Business Model of National “E-commerce” in the Context of the Agreement between Mercosur and European Union

Gabriel Victor Soares Andriani; Natan de Souza Marques

DOI: 10.22167/2675-6528-202602945

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Abstract

The trade agreement between Mercosul and the European Union represented a potential milestone for international trade, as it altered the competitive dynamics of Brazilian e-commerce, a sector already consolidated as one of the main digital markets in Latin America. In this context, the study sought to understand the emerging opportunities for Brazilian companies operating in the digital environment. The central objective was to propose a business model for the e-commerce sector, based on the identification of opportunities arising from the implementation of the agreement. A mixed methodological approach was adopted. A qualitative stage was carried out with semi-structured interviews with industry professionals to collect perceptions and analyses on the impacts of the agreement in the national context. Subsequently, a preliminary business model was developed, which was submitted for validation through a quantitative stage with questionnaires applied to the target audience. The data were analyzed, allowing for the validation of the model and the verification of its practical applicability. The study contributed to the understanding of the opportunities generated by the agreement and to the proposal of a business model for the sector.

Keywords: Entrepreneurship; Importation; Economic integration; Strategic opportunity; Tariff reduction.

1. Introduction

In recent decades, the intensification of globalization and the advancement of digital transformation have significantly redefined international trade and the insertion of companies into global value chains. The development of information technologies, the expansion of connectivity, and the emergence of digital platforms have driven e-commerce as one of the main vectors of economic growth and organizational innovation. Data indicate that the global volume of e-commerce sales has surpassed 26.7 trillion dollars, evidencing the economic and strategic relevance of this sector in the contemporary context (UNCTAD, 2023). This scenario has been widely discussed in the literature on entrepreneurship, innovation, and strategy, which highlights the need for constant adaptation and reformulation of business models in highly competitive digital environments (Blank and Dorf, 2014; Aulet, 2018).

Concurrently, a strengthening of economic relations between regional blocs is observed, with emphasis on the association agreement between the Southern Common Market [MERCOSUR] and the European Union. Initiated in 1999 and concluded in 2019, after two decades of negotiations, this agreement represents a relevant milestone in the process of economic integration. As pointed out by the European Commission, the central objectives include the reduction of customs tariffs, the improvement of regulatory cooperation, and the promotion of sustainable trade practices, including requirements related to environmental and labor aspects (European Commission, 2020). Estimates indicate that, once implemented, the agreement could significantly increase bilateral trade flow, with direct impacts on strategic sectors of the economies involved, including e-commerce (UNCTAD, 2023).

The agreement was officially signed on January 17, 2026, in Asunción, Paraguay, a few days after authorization by the Council of the European Union. Although it represents a significant advancement, the agreement still faces legal and political obstacles, particularly in the European context. To enable its implementation, it was decided to divide the treaty into two instruments: the Interim Trade Agreement (ITA), focused on tariff provisions and dependent on the approval of the European Parliament, and the Partnership Agreement (EMPA), which covers the political and cooperation pillars and requires ratification by the national parliaments of the 27 member states of the European Union, configuring a more complex and prolonged process.

In this context, relevant opportunities arise, but also considerable challenges, especially for companies operating in dynamic and highly competitive digital environments, such as the e-commerce sector. This makes it particularly relevant, from an academic and practical point of view, to understand how the economic agreement between Mercosul and the European Union can influence the development of business models in Brazilian e-commerce. The concept of business model, adopted in this work, is based on the definition proposed by Osterwalder and Pigneur (2013), which describes the logic of value creation, delivery, and capture by an organization, structured through nine interdependent blocks.

The need to explore these dynamics and provide a framework for entrepreneurs and researchers justifies the present research. Thus, the objective of this work is to propose a business model for a Brazilian “e-commerce” company, considering the opportunities arising from the economic agreement between Mercosur and the European Union, based on the identification, through exploratory research and literature review, of the challenges and opportunities associated with this agreement for the national “e-commerce” sector, as well as the analysis of experts’ perception of its economic, regulatory, and strategic impacts, in addition to the validation of the proposed model through the application of questionnaires to the target audience.

2. Material and Methods

This research was characterized as applied, seeking to propose and validate a business model for the Brazilian e-commerce sector, considering the opportunities and challenges arising from the trade agreement between Mercosur and the European Union. A mixed methodological approach was adopted, combining qualitative and quantitative stages sequentially and complementarily. The researcher acted as an external observer of the investigated phenomenon, without direct intervention in the participants’ practices or routines (GODÓI; BANDEIRA-DE-MELLO; SILVA, 2010).

Initially, a bibliographic and documentary review was carried out to theoretically ground the study and contextualize the operating environment of e-commerce. Books, scientific articles, institutional reports, and official documents from national and international organizations were analyzed. The topics covered included e-commerce, digital business models, international economic integration, and the economic and regulatory aspects of the Mercosul-European Union agreement.

In the qualitative stage, semi-structured interviews were conducted with Brazilian professionals working in the e-commerce sector or with experience in foreign trade. Participant selection was carried out through non-probabilistic convenience sampling, prioritizing accessibility and the relevance of the professional profile to the study’s objectives. The interviews were conducted remotely, using digital videoconferencing platforms, or in person, according to participant availability.

An interview script was previously elaborated and used as a data collection instrument, allowing flexibility for the deepening of the topics addressed. The data collected in the interviews were submitted to qualitative analysis, with the purpose of identifying patterns, recurring perceptions, and relevant insights that could support the construction of the proposed business model.

Subsequently, a preliminary business model was developed, based on the Customer Development methodology proposed by Blank and Dorf (2014). This approach was used due to its suitability for the objective of structuring and validating a business model in a context of uncertainty, allowing the construction and adjustment of the model based on empirical validation of hypotheses with experts and clients.

For the development of the business model, several strategic analysis and modeling tools were employed. The PESTEL Analysis was applied to examine the political, economic, social, technological, environmental, and legal factors that influence the external environment of the e-commerce sector (MARMOL, 2015). Porter’s Five Forces model (PORTER, 1999) was used to assess the competitive structure of the sector and the degree of market attractiveness.

The Abell Matrix (ABELL, 1980) contributed to the definition and delimitation of the business’s strategic scope, analyzing the dimensions of customers served, needs to be met, and technologies involved. The Business Model Canvas (BMC), according to Osterwalder and Pigneur (2013), was the central instrument for structuring, visualizing, and testing the model’s hypotheses, through its nine constituent blocks.

The SWOT Analysis (SETH, 2015) was employed to synthesize the strengths, weaknesses, opportunities, and threats identified throughout the research, aiding in strategy formulation. Complementarily, the 4Ps of Marketing (Product, Price, Place, and Promotion) were used to assist in defining marketing strategies related to the value offering to the consumer (PERREAULT JR.; CANNON; MCCARTHY, 2013).

The market segment selected for the model’s development was that of wines and spirits of European origin. This choice considered the compatibility with the proposed e-commerce model, the consumer public’s interest in imported products, and the existence of growing demand for differentiated beverages, associated with quality, tradition, and diversity of origins.

In the quantitative stage, an online questionnaire was applied to e-commerce users, with the objective of understanding consumer behaviors, expectations, and perceptions, as well as supporting the validation of the developed business model. The questionnaire was administered through the digital platform Google Forms, consisting predominantly of objective questions, which enabled the structured and standardized collection of data (GERHARDT; SILVEIRA, 2009).

The sample for the quantitative stage was defined non-probabilistically and with voluntary participation, being open to individuals over 18 years of age, with no restrictions regarding sociodemographic profile. The data from the questionnaire were treated through descriptive statistics, allowing the systematization of information and the identification of trends in consumer behavior. The integration of qualitative and quantitative results guided the validation of the business model, in line with the principles of the mixed research method.

All data collection processes were carried out in accordance with the standards established by the Research Ethics Committee (CEP). The participation of interviewees and respondents occurred voluntarily, with express agreement in the Free and Informed Consent Form (TCLE). The CEP provided the Certificate of Presentation for Ethical Appreciation (CAAE) No. 95782125.2.0000.9927.

3. Results and Discussion

This section details the study’s results and discussion, integrating the data obtained through interviews with industry experts, the literature review on the Mercosur-European Union agreement and Brazilian e-commerce, and the information collected through online questionnaires. The analysis of these evidence sources allowed for the construction of an initial business model, focused on the identified opportunities and challenges. Subsequently, quantitative data were used to assess the empirical adherence of the proposed model, supporting its validation and the identification of necessary adjustments for its practical applicability in the market.

Interviews

Five semi-structured interviews were conducted, four with entrepreneurs in the Brazilian e-commerce sector and one with an employee of a company whose main sales channel is e-commerce. The participating companies varied in size, with teams of approximately five to thirty employees, and operated in diverse segments, such as appliance resale, general merchandise sales, automobile sales, cosmetics, and professional audio equipment. This diversity of profiles contributed to a comprehensive view of market perceptions.

Entrepreneurs demonstrated limited knowledge of the trade agreement between the Southern Common Market [MERCOSUR] and the European Union, basing their perceptions on superficial media information and public debates, without technical depth. This limitation restricted the interviewees’ ability to assess the concrete effects of the agreement on their business models, directly impacting the use of these results for the development of the proposed model. Despite this, their general perceptions of the scenario were valuable for contextualizing the study.

Despite differences in size and segment, the interviewees shared similar perceptions about the agreement. No entrepreneur foresaw direct and significant impacts on their business models in the short term, mainly due to the origin of their products, mostly manufactured in China, acquired from national distributors, or produced locally. The general perception was that the effects would be positive, but restricted to specific segments of the Brazilian market.

A notable exception was the cosmetics sector entrepreneur, who, although not currently working with European brands, assessed that the agreement could facilitate the entry of new products and brands from the European Union at more competitive prices. This perspective highlights the agreement’s potential for specific niches, especially those where tariff reduction can directly influence the competitiveness of imported products. The majority of respondents agreed that the tariff reduction applies only to products effectively produced in the European Union, limiting the scope of the benefits (European Commission, 2020).

Regarding sales channels, respondents did not consider having their own website as an essential strategic factor, given the high concentration of the Brazilian e-commerce market in large marketplaces such as Mercado Livre, Shopee, Amazon, and Magazine Luiza (Conversion, 2026). All entrepreneurs operate exclusively via marketplaces, and two of them discontinued their own platforms due to high maintenance, operation, and traffic acquisition costs, which were not offset by the revenue generated. This reality highlights the dominance of major players and the preference for more efficient channels.

None of the entrepreneurs adopt formal strategies to mitigate exchange rate risk, accepting exposure to foreign currency fluctuations. They justify this stance by the perception that the impact of exchange rate variations is insignificant, considering the sales volume and the current structure of their businesses. This approach indicates a prioritization of other management areas over the complexity of exchange rate risk management in their daily operations.

For beginner entrepreneurs, a recurring recommendation was to pay attention to the marketing of counterfeit products, a prohibited but common practice in large marketplaces, which generates unfair competition. The interviewees suggested that acting as an official reseller of foreign brands can be a competitive advantage, as some brands use tools to identify irregular offers. However, this protection is limited, especially for used products, which are generally not covered by the brands’ control mechanisms.

The agreement and its impact on the Brazilian market

One of the most tangible aspects of the trade agreement between Mercosur and the European Union is the reduction of tariffs, with direct impacts for Brazilian consumers and companies. The European Union is a major producer of industrial goods, machinery, pharmaceuticals, and high-end consumer items, which currently face high import tariffs in Brazil. These tariffs range, on average, between 14% and 35% for various European products traded in the country.

The agreement provides for the elimination of these tariffs, either immediately or gradually, over periods ranging from ten to fifteen years, depending on the sector and product. This change tends to expand access to European goods, influence price dynamics and competitiveness in the Brazilian market (Siscomex, 2026). The tariff reduction may also decrease the production costs of national industries, stimulating investments, technological modernization, and productivity gains.

In general, the expected effects of the agreement include greater trade integration, intensified competition, and changes in pricing, supply, and market positioning strategies of companies in the affected sectors (European Commission, 2020). It is crucial to emphasize that tariff benefits apply exclusively to products effectively produced in the European Union. European brands with manufacturing units in other countries will not be directly impacted by tariff reductions, delimiting the economic scope of the measures.

Among the main segments benefiting from the tariff reduction, the automotive sector stands out, with an emphasis on luxury, sports, and electric vehicles, the alcoholic beverage market, such as wines and spirits, and gourmet foods and processed products, including cheeses, fine chocolates, and olive oils. Furthermore, the segments of clothing, footwear, luxury goods, pharmaceuticals, chemicals, cosmetics, and industrial machinery and equipment are also pointed out as beneficiaries (Siscomex, 2026).

Market segment definition

The definition of the market segment considered the author’s personal interest, ease of entry, and commercialization viability via e-commerce. Segments such as machinery and vehicles were excluded due to their logistical and operational specificities. The luxury goods market was also discarded, as it operates mainly through official physical stores, where customer experience is central and online sales are generally conducted on the brands’ own platforms.

The pharmaceutical sector was excluded due to the regulatory requirements, authorizations, and registrations necessary for the legal marketing of products in the country, which represent a significant barrier for small companies. In this context, the analysis focused on the cosmetics, gourmet and processed foods, wines, and alcoholic beverages sectors, which present lower barriers to entry, although they still require compliance with specific regulatory requirements, such as those established by the National Health Surveillance Agency (Anvisa, 2025).

Among the analyzed segments, the market for wines and spirits of European origin was selected due to its compatibility with the proposed e-commerce model. This choice is justified by the consumer public’s interest in imported products and the growing demand for differentiated beverages, associated with quality, tradition, and diversity of origins. The business model’s value proposition can be built around these attributes, taking advantage of tariff reduction to offer more accessible products.

Development of the initial business model

Based on the selected segment, a business model was developed, grounded in the integrated application of various strategic and modeling tools. The PESTEL Analysis, Porter’s Five Forces model, the Abell Matrix, the Business Model Canvas (BMC), SWOT Analysis, and the 4Ps of Marketing were used. This multifaceted approach allowed for an in-depth understanding of the operating environment and the structuring of a robust value proposition.

PESTEL Analysis

The PESTEL Analysis was applied to the wine and spirits sector in Brazil to identify external factors impacting the market, entry conditions, business operations, and consumer behavior (Marmol, 2015). In the political factor, the Mercosur-EU agreement is relevant, foreseeing the phased reduction of import tariffs on alcoholic beverages to zero over twelve years, which may favor trade fluidity and stability in relations with Europe.

In the economic aspect, the volatility of the euro/real exchange rate is a significant risk factor, directly impacting import costs and profit margins. Furthermore, the Brazilian market faces increased competition from national producers and from wines from Argentina and Chile, which already benefit from zero import tariffs, intensifying competitive pressure on European products. This dynamic requires careful management of prices and costs to maintain competitiveness.

Socially, a shift in the behavior of alcoholic beverage consumers in Brazil is observed, marked by “premiumization,” with a migration towards fine wines and premium spirits, valuing quality and differentiated experiences (NielsenIQ, 2025). This movement is associated with the growth of the “accessible luxury” segment, which makes products of higher perceived value attainable for middle classes (Silverstein and Fiske, 2003), and with the demand for products aligned with health and well-being, such as organic and lower-alcohol content options.

The strengthening of more informed consumers, who value origin, history, and production processes, also influences purchasing decisions (NielsenIQ, 2025). Additionally, Generation Z demonstrates greater pragmatism and caution in consumption (Francis and Hoefel, 2020), with a reduction in the propensity to consume alcohol, signaling a possible transformation in demand patterns and implying potential adjustments for businesses focused on the commercialization of these products.

Technologically, e-commerce and omnichannel strategies have consolidated in the wine and alcoholic beverages sector in Brazil, with digital platforms and delivery apps gaining relevance (Conversion, 2026). The advancement of traceability technologies, such as blockchain, aids in authenticating origin and combating counterfeiting. The improvement of specialized logistics, with temperature control, is essential for preserving product quality (Cordeiro et al., 2025).

In the environmental context, climate change in Europe impacts wine production, especially in countries like France and Italy, where droughts and extreme events reduce harvest volumes and increase prices at origin. In parallel, there is a strengthening of sustainable practices, with growing adoption of recyclable packaging and sustainable production labels, influencing production and consumer value perception (International Organisation of Vine and Wine, 2024).

Legally, the tax reform instituted by Complementary Law No. 214/2025 stands out, establishing a new consumption taxation system in Brazil. The norm provides for the creation of a selective tax, known as the “sin tax”, which applies to products harmful to health or the environment, including alcoholic beverages, with rates between 46% and 62%, depending on the alcohol content. The implementation of this new model is scheduled for 2027 (Brazil, 2025).

Porter’s Five Forces

Porter’s Five Forces model was applied to the wine and spirits market in Brazil to evaluate the sector’s competitive structure and industry attractiveness (Porter, 1999). Rivalry among competitors is high, due to the sector’s strong fragmentation, with the participation of specialized stores, large importers, e-commerce platforms, and food retail chains. Digital marketplaces intensify competition with aggressive pricing and shipping policies (Conversion, 2026).

The prospect of tariff reduction in the Mercosul-EU agreement tends to increase the number of competitors, facilitating the entry of medium-sized importers that previously faced cost restrictions, thereby reinforcing competitive pressure. Supplier bargaining power is moderate, depending on company size. Large conglomerates, such as LVMH, holders of established brands, exert high bargaining power, controlling prices and volumes.

On the other hand, the existence of a large contingent of medium-sized producers in European countries, such as Spain, Portugal, and Italy, interested in accessing the Brazilian market, tends to be intensified by the reduction of import tariffs. This expands the purchasing power of national buyers (International Organisation of Vine and Wine, 2024). The threat of substitute products is high, with intense competition for the consumption of alcoholic and non-alcoholic beverages, a phenomenon known as “share of throat”.

The growth of ready-to-drink beverages, such as canned gin and tonics and hard seltzers, driven by convenience and appeal to younger audiences, adds to the expansion of non-alcoholic beverage consumption, like mocktails. This trend, associated with the changing habits of Generation Z, which shows a lower propensity for alcohol consumption, increases competitive pressure on the sector (Euromonitor International, 2025). The threat of new entrants is moderate.

Although the Mercosul-EU agreement facilitates the entry of European products, local sanitary rules, which may differ from European standards, must still be respected. Regulatory requirements from the Ministry of Agriculture, Livestock and Supply (Mapa), such as specific licenses and labeling requirements, may restrict market entry (Brazil. Ministry of Agriculture and Livestock, n.d.). Buyer bargaining power is high in the Brazilian market.

This elevation is due to the high price sensitivity and broad access to information by consumers. The ease of comparing offers and the practically nonexistent switching cost reduce loyalty, with small price variations being sufficient to direct purchasing decisions. The widespread use of price evaluation and comparison applications diminishes the influence of sellers and increases the transparency of the decision-making process (Conversion, 2026).

Abell Matrix

The Abell Matrix was used to define and delimit the scope of the business’s activities, analyzing the market from three dimensions: customers served, needs to be met, and technologies employed (Abell, 1980). In the context of this work, the matrix served as the basis for the construction of subsequent analyses and for the alignment between the chosen segment, the value proposition, and the adopted strategies, seeking differentiation in a competitive market of wines and spirits.

On the customer axis, segmentation was carried out in three groups: the “Wine Enthusiast”, who seeks specific and differentiated labels from regions less present in conventional retail; the “Corporate Gifts”, who value products with greater symbolic value and association with European origin; and the “Euro-aspiring Consumer”, belonging to classes B and C, who consumes mid-range South American wines but aspires to European labels, whose accessibility tends to increase with the Mercosul-EU agreement. This last profile represents an expanding market, seeking greater quality and curation.

On the needs axis, the business model seeks to go beyond the simple acquisition of the product, contemplating symbolic, informational, and logistical dimensions. The demand for “accessible luxury” stands out, with access to European products at fairer prices due to the reduction of import duties. The need for education and curation is fundamental, given the insecurity of some consumers in their choices and the appreciation of guidance that reduces purchase risk. The guarantee of origin and authenticity of products, as well as adequate transport conditions, especially temperature control, are crucial. Logistical convenience, with fast and secure delivery, is a basic requirement in e-commerce.

On the technological axis, the tools and skills that enable meeting needs and delivering the value proposition are analyzed. The Mercosul-European Union agreement allows the adoption of a direct import model, with commercial relations with European cooperatives and medium-sized producers, reducing costs by eliminating intermediaries. Complementarily, marketplace platforms and social networks are used, with “brand publishing” strategies based on educational content, such as short videos led by experts, fluidly connecting information and purchase decisions. From an operational point of view, partnerships with logistics companies capable of ensuring adequate transport, preserving the quality of wines sensitive to Brazilian climatic conditions, are highlighted. Finally, the use of data intelligence and CRM systems allows for the personalization of the shopping experience, with recommendations based on consumption history, strengthening “cross-selling” strategies and increasing the perceived value by the customer. The main elements of the Abell Matrix of the proposed business model include: Needs (Accessible luxury, Curation, Product authenticity, Logistical convenience), Customers (Wine enthusiasts, Companies for corporate gifts, “Euro-aspirant” consumer) and Technologies (Uncomplicated import via EU-Mercosul agreement, Marketplace platforms, Social media presence with brand publishing, Safe and reliable logistics, Good customer relationship management via CRM).

Business Model Canvas

The Business Model Canvas (BMC) was employed as a strategic tool to visualize and analyze the business model through nine integrated blocks (Osterwalder and Pigneur, 2013). The central strategy consists of exploring the reduction of import taxes as a competitive advantage, enabling the offer of European wines at more accessible prices to the Brazilian consumer interested in elevating their consumption standard. The proposed business model details the following blocks: Customer Segments, Value Proposition, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure.

Customer Segments include the “Aspiring European” profile (classes B and C), Wine Enthusiasts, and the Corporate segment (for gifts). The Value Proposition is based on “Affordable European Luxury”, exclusive wines from small European producers, curation, provenance guarantee, and secure delivery. Distribution Channels encompass social networks (Instagram and TikTok), marketplaces (iFood, Mercado Livre, and Zé Delivery), and Business WhatsApp. Customer relationship is built through social networks, educational newsletters, personalized automation, and post-sale emails.

The Revenue Streams derive from sales on marketplaces and social networks, upsell at checkout (accessories, volume discount) and seasonal kits. The Key Resources are the import license, climate-controlled inventory, and marketplace and social network platforms. Key Activities include import, portfolio curation, and paid traffic management. Key Partnerships are with small and medium-sized cooperatives in Europe, specialized logistics operators, and niche influencers. The Cost Structure involves the cost of goods, local taxes, marketing (social media ads), and warehousing and logistics.

SWOT Analysis

The SWOT analysis was used to evaluate the organization’s competitive position, identifying and systematizing internal factors (strengths and weaknesses) and external factors (opportunities and threats) that influence its performance (Seth, 2015). This analysis allowed for the formulation of coherent strategies to maximize competitive advantages, mitigate risks, and seize opportunities. Positive internal factors, or strengths, include the ability to offer affordable European wines from small and medium-sized producers and the digital operation with low fixed costs, without the need for physical stores.

The internal negative factors, or weaknesses, are the reduced bargaining power in purchasing, typical of new entrants facing large European producers, dependence on third-party logistics, and low brand awareness. External opportunities include the tariff reduction resulting from the Mercosur-EU agreement, the “premiumization” of consumption, winter seasonality that boosts consumption, and the possibility of new packaging for bottle protection. These external elements can be exploited to strengthen the business’s market position.

External threats include the “sin tax” (Complementary Law No. 214/2025), non-tariff barriers (authorizations and certificates), euro exchange rate volatility, price wars in marketplaces, and reduced consumption of alcoholic beverages among Generation Z. The integrated analysis of these factors allows for a strategic vision for the continuous development and refinement of the business model, adapting it to the real conditions of the competitive environment and consumption trends.

The 4Ps of Marketing

The 4Ps of marketing (Product, Price, Place, and Promotion) constitute essential analytical tools for planning and implementing marketing strategies (Perreault Jr., Cannon, and McCarthy, 2013). In the “Product” aspect, the value proposition goes beyond the simple sale of wines, positioning itself as an offer of access and discovery to the consumption of European wines and spirits. The portfolio is structured with entry-level European wines from Portugal, Spain, and Italy, aiming to replace South American labels.

Complementarily, the portfolio includes a selection of labels from less conventional regions, focusing on curation and differentiation, in addition to artisanal European distillates. The value proposition is reinforced by an educational and attractive experience, utilizing digital resources such as QR codes and social media with informative content about the products. In “Price”, the strategy adopted is accessible luxury positioning, offering European wines as a premium experience, made possible by cost reduction resulting from the trade agreement with the European Union.

The pricing policy relies on anchoring techniques, highlighting the economic benefit generated by the reduction of import tariffs. To mitigate the impact of freight, strategies are used to encourage larger volume purchases or purchases with accessories, such as glasses and corkscrews. In “Place”, the strategy prioritizes the use of popular and consolidated marketplaces, focusing on an intuitive digital experience oriented towards mobile device usage. Logistics plays a central role, involving efficient inventory management and the use of appropriate packaging to preserve the quality of wines during transport.

Subsequently, with the company’s growth, the consumer can be directed to a proprietary platform, concentrating higher value-added offers. Finally, in “Promotion”, the business model’s communication should be structured around a narrative that brings the Brazilian consumer closer to European wines, emphasizing accessibility and curation. The strategy favors educational content marketing, with simple and welcoming language, aimed at reducing consumer insecurity at the moment of choice.

Complementarily, paid media actions are used on search engines and social networks, combining purchase intent and aspirational appeal. Influencer marketing can also be used to target niche profiles, with greater proximity and credibility with the audience. Relationship tools, such as post-sale email marketing, are employed to stimulate repurchase and loyalty through personalized communications, ensuring a complete and satisfactory shopping experience.

Questionnaire

The online questionnaire was applied to collect quantitative data on the behavior, preferences, and perceptions of e-commerce consumers, contributing to the validation of the proposed business model. Participation was open to individuals over eighteen years of age, without sociodemographic restrictions. The instrument was developed by the researcher, with structured questions, predominantly multiple-choice, and made available via Google Forms. The dissemination occurred through digital channels, such as WhatsApp and Facebook, reaching an audience aligned with the research.

At the end of the data collection period, 108 valid responses were obtained. The age range of the respondents was distributed as follows: six participants between eighteen and twenty-five years old, twenty-six between twenty-six and thirty-five years old, thirty-six between thirty-six and fifty years old, and forty over fifty years old. For the family income variable, the IBGE classification of economic classes was used, expressed in multiples of the minimum wage. The target audience of the business model, as defined in the BMC, represents 61.1% of the respondents, totaling sixty-six individuals. Of these, 24.1% belong to class B (income between ten and twenty minimum wages) and 37% to class C (income between four and ten minimum wages).

Hypothesis testing

Firstly, the demand for the “euro-aspiring consumer” segment was verified by questioning respondents about the possibility of replacing South American wines with European ones in a scenario of price equivalence. The results indicated that 66.7% of the sample showed a propensity for migration, with 35.2% expressing a clear intention and 31.5% a potential intention. In contrast, 25.9% stated indifference regarding the product’s origin, and only 7.4% indicated a low probability of change. This evidence reinforces the hypothesis that reducing the price barrier can stimulate the substitution for European wines, validating the attractiveness of the proposed target segment.

Among the respondents, a relevant portion does not consume beer (34.3%) nor other alcoholic beverages (37.0%). However, among consumers, high potential interest in European brands was observed: 73.2% of beer consumers and 76.5% of consumers of other alcoholic beverages indicated interest or possible interest. In contrast, a minority declared a preference for already known brands (17.6% and 14.8%, respectively). These results indicate that the receptivity to European products is not restricted to the wine segment, extending to other categories included in the model’s portfolio, which expands market potential and reinforces the viability of a diversified offering of European alcoholic beverages targeted at the Brazilian public.

The analysis of the origin of the most consumed wines revealed that only 16.7% of respondents indicate a preference for European wines, while 38.0% predominantly consume South American labels and 21.3% national ones. When crossing this data with the expressive willingness of 66.7% of participants to migrate to European wines in a scenario of price equivalence, a relevant market expansion potential is evident. These findings suggest that the current low participation of European wines is more associated with the price barrier than with a lack of interest, reinforcing the hypothesis that the tariff reduction resulting from the Mercosul-UE agreement can enable the conversion of consumers to the proposed segment.

Regarding the relevance of educational content as part of the value proposition, respondents were asked how much they value receiving information such as harmonization and winery history at the time of purchase. The results indicate that 62.0% of the sample attribute positive value to this type of content, with 47.2% considering it interesting and 14.8% very important. On the other hand, 27.8% showed indifference and 10.2% considered it unnecessary. These findings partially validate the hypothesis, by evidencing that, although the majority recognize the relevance of educational content, there is a significant portion with low sensitivity to this element.

Regarding alcoholic beverage purchasing habits, respondents were asked about the channels through which they make their purchases, allowing multiple selections. The results show that 22.2% use e-commerce or subscription clubs and 17.6% use delivery apps, totaling 31.5% of respondents who use at least one digital channel. In contrast, there is a strong preference for physical channels: supermarkets and hypermarkets were mentioned by 78.7% of participants, followed by specialized stores (38.0%).

The preference for the physical channel can be explained by factors such as the possibility of viewing and comparing products directly on the shelf, the absence of shipping costs, and the immediacy of the purchase. When asked if they would prefer to buy boxes containing more bottles or cans to obtain free shipping and progressive discounts, fifty-eight (approximately 54%) stated they would accept, twenty-eight (about 26%) responded “maybe”, and twenty-two (approximately 20%) responded that they would not accept, indicating that the majority of consumers show receptivity to the strategy of purchasing in volume as a mechanism for reducing logistical costs.

By crossing the data on purchasing channels with the respondents’ express willingness to migrate to European wines if the price becomes more accessible, and with the receptiveness to purchasing in larger quantities with progressive discounts and free shipping, a relevant potential for converting this audience to the digital channel is identified. This potential is especially promising as barriers such as shipping costs are mitigated by adequate pricing and logistics strategies, making the online shopping experience more attractive and competitive.

Regarding alcoholic beverage consumption habits, respondents were asked about the frequency of consumption of wines, beers, and other alcoholic beverages. The results indicate that wine has greater penetration, being consumed by 85.2% of the sample, with a predominance of occasional consumption (42.6%) or on weekends/bi-weekly (33.3%), while frequent consumption is less representative. In the case of beer, 64.8% of respondents reported consumption, also mostly on less frequent occasions. Among spirits, 63.0% indicated consumption, predominantly restricted to special occasions. Overall, a consumption pattern concentrated in specific moments is observed, suggesting a more selective consumer profile, reinforcing the adherence of proposals based on curation, education, and the offering of differentiated products.

To identify the main barriers faced in the wine purchasing process, respondents were asked about their greatest difficulties. Disregarding participants who stated they do not consume the beverage, the main barrier is related to insecurity in choice, with 25.0% of the sample indicating doubt and fear of acquiring a low-quality product, followed by high price, mentioned by 19.4%. On the other hand, 27.8% stated they do not face difficulties, while a minority pointed to factors such as lack of patience for research and technical ignorance. These results highlight the relevance of curation and education initiatives, indicating that a significant portion of consumers experience insecurity at the moment of choice.

The data obtained from the question about the factors that would lead respondents to abandon a beverage purchase in the digital environment allowed the identification of critical success factors for the operation of the proposed business model in the e-commerce channel. Expensive shipping stood out as the factor with the greatest impact, being mentioned by 64.8% of respondents, making it the main risk of cart abandonment and, consequently, a primary critical factor that the model needs to address directly. Next, negative reviews left by other consumers were cited by 48.1% of participants, and the long delivery time by 47.2%, both configuring critical factors related to digital reputation and the logistical efficiency of the business.

The low cost-benefit ratio was pointed out by 27.8% and the lack of detailed information about the beverage by 26.9%, reinforcing the need for a pricing policy and content-rich communication about the products. The brand not being famous or awarded was mentioned by 15.7%, indicating that the lack of knowledge of European brands less widespread in the Brazilian market may represent an additional barrier. Finally, the fear of the bottle arriving broken or spoiled was cited by 11.1%, and the difficulty in understanding the information on wine labels by 9.3%. These three factors constitute secondary barriers in the purchase decision process, presenting less relevance when compared to the previously discussed factors, such as price and insecurity in choice.

Low brand awareness may suggest consumer openness to trying new labels, which favors the introduction of less common European wines into the Brazilian market. On the other hand, concerns about product integrity during transport and difficulty in interpreting label information, although less significant, highlight the importance of reliable logistics and more accessible communication strategies. In this sense, these barriers are not structural impediments, but rather points of attention that can be mitigated through curation initiatives, consumer education, and improvement of the purchasing experience, reinforcing the viability of the proposed business model. Therefore, the five main critical success factors for the model are shipping cost, logistical excellence in product preservation and transport, reputation building through positive reviews, offering educational and informative content about the products, and clarity in communicating the cost-benefit of the proposal, aspects that should guide the business’s operational and strategic decisions.

Integrated analysis of the results

Based on the results obtained through the questionnaire, it is possible to state that the proposed business model was partially validated, as the central hypotheses were confirmed by the collected data. Demand for more affordable European products, growth potential in the segment, and alignment between critical success factors and the model’s value proposition were identified. This partial validation indicates that the conceptual structure of the model is in line with the perceptions and needs of the target audience, but requires attention to specific points for optimization.

However, some points of attention deserve highlighting. Regarding the penetration of the digital channel for the commercialization of alcoholic beverages, the data indicate that, although there is growth potential, e-commerce still occupies a secondary position: only 31.5% of individuals use at least one digital channel to buy alcoholic beverages, while supermarkets and hypermarkets were mentioned by 78.7% of participants as the main purchasing channel. This reality suggests that an operation centered exclusively on e-commerce may represent a relevant risk for the business, which can be mitigated through the adoption of a multichannel strategy.

In this sense, it is recommended that e-commerce be positioned as one of the sales channels and not as the only one, complemented by an operation focused on redistribution to physical retail, such as supermarkets, specialized stores, and wholesale stores, expanding reach and reducing dependence on a single channel. Additionally, given the trend of reduced alcohol consumption among Generation Z, it is recommended to evaluate the incorporation of mocktails and non-alcoholic beverages into the portfolio, as a complementary strategy for risk mitigation and expansion of the target audience, aligning with new consumption trends.

Furthermore, a relevant risk is identified associated with the introduction of the new tax known as the “sin tax”, aimed at taxing products considered harmful to health or the environment. In this context, alcoholic beverages, such as wines and beers, tend to be directly impacted, which may compromise their market competitiveness. Additionally, the gradual nature of the implementation of the agreement between Mercosur and the European Union for this type of product is noteworthy, with tariff reduction occurring progressively over a horizon of up to twelve years, delaying the full realization of expected benefits.

Finally, it is worth noting a relevant limitation related to the profile of the respondents: 37% of the sample is composed of individuals over fifty years old, which, although unintentional, may have influenced the results, especially regarding purchasing habits in digital channels. The penetration of e-commerce is lower in this age group (Cetic.br, 2023). This concentration may have attenuated the perception of e-commerce potential among younger audiences more familiar with the digital environment, and should be considered when interpreting the conclusions presented.

4. Conclusion

The present study aimed to propose a business model for the Brazilian e-commerce sector, considering the emerging opportunities from the trade agreement between Mercosur and the European Union. It was found that, although entrepreneurs’ knowledge of the agreement was limited, there was a general perception of positive impacts in specific segments, such as European wines and spirits, which proved compatible with digital operations and consumer interest. The research identified that the main barrier to the consumption of European wines in Brazil lies in price, not in a lack of interest, with 66.7% of respondents showing a propensity to migrate to European labels if prices were equivalent to South American ones. The relevance of a value proposition based on “accessible luxury”, curation, guarantee of origin, and educational content was noted, elements that were partially validated by consumer perception. The main contribution of the work lies in the proposition of a detailed business model, based on strategic tools such as PESTEL, Porter, Abell, BMC, SWOT, and the 4Ps of Marketing, which offers a practical framework for entrepreneurs interested in exploring the opportunities for direct import of European wines and spirits.

However, the research revealed that e-commerce still holds a secondary position for the purchase of alcoholic beverages in Brazil, with 31.5% of respondents using digital channels compared to 78.7% who prefer physical retail, suggesting the need for a multichannel strategy to mitigate risks. Critical success factors for the model include shipping costs, logistical excellence, and building a digital reputation. A limitation of the study identified was the predominant age profile in the quantitative sample, with 37% of participants over fifty years old, which may have underestimated the potential of the digital channel among younger audiences. It is recommended that future studies explore the empirical viability of a multichannel strategy, evaluate the incorporation of mocktails and non-alcoholic beverages into the portfolio, and conduct longitudinal analyses to track the gradual implementation of tariff reductions from the agreement, also considering the impact of the “sin tax” planned for alcoholic beverages.

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Article originating from the Final Course Work of Specialization in Digital Business from the MBA USP/Esalq

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