Business Model as a Cloud Services-based Movility Strategy That

Allows to Diminish the Number of PYMES Closures in Ecuador

Cristina Pesántez, Freddy Tapia and Jorge Edison Lascano

Department of Computer Science, Universidad de las Fuerzas Armadas ESPE, Sangolqui, Ecuador

Keywords: Business Model, Small and Medium Enterprises SME, Innovation and SMEs’ Mortality.

Abstract: Nowadays, enterprises face big problems in a global market, especially small and medium-sized enterprises

(PYMES), they are required to innovate the way they offer their products/services, without affecting their

limited financial resources. In consequence they need to find new business opportunities, also cloud services

trend could complement the business models promoted by PYMES, providing them competitive advantages.

Here we propose the development of a business model based on data mobility and ease of access. This model

contributes to reduce PYMES mortality causes, and at the same time to increase their growth projection rates.

1 INTRODUCTION

With the intention of having competitive and

innovative advantages when enterprises offer and

acquire products or services, they are adapting their

traditional business models to a different model that

focuses on the optimization of technological

resources (Sánchez and González, 2017), this model

would simplify timely and adequate decision making,

allowing continuing innovation new business

opportunities discovery (Burgos and Herrera, 2018).

Small and Medium-sized Enterprises (SMES) in

Latin America are part of the involution, mainly at

internal and external level regulations, and to certain

technical flaws that prevent their development. This

causes that many of them have a very short life time

(Cardoza et al., 2016).

The average life time of a SME is approximately

five years, depending on the structural and political

conditions of a country in terms of financing

resources.

According to data provided by the National

Institute of Statistics and Geography and Informatics

(INEGI) of Mexico, in 2014 a large percentage of

enterprises considered SMEs were developed in low

productivity sectors and value added (Sánchez and

Vargas, 2018).

Small businesses’ mortality rate is presented in

terms of the ease or difficulty of overcoming

obstacles such as: Level of competence, technology,

market knowledge (saturation or not, market

dispersion), production capacity (excess or full),

variety of products, and levels of service (Zaridis and

Mousiolis, 2014)

In Ecuador, SMEs are very important for its

productive sector, specially because of the

employment generation. According to the National

Economic Census of 2010 issued by the National

Institute of Statistics and Census of Ecuador (INEC),

three out of four positions jobs, were generated by

SMEs (Chávez, 2016).

Nowadays, enterprises are in need of having valid

information in real time, receiving analysis results,

notifications, projections, share data, among others;

not only among their executives, but also among

employees from different areas. New trends help

reach these targets of increasing productivity and

facilitating proper decision making, one of these

trends is Cloud Services.

The present research work was guided by the

design science research methodology, which will

display techniques such as: An exploratory and

descriptive study that focuses on the development of

a model that optimizes its scope or business

strategies, then surveys will help discover results and

possible real benefits from implementing this

business model proposal. In section 2, we explain the

research methodology. Section 3 explains the

development of the business model, and section 4

presents conclusions, specifically from the survey

answers.

596

Pesántez, C., Tapia, F. and Lascano, J.

Business Model as a Cloud Services-based Movility Strategy That Allows to Diminish the Number of PYMES Closures in Ecuador.

DOI: 10.5220/0007727305960603

In Proceedings of the 21st International Conference on Enterprise Information Systems (ICEIS 2019), pages 596-603

ISBN: 978-989-758-372-8

2 RESEARCH METHODOLOGY

As mentioned before, this study uses the design

science research methodology. It presents the design

process as a fundamental part and defines it by means

of a sequence of logical activities that generate a

product (result): here are the steps revised for our case

study

Knowing the Problem: It is essential to detail and

determine the problem that is going to be

investigated, to establish the causes and guidelines of

possible solutions. This is detailed in the introduction.

Suggestion: Based on a literature review, it identifies

what the main technological trends are. They can be

used to propose a business model or technological

trends according to the case study and place it as the

main strategy within the model.

Development: A business model based on

technological trends extracted in the previous phase

is proposed. It provides support for stakeholders. It

will also be necessary to investigate and identify the

main causes of mortality of SMEs in Ecuador,

hereafter it is possible to develop a business model

that is articulated altogether with the technological

section, allowing to contribute with the reduction of

SMEs mortality in Ecuador.

Evaluation: A case study will be used to verify the

results of the proposed model; surveys are used as

validation techniques.

Conclusions: The contribution provided by the

proposed business model for SMEs in Ecuador will

be detailed and alternatives for technological

solutions will be proposed.

As part of the initial phase of the research project,

the following questions were proposed:

 What type of studies do contribute in the selection

of a technological trend as a business strategy?

(¿Qué tipo de estudios aportan en la selección de

una tendencia tecnológica como estrategia de

negocios?)

 What are the characteristics of the technological

trends that could be used as a business strategy in

SMEs? (¿Cuáles son las características de las

tendencias tecnológicas que podrían ser usadas

como estrategia de negocios en las PYMES?)

 What is the selected technological trend and what

are the characteristics that motivated its selection?

(¿Cuál es la Tendencia Tecnológica seleccionada

y cuáles son las características que motivaron la

selección de la misma?)

 Is it possible to leverage a business model with the

selected technological trend? and does that allow

to assist and / or diminish the main causes of

SMEs mortality? (¿Es posible apalancar un

Modelo de Negocios con la Tendencia

Tecnológica seleccionada y que permitan atender

y/o disminuir las causas principales de mortalidad

de las PYMES?

 Is it possible to validate the proposed business

model by studying a case? (¿Es posible validar el

Modelo de Negocios propuesto mediante el

estudio de un caso?)

2.1 Literature Review

To continue with the research methodology, the

sustainability or suggestion phase is developed

through a Systematic Literature Mapping (SLM),

following the next activities:

2.1.1 Inclusion and Exclusion Criteria

Inclusion criteria:

 Works from 2012 and beyond.

 Books, journals, and articles, that are available

and indexed.

 Works related to technology and business models.

Exclusion criteria

 Works that are written in languages different than

English or Spanish.

 Blogs.

2.1.2 Search Strategy

Within this section, it is necessary to develop other

stages such as: Search for candidate studies,

conformation of the search chain and selection of

primary studies, i.e., the selection of studies that are

going to be used to answer the research questions.

Search for candidate studies: The search for

books, journals and scientific articles published in

databases such as Springer, ACM, IEEE, Science

Direct, and Google Scholar is performed. They must

meet the inclusion and exclusion criteria described

above. To facilitate this search, some terms were used

according to the research questions and the objectives

of this project, finally, we obtained a list of 36

candidate studies. From the search chain and after the

necessary cross validations were executed, 8 studies

were selected. They are listed in table1.

After attaining the primary studies, it is possible

to answer the three research questions determined in

the initial literature review, as follows:

What type of studies do contribute in the selection of

a technological trend as a business strategy?

The selected studies include researches of the

technological situation in different countries, the

same studies that have been analyzed and compared

Business Model as a Cloud Services-based Movility Strategy That Allows to Diminish the Number of PYMES Closures in Ecuador

597

Table 1: Primary studies list.

Item

Selected study

How Hybrid IT Is Transforming Enterprises.

Top five trends for cloud computing in 2017.

Business Intelligence Solutions for SME's

Contextualizing BYOD in SMEs in

developing countries.

Mobile business intelligence adoption (case

of croatian SMEs).

Mobile Adoption in Collaborating Supply

Chains: A Study of Indian Auto SMEs.

Influence of the computing cloud on the

economic development of SMEs in El

Salvador.

La implementación del Cloud computing y

Big data como herramienta para incrementar

la productividad de las Empresas en él

Ecuador.

with Ecuador reality. In addition, we extracted

recommendations related to innovation and the use of

technology as support in SMEs.

What are the characteristics of the technological

trends that could be used as a business strategy in

SMEs?

After each primary study analysis (See Table 1), we

present a summary and comparative table of the

influential technological trends useful in a business

model, they are based on the reality that Ecuador is

experiencing and they are compared with the success

cases from other countries with similar characteristics

(See Table 2):

Table 2: Characteristics of selected technology trends.

Item

Cloud

services

BYOD

MBI

Implementation

costs decrease

More efficiency

performance

Add value to the

business

Processing,

storage and

distribution of

big amounts of

data

Increase

productivity

Help in customer

loyalty

Flexibility and

scalability

Improves

decisions making

Generation of

facts-based

reports

Generation of

real time data

reports

Analysis and

visualization of

real time data

Reduction of

decisions making

costs

Accessibility

independent of

time and place

Offer

competitive

advantages

Use of mobile

devices for

working

activities

Employees

workflow is done

within the

comfort,

flexibility and

portability of

their devices

Access to

organization

resources from

anywhere

Acquisition and

interchange of

knowledge

among

employees

After reviewing the characteristics of each

technological trend that could be used as a business

strategy, according to what has been presented in the

primary studies (See Table 1) and taking it to the

reality of Ecuador, we conclude that:

The use of cloud services, if applicable in

Ecuador, can be used as a technology strategy,

according to the results gotten in countries with

similar SME’s, such is the case of El Salvador

(Cerritos, 2015).

The last research question about the technological

trend:

What is the selected technological trend and what

are the characteristics that motivated the its

selection?

Enterprises face a very common problem, which is,

insufficiency of resources in terms of technology,

finance and knowledge. Technologies and

information systems can help overcome this problem

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by providing better communication and a

collaborative environments for their users. Exchange

of information in real time further improves the

performance and efficiency of their processes.

For the proposed business model development,

we selected cloud services as a strategy according to

the analysis performed on each technological trend

(see Table 2). The following are the characteristics

that motivated that selection:

 Cloud Services help enterprises manage large

amounts of data through a shared infrastructure,

acquiring in this way, advantages such as: Cost

reduction, scalability and flexibility in terms of

implementation and technology, as well as

improving data production and ease of access. To

achieve the success of an organization, you need

a combination of services that adapt to the

changing needs of enterprises. This adaptability is

due to the need for greater efficiency and lower

cost.

 Cloud Services, also have the potential to allow

improved and more effective communication

environments with its partners, and better access

to useful and necessary information in real time,

thus improving the scope and collaborative work.

3 BUSINESS MODEL

DEVELOPMENT

In this phase, we develop a business model as a

mobility strategy based on cloud services, this model

offers an alternative solution to the high number of

SMEs closures. For this purpose, we need a detailed

current situation of Ecuador’s PYMES.

3.1 Current Situation of PYMES in

Ecuador

EKOS magazine, in one of its publications, using

information provided by the Superintendencia de

Companías, and Security and Insurance agencies,

presents a summary of the evolution of small

businesses (See Figure 1). They identified that

30.56% of the enterprises had disappeared. It is also

worth to note that 16.66% of these enterprises stopped

being small enterprises and became micro businesses,

also 7.38% of small enterprises managed to ascend to

medium or large enterprises (EKOS, 2017).

Furthermore, EKOS magazine presented an

analysis of medium-sized enterprises from 2012 to

Figure 1: Evolution of small enterprises: 2012–2016.

2016 (See Figure 2), it can be seen that 24.75% of the

enterprises constituted in this interval were closured,

3.04% of them grew and 18.98% became small or

micro enterprises.

Figure 2: Evolution of SEMs 2012–2016.

According to analyzes presented by EKOS

magazine and the National Institute of Statistics and

Census - INEC (Labor and Business Panorama of

Ecuador 2017) (INEC, 2017), maintaining a SME in

Ecuador is a complex task, which depends on many

factors, most of which have to do with the operation

environment and market.

According to the Global Entrepreneurship

Monitor database (GEM 2017), the main causes for

enterprise closures since 2016 are: "Business was not

lucrative and had financing problems" (Global

Entrepreneurship Monitor, 2017).

Also, GEM 2017 highlights that behind these

causes are found 14 pillars that offer a broader

10%

20%

30%

40%

50%

60%

Down to small

or micro

enterprise

Growing to

large business

Medium

business

remained

Disappeared

between 2012

and 2015

Business Model as a Cloud Services-based Movility Strategy That Allows to Diminish the Number of PYMES Closures in Ecuador

599

analysis of the Quality of Entrepreneurship and its

Ecosystem. To find those pillars that would help

reduce the causes for enterprises closure, they

identified those reasons, that managed in a suitable

way, will allow a business to improve its production,

offer innovative products / services, be more

competitive, digitize its internal processes, allow

businesses to develop in a highly competitive market.

4 out of 14 causes were selected due to the following

analyzes based on the studies conducted by GEM

2017 (Global Entrepreneurship Monitor, 2017):

Technology Absorption: this pillar is under

development in Ecuador. According to GEM2017

statistics, it represents 21% of consideration in the

enterprises and place itself in position 8 in 2018 and

in position 11 in 2017 (1 is the lowest value, and 14

the highest), this points out that its application

decreased.

Competition: this pillar has not been fully exploited

by the enterprises, it takes third place, besides

representing 29% of application in the enterprises.

Product Innovation: this pillar is key when

encouraging a SME to be more competitive,

encouraging it to focus on delivering a product with

value added to its customers, however it is ranked 4,

this means that its implementation is scarce and has

29% of attention in enterprises.

Process Innovation: according to GEM 2017 studies,

most enterprises still perform their processes

manually, this pillar is placed 9th, and has a 19%

application in enterprises.

Based on these 4 pillars, the present business

model proposes the bases on which an SME should

be directed to create, provide and capture value in the

market. For this, it is necessary to guide their

strategies towards the mobility offered by cloud

services.

Continuing with the resolution to the research

questions proposed above, we proceed to analyze the

following question:

Is it possible to leverage a business model with the

selected technological trend? and does that allow to

assist and / or diminish the main causes of SMEs

mortality?

After the previous analysis, it was determined that the

technological trend to be used is Cloud Services,

based on it, a business model is designed.

The business model based on cloud services will

address the 4 pillars: Technological absorption,

competition, product innovation, and process

innovation. Thus, it becomes a fundamental part of

the strategy for an enterprise to excel, achieving a

reduction in the causes of business closures. This will

contribute to have quality, innovative, and

competitive businesses that will be on par of

technological advances.

The use of cloud services within the business

model becomes the new ally or strategic partner to

drive innovation at the enterprise level, mainly

offering cost reduction in information technology

(IT) resources and ease of data access, helping

managers take the right decisions in the right time and

with real time information.

3.2 Business Model

Our study is also based in Hamels’ proposal (Hamel,

2000), whose model is focused on one strategy, that

in our case is data mobility.

The business model based on cloud services is

composed by four elements:

3.2.1 Basic Strategy

It is essential to align the IT area with business

objectives, to specify this component, some questions

must be asked, they will define what the current

situation is and where you want to go, with this in

mind, the competency pillar will be developed. Some

of the questions that should be asked are:

 How big is the identified market segment?

 How will the offered product/service be?

 What clients’ problems will be solved with my

product/service?

 Where (geographic area) will my business be

developed?

 What makes my product different from others that

offer the same product?

 What is the proposal of value added that I offer to

my clients?

 Can the competency imitate my value added

proposal?

3.2.2 Strategy Resources

Once business strategies are identified, it is necessary

to recognize the areas of the SME in which it is

necessary to intervene: streamline processes,

production, corporate image, decision-making,

obtaining data of current situation in real time, etc.;

here it is needed to create and identify competitive

advantages, exploiting the pillars of: technological

absorption, product innovation and process

innovation.

An IT elements inventory of the SME must be

made, whether they are hardware, software or

network connections.

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3.2.3 Interface with the Client

It represents the way the SME will enter the market,

what services it will use to reach customers, and the

channels that it will use looking for a different

distribution chain. Within this component, several

alternatives for the use of cloud services are

presented.

For correct operation of services in the cloud, it is

necessary to have internet connectivity, for which the

Ley Orgánica de Telecomunicaicones (LOT)

promulgated in 2015, considers Internet access as a

basic service. With this, the Ministry of

Telecommunications and Information Society

(MINTEL) has among its objectives the plan of

connectivity 2016 - 2021 to prioritize the deployment

of infrastructure that offers connectivity to most of

the population. According to surveys by MINTEL, 8

out of 10 SMEs use Internet, this data favors and

drives the implementation of this business model.

The services in the cloud have 3 different options,

everything depends on the business of the SME, its

budget and its competitive strategy, below are the

main cloud service options:

IaaS Infrastructure as a service,

SaaS Software as a service,

PaaS Platform as a service,

3.2.4 Value Network

For the definition of this component, it is necessary to

identify the suppliers with whom we are going to work,

they will be the strategic partners. In addition, it will be

possible to carry out coalitions with competitors with

common interests, although this may represent risks, it

is part of the innovation of the SME.

Regarding technology service providers, below are

some providers that stand out among others for certain

characteristics of the technological services they offer,

which also include those that will allow an adequate

Internet connectivity according to the proposed

strategy.

For Internet connection providers, there is a wide

range of different plans for SMEs starting at $ 35 per

month.

A number of international enterprises offer services

in the cloud: IBM, Microsoft, Google, Amazon. In

addition, there are other providers that offer specific

services.

After proposing a business model based on cloud

services, the last research question is opened:

Is it possible to validate the proposed business model

through a case study?

To validate the proposed business model, two case

studies exist, we verified that the model represents an

improvement in SMEs competitiveness within its

environment using the survey technique (detailed in

Appendix A), the results are synthesized as follows:

 We got a perspective that enterprises, even if

they have a great trajectory at some point, had a crisis

that forced their managers to look for alternatives to

stay in the market and not closure.

 It was possible to corroborate that the pillars that

were taken into account influenced determinately on

closure of SMEs and that the proposed business

model can help them successfully pass this type of

crisis.

 It was confirmed that knowledge and application

of these services are gradually increasing.

 It was possible to determine that most

enterprises make use of cloud services despite not

having solid knowledge in this type of technology.

 There is evidence that the more knowledge you

have of the services in the cloud, the more th

application of them increases the benefit to the

enterprise.

 It is evident, with the results, that nowadays

people in charge of enterprises have an open mind

ready for change to empower themselves in their

markets.

 We could conclude that the service level

agreements between the client and the provider

should be able to increase user confidence in cloud

services.

4 CONCLUSIONS

Once our research is complete, we can conclude that

the first three months after the creation of an

enterprise are critical and therefore must be well

founded with solid grounds such as structure

organization and planning, allowing to redirect all its

resources to meet every objective, and even going

beyond the level of competitiveness in the market

they work.

Through a business model, it is possible to assist each

of the pillars that determine the quality of enterprises,

this allows to reduce enterprise mortality causes. In

the present study, the proposed model is mainly based

on the following pillars: technological absorption,

competition, product innovation and process

innovation, making them a fundamental part of the

proposed strategy, in this way we will get a quality,

innovative and competitive business that will be on a

par with technological advances.

The use of cloud services within a business model

becomes the ally to drive innovation at the enterprise

level, offering IT cost reduction and data ease of

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601

access, supporting managers in the decision-making

process. Right decisions at the right time and with

real-time information.

According to the interviews with executives of

two Ecuadorian SMEs, we learned that there is a lack

of knowledge about cloud services, their benefits,

advantages and applications within an enterprise, all

that can contribute to improve their productivity,

innovation and competitiveness as well as keeping

them at the technological forefront.

The proposed business model will transform the

current way of managing SMEs, it highlights the use

of technology to turn it into a competitive and

innovative enterprise, thus decreasing the main

causes of mortality of SMEs.

REFERENCES

Burgos, M., Herrera, J. (2018, Febrero). Investigación

cualitativa para establecer las principales causas que

limitan el crecimiento de las PYMES. Retrieved from

Universidad de Guayaquil:

http://repositorio.ug.edu.ec/bitstream/redug/29422/1/In

v.%20Cuali.%20Factores%20que%20Limitan%20el%

20Crecimiento%20de%20las%20Pymes.pdf

Cardoza, G., Fornes, G., Farber, V., Gonzalez, R., Ruiz, J.

(2016). Barriers and public policies affecting the

international expansion of Latin American SMEs:

Evidence from Brazil, Colombia, and Peru. Journal of

Business Research , 2030-2039.

Cerritos, V. (2015, Marzo). Anuario de Investigación

Universidad Católica de El Salvador. Retrieved from

Influencia de la nube de cómputo en el desarrollo

económico de las PYMES en El Salvador:

http://repositoriounicaes.catolica.edu.sv/bitstream/123

456789/104/1/24CloudAnVol4.pdf

Chávez, D. (2016). Repositorio Universidad Simón Bolívar.

Retrieved from Diseño de un modelo de gestión para la

aplicación del cloud computing enfocado a la

productividad de las PYME ecuatorianas:

http://repositorio.uasb.edu.ec/bitstream/10644/5686/1/

T-2326-MBA-Chavez-Dise%C3%B1o.pdf

EKOS. (2017, Octubre 17). EKOS NEGOCIOS. Retrieved

from

http://www.ekosnegocios.com/negocios/verArticuloC

ontenido.aspx?idArt=9813

Global Entrepreneurship Monitor. (2017). ESPAE -

Graduate School of Management ESPOL. Retrieved

from http://espae.espol.edu.ec/wp-

content/uploads/documentos/GemEcuador2017.pdf

Hamel, G. (2000). Liderando la Revolución. Bogotá:

Ediciones Gestión 2000.

INEC. (2017). Ecuador en Cifras. Retrieved from

http://www.ecuadorencifras.gob.ec/documentos/web-

inec/Bibliotecas/Libros/Panorama%20Laboral%20201

7.pdf

Osterwalder, A., Pigneur, Y. (2010). Business Model

Generation. España: Centro Libros PAPF, S. L. U.

Sánchez, C., Vargas, J. (2018). Crecimiento en PYMES en

base a sus recursos: Caso Gasticom. Revista de la

Agrupación Joven Iberoamericana de Contabilidad y

Administración de Empresas (AJOICA) , 33-45.

Sánchez, J., González, G. (2017). Estrategias de Comercio

Electrónico para Implantar un Modelo de Marketing

por Internet. Revista Mercados y Negocios por

Departamento Mercadotecnia y Negocios

Internacionales - Universidad de Guadalajara , 32-41.

Zaridis, A., Mousiolis, D. (2014). Entrepreneurship and

SME's Organizational Structure - Elements of a

successful Business. Procedia - Social and Behavioral

Sciences , 463-467.

APPENDIX A

Survey to measure the contribution of using a business

model as mobility strategy based on cloud services

Estimado empresario, la información proporcionada en la

presente encuesta tiene fines estrictamente académicos, la

cual permitirá recabar información que permita evaluar el

aporte de un Modelo de Negocios basado en Servicios en la

Nube para el desarrollo de las PYMES en el Ecuador.

DATOS INFORMATIVOS:

Nombre de la empresa: ______________________

Nombre del encuestado: ______________________

Puesto que ocupa en la empresa: ________________

Número aproximado de empleados: _____________

PREGUNTAS:

Seleccione la respuesta que más se ajusta a la realidad de su

empresa.

1. ¿Su empresa ha presentado por lo menos una crisis que

le haya hecho pensar en cesar sus actividades?

2. Si su respuesta anterior fue afirmativa. ¿La crisis por la

que atravesó su empresa tuvo que ver con alguno de los

siguientes aspectos: i) Tecnología Obsoleta; ii)

Competitividad; iii) Falta de Innovación de un

producto/servicio o falta de innovación en los procesos

internos?

3. ¿Qué nivel de conocimientos tiene sobre los

servicios en la nube?

MUCHO

POCO

NADA

4. ¿Su empresa ha utilizado o está utilizando algún

servicio en la nube?

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5. Si su respuesta anterior fue afirmativa. ¿Qué

servicio está utilizando?

Infraestructura como Servicio (Ejemplo:

servidores virtualizados o centro de datos)

Software como Servicio (Ejemplo: correo

electrónico, sistema de facturación, ERP, CRM,

etc.)

Plataforma como Servicio (Ejemplo: plataforma

que le permita desarrollar aplicaciones como

Zimbra)

6. ¿Sabía que el uso de servicios en la nube puede

ayudarle a reducir costos en tecnología, además de

permitir a su empresa innovar y ser más competitiva?

7. ¿Sabía que su empresa puede mantenerse a la

vanguardia tecnológica, acceder a aplicaciones que le

permiten fidelizar a sus clientes, digitalizar sus

procesos internos, entre otros beneficios haciendo uso

de los servicios en la nube y pagando de acuerdo a sus

necesidades?

8. ¿Su empresa cuenta con un Modelo de Negocio,

es decir tiene una estrategia planteada que le permite

cumplir los objetivos de su negocio?

9. ¿Estaría dispuesto a implementar un Modelo de

Negocio basado en servicios en la nube dentro de su

empresa, si este le ofrece: modernizar su tecnología,

ser más competitivo, innovar su producto/servicio e

innovar sus procesos internos?

10. Si su respuesta anterior fue afirmativa. ¿Cuál

sería su principal preocupación sobre la

implementación del Modelo de Negocios planteado?

La seguridad y confidencialidad de los datos.

Pérdida de control.

Dependencia de un proveedor.

__________________________

Firma

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