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Desenvolvimento e monetização de serviços de consultoria em empresas SaaS : o caso Catapult
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A presente dissertação analisa a conceção, entrega e comercialização de serviços de consultoria baseados em dados, como complemento a soluções de Software-as-a-Service (SaaS) no contexto do desempenho desportivo profissional. Com base em modelos de marketing businessto-business (B2B) e em serviços tecnológicos, a investigação centra-se num dilema estratégico: embora a consultoria seja frequentemente vista como essencial para integrar dados na tomada de decisão, pode enfrentar resistência quando apresentada como um serviço pago, sobretudo em contextos de restrições orçamentais. Foi realizado um inquérito quantitativo, de natureza descritiva e exploratória, junto de clubes e federações de futebol masculino federados, para analisar a perceção sobre o valor da consultoria, as barreiras à sua adoção, os modelos de acesso preferidos e os fatores de valorização. Os resultados indicam que a consultoria baseada em dados aumenta o valor percebido das soluções SaaS e influencia positivamente a escolha do fornecedor. No entanto, os participantes manifestam forte oposição quando a consultoria é utilizada como mecanismo de venda de soluções de nível superior, sendo frequentemente percecionada como uma camada facilitadora e não como um complemento de elevado valor acrescentado. As restrições orçamentais surgem como o principal desafio, enquanto as preocupações com confidencialidade variam entre segmentos organizacionais. Os participantes evidenciam também expectativas elevadas quanto à padronização, nomeadamente em metodologias claras e resultados estruturados. Os resultados sugerem a adoção de uma estrutura de serviços modular e em camadas, combinando consultoria limitada integrada em assinaturas, ofertas padronizadas aplicáveis a múltiplos clientes e projetos personalizados para organizações de maior dimensão.
This dissertation explores the design, delivery, and commercialization of data-driven consulting services as a complement to Software as a Service (SaaS) solutions within the context of professional sports performance. Drawing on business-to-business (B2B) marketing and technology-based service business models, the research centers on a fundamental strategic dilemma: although consulting is often perceived as an essential step in integrating performance data into decision-making processes, it may not be well received when presented as a paid service, particularly under budget constraints. A quantitative, descriptive, and exploratory survey was conducted among federated men's soccer clubs and federations to capture perceptions of consulting value, adoption barriers, preferred access models, and key value drivers. The findings indicate broad consensus that datadriven consulting enhances the value derived from SaaS and positively influences supplier selection. However, respondents strongly oppose consulting when framed as a direct mechanism for upselling higher-tier solutions, suggesting that consulting is primarily perceived as a facilitating layer rather than a high-value add-on. Budget constraints emerge as the primary challenge, while concerns regarding confidentiality vary across organizational segments. Participants also express high expectations regarding standardization, particularly in terms of clear methodologies and structured outcomes, which are identified as key determinants of perceived value. The results support the adoption of a modular and layered service structure, including limited consulting embedded within subscription packages, more standardized service offerings applicable to multiple potential clients, and more tailored engagements designed for larger customers.
This dissertation explores the design, delivery, and commercialization of data-driven consulting services as a complement to Software as a Service (SaaS) solutions within the context of professional sports performance. Drawing on business-to-business (B2B) marketing and technology-based service business models, the research centers on a fundamental strategic dilemma: although consulting is often perceived as an essential step in integrating performance data into decision-making processes, it may not be well received when presented as a paid service, particularly under budget constraints. A quantitative, descriptive, and exploratory survey was conducted among federated men's soccer clubs and federations to capture perceptions of consulting value, adoption barriers, preferred access models, and key value drivers. The findings indicate broad consensus that datadriven consulting enhances the value derived from SaaS and positively influences supplier selection. However, respondents strongly oppose consulting when framed as a direct mechanism for upselling higher-tier solutions, suggesting that consulting is primarily perceived as a facilitating layer rather than a high-value add-on. Budget constraints emerge as the primary challenge, while concerns regarding confidentiality vary across organizational segments. Participants also express high expectations regarding standardization, particularly in terms of clear methodologies and structured outcomes, which are identified as key determinants of perceived value. The results support the adoption of a modular and layered service structure, including limited consulting embedded within subscription packages, more standardized service offerings applicable to multiple potential clients, and more tailored engagements designed for larger customers.
Descrição
Palavras-chave
Marketing B2B SaaS Consultoria baseada em dados Análise desportiva B2B marketing Data-driven consulting Sports analytics
Contexto Educativo
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Licença CC
Sem licença CC