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The huge challenge of making a startup “come on” is known and feared in all corners of the world. In Brazil, with even more complicated scenarios and conditions (market, access to credit, legislation, investment), it becomes a fundamental point to have a chance to escape the “Death Valley of Startups” statistics, which eliminates more than 80% of them in their first year of operation. Therefore, starting a business with a well-defined initial strategy can be the key point between taking off and gaining altitude, or not even getting to take off.

Why is winning business modeling critical for startups?

There is quite a distance between a great idea and a winning business model. They are as far away as a business model that didn't pull off in the initial attempts and one that takes off.

As a fundamental part of the strategy, business modeling aims to evaluate and point out ways to enable and optimize startups, considering the different scenarios in which it operates - external, internal and dynamic. Competitors, suppliers, consumers, chains, channels, unique value proposition. All approached in a unified and conclusive way, a fundamental point to guide the business modeling.

From an established firm business model, it is time to quantify the expected results in a projected business plan. A business model must prove viable by numbers before being tested in a structured MVP. Be it in a company/startup format or even a specific traction, expansion or pivoting project.

What is the ideal path to build/adapt a winning business model?


  • Self-knowledge leads to the domain of the business territory - purpose, differentials, threats and limitations, personas = VALUE PROPOSAL

Once you've mastered the territory, it's time to (re)shape your business. And not the other way around!


  • Obstacles and accelerators reside within the business model itself, in the competitive scenario and in changes of course along the way. Knowing the biggest possible challenges/opportunities, having already thought about them and having good chances to overcome/take advantage of them = BUSINESS MODEL

Once the arrival point is agreed and the starting point is known, whoever chooses the best route and better masters obstacles and accelerators along the way will have a greater chance of exiting on the other side


  • Once the business model is defined, it is time to verify the behavior of the financial projections in terms of income and expenses, and apply the necessary adjustments to the previously defined business model = BUSINESS PLAN


The ideal scenario closes with a Business Plan that is based on strategy, considers and meets internal, external and dynamic demands and proves viable in financial numbers.


  • Only after that is started a structured MVP that has the objective of proving itself the winner by strategic indicators of the operation.

This is your ideal track for Go Live against Death Valley and for successful pivots!

What are the main benefits of starting with a well-defined strategy?


  • Carry your essence and references always worked with you – USP, relationship Personas, differentials = VALUE PROPOSAL

  • Face the challenges of take-off, acceleration, competition and possible changes in the path, strengthening the perspective of the company's perpetuity in line with its essence = COMPETITIVENESS

  • Realize faster any problems and new business opportunities = FOCUS ON VALUE

  • Have a great reference to measure performance, compare expectations and reality, and to make assertive decisions about other tests and paths, what to accelerate and what to brake = STRATEGIC OPERATION MANAGEMENT


How can DMS help?


  • Professionals with relevant experience in startup management in different segments and phases

  • Broad and deep vision of the market and business to support the construction of the strategy

  • Understanding the company's moment and intervention aimed at the real scenario

  • Team with proven experience and ability to apply to your context

Market View

McKINSEY ARTICLE - April 22.2021

“...How do we actually go about building a business? Getting the answer to this question right is crucial because it shapes the entire operating model of the business-building venture, with significant implications in terms of budget, organization, and strategic direction.


Recent research conducted by Lewis Research and Insights with 2,600 participants from various countries, including Brazil, shows the following results:

For 66% of respondents, the company's values ​​are the determining factor in choosing an employer – For 19%, it is the company's leadership.

The three attributes most valued in a CEO are, in order: Vision, Determination, and Empathy.

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