The aim of this article is to develop the most relevant strategy approaches and the approaches related to business models, and to demonstrate the close link existing between both concepts. The theoretical referents are Michael Porter, Henry Mintzberg, Kim, and Mauborgne, Osterwalder and Pigneur, with focus on the strategy proposed by Igor Ansoff. We analyze the sequencing of the use of the various strategy approaches and the business models approaches, and the impact on each other. We end up by answering the query: What comes first, the strategy or the business model?

The aim of this article is to develop the most relevant strategy approaches and the approaches related to business models, and to demonstrate the close link existing between both concepts. The theoretical referents are Michael Porter, Henry Mintzberg, Kim, and Mauborgne, Osterwalder and Pigneur, with focus on the strategy proposed by Igor Ansoff. We analyze the sequencing of the use of the various strategy approaches and the business models approaches, and the impact on each other. We end up by answering the query: What comes first, the strategy or the business model?

The purpose of the research is to understand the operation of the theme restaurant value chains in North Lima, which facilitate the identification of initiatives for their strengthening. Knowing what happens in the links of the value chain makes it possible, from a holistic perspective, to have control of the key success factors in running these restaurants. The research was carried out with a qualitative approach, taking into account the research design based on the multiple case study, which is characterized by focusing on one or more cases and the contexts that surround it, to later determine through triangulation, patterns of concurrence, differences, limitations or occurrences, consistent with the a priori and emerging categories that emerge from the purpose of the research. Three restaurants participated, which were visited on more than one occasion and the semi-structured conversa...

The aim of this article is to develop the most relevant strategy approaches and the approaches related to business models, and to demonstrate the close link existing between both concepts. The theoretical referents are Michael Porter, Henry Mintzberg, Kim, and Mauborgne, Osterwalder and Pigneur, with focus on the strategy proposed by Igor Ansoff. We analyze the sequencing of the use of the various strategy approaches and the business models approaches, and the impact on each other. We end up by answering the query: What comes first, the strategy or the business model?

The purpose of the research is to understand the operation of the theme restaurant value chains in North Lima, which facilitate the identification of initiatives for their strengthening. Knowing what happens in the links of the value chain makes it possible, from a holistic perspective, to have control of the key success factors in running these restaurants. The research was carried out with a qualitative approach, taking into account the research design based on the multiple case study, which is characterized by focusing on one or more cases and the contexts that surround it, to later determine through triangulation, patterns of concurrence, differences, limitations or occurrences, consistent with the a priori and emerging categories that emerge from the purpose of the research. Three restaurants participated, which were visited on more than one occasion and the semi-structured conversa...

Esta investigación analiza el impacto del modelo de negocios de AGROBANCO en la calidad de vida de los pequeños productores agropecuarios en la Región de San Martín. Con un enfoque cuantitativo y diseño no experimental de corte transversal, se encuestó a una muestra de 96 productores de la cartera de AGROBANCO para evaluar tres aspectos del servicio: la especialización del personal, la función del gestor de negocios y la herramienta “hoja de producto” para la evaluación crediticia. Los resultados indican una percepción positiva del personal de atención, aunque con áreas de mejora en visitas técnicas y asesoramiento en innovaciones. La función del gestor de negocios fue bien valorada, pero se identificaron oportunidades de mejora en el servicio postventa. La herramienta “hoja de producto” recibió percepciones mixtas en su comprensión, pero se valoraron positivament...