Afuah, A., Gawer, A., & Kretschmer, T. (2021). Multisided platforms as new organizational forms. Academy of Management Perspectives, 35(4), 566-583. https://doi.org/10.5465/amp.2018.0018
Meirelles, D. S. (2019). Business model and strategy: In search of dialog through value perspective. Revista de Administração Contemporânea, 23(6), 786-806. https://doi.org/10.1590/1982-7849rac2019180314
Meirelles, D., S. & Thomaz, J. C. (2018). O uso de narrativas para identificação de modelo de negócio: Uma proposta baseada na identificação de oposições e silogismos. Anais do 30º Encontro Nacional da Associação Nacional de Pós-Graduação e Pesquisa em Administração, Curitiba, PR, Brasil.
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Mohamed, M., Ahokangas, P., & Pikkarainen, M. (2023). Complementors’ coopetition-based business models in multiplatform ecosystems. Journal of Business Models, 11(1), 68-77. https://doi.org/10.54337/jbm.v11i1.7199
Oliveira, D. T., & Cortimiglia, M. N. (2017). Value co-creation in web-based multisided platforms: A conceptual framework and implications for business model design. Business Horizons, 60(6), 747-758. https://doi.org/10.1016/j.bushor.2017.07.002
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