Analysis of the Viability of the LexDoBusiness Collaborative Platform

Hélder Azeredo

1 a

, José Luís Reis

1,2 b

and Agostinho Sousa Pinto

1 c

CEOS.PP, ISCAP, P. PORTO, Rua Jaime Lopes Amorim s/n, S. Mamede de Infesta, Portugal

ISMAI, Maia University Institute, CEDTUR/CETRAD, Av. Carlos Oliveira Campos, Maia, Portugal

Keywords: Digital Transformation, Legal Business Plan, Digital Law, Collaborative Platform, Relational Marketing.

Abstract: The objective of this work is to validate the viability of the LexDoBusiness collaborative platform project

with the main stakeholders. Considering that the LexDoBusiness project should address several issues,

including digital transformation, that brings together several services essential to its success, such as legal,

accounting, tax and technological services, this work, regarding the research methodology, uses Design

Science Research because it is considered the most appropriate for this project, which had the external

collection of secondary data present in the platforms of INE, RACIUS and PORDATA, as well as the

collection of primary data through a semi-structured survey addressed to clients of a network of lawyers and

potential clients. The LexDoBusiness value proposition is the personalization of its services and in the

relationship with its customers, as the permanent support, offering in a single platform, the qualification of

entrepreneurs, support in different areas such as legal and conflict mediation, marketing, accounting and tax,

as well as the IT area with the development and hosting of the company’s website. Clients will also be able

to check anywhere and at any time the status of the resolution of their case, the procedural costs, fees,

documents and invoices. The results of the questionnaire, confirmed the research problem initially formulated

that most clients prefer to hire lawyers with physical offices, which led the business plan to take this preference

into consideration rather than the provision of legal services exclusively online without neglecting the

economic and financial viability of the project.

1 INTRODUCTION

LexDoBusiness is a project based on a collaborative

platform that aims to aggregate a set of services,

associated with the following areas: legal, accounting

and fiscal, marketing, web development, conflict

mediation and training (Azeredo, Reis and Pinto,

2020). This work presents some aspects related with

the validation and viability of the project.

To achieve the objectives of this work it was

necessary to use the primary data research through a

questionnaire to validate the research problem. These

data together with the external secondary data

collected in the platforms of INE, RACIUS and

PORDATA allowed to outline the best strategy for

LexDoBusiness, having chosen to use the Blue Ocean

strategy because it is intended to create a completely

new business, where it brings together several

https://orcid.org/0000-0002-5418-877X

https://orcid.org/0000-0002-0987-0980

https://orcid.org/0000-0003-1454-030X

services in a single platform believing that only in this

way will better serve the customer and consequently

achieve success.

In this document also presents a scheme of how to

apply the three cycles of Hevner DSR (2007) in a

business plan that has as reference the base structure

of IAPMEI (2016a).

This paper is organized in seven sections. The

first section is the Introduction. In the second section

called Research Problem where the research context

is presented. In the third section the strategy is

presented. In the fourth section the work plan is

discussed. In the fifth section the application of the

three Hevner cycles included in the Designer Science

Research methodology is presented. In the sixth

section the business plan is presented. Finally, in the

seventh section the conclusions are presented.

Azeredo, H., Reis, J. and Pinto, A.

Analysis of the Viability of the LexDoBusiness Collaborative Platform.

DOI: 10.5220/0010001101650172

In Proceedings of the 17th International Joint Conference on e-Business and Telecommunications (ICETE 2020) - Volume 3: ICE-B, pages 165-172

ISBN: 978-989-758-447-3

165

2 RESEARCH PROBLEM

Based on the literature review with a concept matrix,

and some relevant aspects associated to a business

plan, like digital transformation, digital marketing,

customer relationship management, etc. (Azeredo,

Reis and Pinto, 2020) and considering the object of

the study, which is the evaluation of the degree of

acceptability of contracting legal services exclusively

through an online platform, the research problem was

defined: verifying whether clients prefer to hire

lawyers with physical offices.

In order to verify the research problem, the online

bibliographical survey (Azeredo, Reis and Pinto, 2020)

was used again to validate the variables that will be

used in the questionnaire. However, considering the

specificity of LexDoBusiness it was not possible to

find relevant literature that would scientifically support

the questionnaire that was disclosed.

Thus, it will be analysed the several components

of LexDoBusiness model, as well as the dimension

related to the aspects and services considered more

relevant by the potential users of the platform, as well

as the degree of acceptance of legal services

exclusively online.

This analysis is justified considering that the legal

sector is traditionalist in contrast with what

LexDoBusiness intends to be. For this reason, the

intention is to understand whether clients are willing

to contract legal services via the web and to what

extent the digital transformation has influenced

clients seeking, for example, a lawyer.

3 STRATEGY

Defining a strategy is important because it will work

as a guide, a plan to follow, a way of thinking about

the future.

LexDoBusiness will adopt the Blue Ocean

strategy W. C. Kim e Mauborgne (2016) because it

intends to create a completely new business, where it

congregates several services in a single platform

believing that only in this way it will better serve the

customer and consequently achieve success.

3.1 Competitors Analysis

Regarding the competition, there are no direct

competitors in Portugal, since there is no known

platform that brings together the range of services of

LexDoBusiness, in a single online platform, namely

the area of information technology, accounting, tax

and legal, committed to training entrepreneurs who

want to transform their idea into a successful

company, with monitoring throughout the life cycle

of the company.

In relation to the indirect competition of

LexDoBusiness is dispersed by areas and comes from

three distinct origins. First, there is a large number of

professionals who work in the above-mentioned

areas. There is also strong competition from

advisories that are prohibited in Portugal, but allowed

in Brazil and, finally, there is the possibility of some

services being performed by the interested parties

themselves, or to whom they delegate the task.

3.2 Blue Ocean - LexDoBusiness

LexDoBusiness aims to offer something of value

above what already exists for a specific target

audience that has not yet been well attended. To

achieve this goal, the critical success factors of

LexDoBusiness are presented:

▪ Integrated solution with wide range of services

(convenience);

▪ Follow-up in the life cycle of the companies:

Creation-Capacity-Insolvency;

▪ Monitoring system of processes and services;

▪ Training, online information. Access to e-

books and webinar;

▪ Facilitated and international payment system;

▪ Customer support (365 days/24h);

▪ Personalization of service by qualified

professional (365 days/24h);

▪ Competitive price;

▪ Existing partners: Veritá Tecnologia, a network

of 130 lawyers throughout the country, Italy

and Brazil;

▪ Requirement of qualified human resources;

▪ Office Mobility: rental of space at the hour to

serve the client in his area of residence.

To obtain value innovation and to enable the

creation of a new value curve, the following factors

must be reduced or raised from the industry standard,

eliminated as indispensable, and created because the

industry never offered:

▪ It is necessary to reduce costs with office rentals

and transportation, encouraging the customer's

option for online consultation;

▪ It is necessary to increase the network of

partners, seeking to create links with Chambers

of Commerce and trade associations, business

incubators, universities, IEFP, etc.

▪ It is necessary to create the online platform,

CRM, operational marketing plan, digital

E-BDT 2020 - Special Session on E-Business and Digital Transformation

166

marketing plan and create a network of partners

accountants and tax advisers.

▪ Considering the results of the questionnaire, it is

necessary to assess the reasons why clients do

not prefer to contract legal services online and

to alleviate this problem so that the option for

online is preferred.

3.3 Value Assessment Matrix

The value assessment matrix is a graphical

representation of a company's relative performance

across industry factors in the competition. A strong

value curve has focus, divergence, as well as a

convincing slogan. The value assessment matrix

serves to present the current market situation,

showing where the industry competes and what

factors the competition currently invests in. The

horizontal axis in the value assessment matrix shows

the range of competitive and investment factors in an

industry, while the vertical axis captures the level of

supply buyers receive across all of these key

competitive factors W. C. Kim e Mauborgne (2016).

The following factors have been scored from 0 to

4 to categorize competing companies:

▪ Partners: number of partners the company

relates to;

▪ Integrated Solution Convenience: number of

services available on a single site or platform;

▪ Mobile Office: level of the company's ability to

meet its clients;

▪ Range of Services: number of services the

company provides;

▪ Monitoring of Companies: level of capacity

that the company has to support its clients and

accompany them throughout the life cycle of the

company;

▪ Services/processes Follow-up: online platform

where the steps taken by LexDoBusinesss are

registered in an online database, with access by

the customers, in order to follow the status of the

contracted service at anytime and anywhere.

▪ Training: level of capacity to provide training

and capacity building to its customers;

▪ 24 Customer Service: level of capacity that

companies have to provide assistance to their

customers 365 days a year, 24 hours a day;

▪ Personalization: level of capacity / freedom

that the company offers its clients to choose the

most appropriate services to their needs;

▪ Internationalization: level of capacity to

internationalize companies.

The main indirect competitors were identified,

and a value curve was drawn, in order to understand

to what extent LexDoBusiness differentiates itself

from others. When observing Graph 1, it is easy to

verify that the line that represents LexDoBusiness,

does not coincide with the lines of the analyzed

competitors, concluding that, according to the

mentioned competition factors, the business model

that this project proposes is innovative.

Graph 1: Value Curve – LexDoBusiness.

3.4 Customer-entrepreneur Investment

The investment on the part of the client, in order to

transform his idea into business, will depend on the

number of services he will hire from LexDoBusiness,

and on the degree of complexity in putting it into

practice. Thus, LexDoBusiness puts its professionals

at the disposal of the customer who needs a

personalized service and to his measure.

At the same time, the customers can choose one of

the four pre-defined plans, which gives access to a set

of consultations and all the platform functionalities.

3.5 Price Strategy

Pricing services can be a complicated task

considering their characteristics of intangibility,

perishability, heterogeneity, simultaneity and also the

client's participation in the process of providing

services (Kotler and Keller, 2017).

In the case of LexDoBusiness, determining the

price of its services becomes even more difficult if we

consider that it is a new platform that brings together

several services in one place. These services are

already complex and time-consuming to provide,

such as legal, accounting and tax services.

However, it was possible to determine a price based

on the added value that the product will offer our

clients, without neglecting all the costs associated

with production, marketing and distribution.

Therefore, LexDoBusiness will use a value-based

pricing strategy (Kotler and Keller, 2017) and present

Analysis of the Viability of the LexDoBusiness Collaborative Platform

167

to its clients four service plans. In all of them, the

client will have access to all the existing services in

the platform, only distinguishing themselves in

relation to time and number of consultations with

professionals, namely lawyers, conflict mediators,

accountants, tax advisers, marketing experts,

teachers/trainers and web developers.

4 MODEL AND WORKING PLAN

The main objective of this project is the realization of

the idea, presented in the previous point, in a

successful company. To this end, this proposal aims

to transform the idea into a business model, as well as

to elaborate the appropriate business plan that allows

the implementation of a company according to the

idea and initial expectations.

The business model will have as a starting point

Portugal, because the target public of LexDoBusiness

are national SME's, however and taking into account

that about 50% of the clients of the attorney Cristiane

de Souza Reis who will integrate, LexDoBusiness,

contact it from abroad, it is essential to ensure the

provision of services to these markets.

According to IAPMEI, the internationalization of

an online domestic business is almost immediate:

"When the domestic business was created on an

online platform, its internationalization can be almost

immediately guaranteed. At the limit of the

development and distribution of computer

applications, accessibility to external markets can be

guaranteed without major adaptations" (IAPMEI,

2016b, p.82). In this way and in accordance with the

above, the communication, access and maintenance

of foreign customers are thus ensured.

The research methodology used in the project was

DSR, which had the external collection of secondary

data present in the INE and PORDATA platforms to

measure the total, available and target market.

Regarding the primary data, to test the acceptance of

fully online legal services provision, an online

questionnaire was conducted. The type of sampling to

be used in this research was quantitative, using the non-

probabilistic sampling technique for convenience. The

scope of the sample focused on the geographical area

of Portugal and Brazil, in the sector of advocacy

activity and was carried out from 21 January 2020 to

09 February 2020. The target population was the

universe of clients and contacts of the lawyer, as well

as her partners, all over 16 years old.

The various components of the LexDoBusiness

model were analyzed, as well as the extent to which

users of the platform consider the most relevant

aspects and services, as well as the degree of

acceptance of exclusively online legal services. This

analysis is justified considering that the law firm is

traditionalist in contrast to what LexDoBusiness

intends to be. For this reason, the intention is to

understand whether clients are willing to contract

legal services via the web and to what extent the

digital transformation has influenced clients seeking,

for example, a lawyer.

5 APPLICATION OF THE THREE

HEVNER CYCLES

Once the methodology was defined, it was necessary

to decide how to apply Hevner's DSR in

LexDoBusiness plan, having as reference the

IAPMEI (2016a) business plan base structure, as can

be seen in Table 1.

Table 1: LexDoBusiness Plan Structure with the application

of the three Hevner cycles.

Base Structure Business Plan

Three Hevner DSR cycles

1. Executive summary;

2. The history of the Company

and/or the promoters;

Space of basic knowledge -

Cycle of Rigor

3. The underlying market

Environment - Relevance Cycle

4. The new idea and its

positioning in the market;

5. The Project/ Product/ Idea

6. Commercial Strategy;

7. Management and control of

the business;

8. Investment required;

9. Financial Projections /

Financial Model.

Design Science Research

Space - Design Cycle

Of the three Hevner (2007) cycles it is only

relevant to present, in this article, the cycle of

relevance because it allows to verify through the

search of external and primary secondary data which

are the requirements of the contextual environment

necessary for the implementation of LexDoBusiness.

5.1 External Secondary Data -

Underlying Market

The databases of INE, PORDATA and statistics on

the business world in Portugal of the RACIUS online

platform Observatory were consulted and used as a

source for obtaining secondary external data -

underlying market.

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168

5.1.1 Total Market

In the last two years, Portugal has seen an increase in

the number of immigrants seeking our country to

settle here, as we can see in data from 2018 in

PORDATA (2018f) where a positive migration

balance of 11 600 immigrants can be verified.

If we consider the foreign population with legal

status of resident in our country we can see that it is

the Brazilians who most seek our country to settle

here, according to data obtained in PORDATA

(2018c) which indicate that 104 504 Brazilian citizens

obtained a residence permit in 2018. Also, according

to data obtained on the same platform, there are

10.283.822 Portuguese residents in Portugal,

according to PORDATA (2018e), of which 5 232 000

are considered the active population PORDATA

(2018b) and 5 031 000 are considered the inactive

population PORDATA (2018d).

Both populations are potential customers,

considering that both the working population may

want to change jobs and create their own business,

and the inactive population, which may have a

business idea and decide to turn it into the working

population. It is important to understand that

immigrants seek an opportunity in our country to

build a better life and make their dreams come true,

and some of them also seek to undertake.

5.1.2 Available Market

Small, medium sized entrepreneurs and population in

informal activity to be regularized, who wish to use

the Internet as a means of initiation and expansion of

business activity.

Second, still the data available until 2018, in the

National Institute of Statistics, there are 1 295 299

SMEs in Portugal (Instituto Nacional de Estatística,

2020).

In the annual report "Enterprises in Portugal -

2018" published by the National Statistics Institute

(Instituto Nacional de Estatística, 2020), in the year

2018 there were 1,295,299 enterprises in Portugal, of

which 67.4 % were individual enterprises and 32.6 %

companies. There has been a growth in the number of

companies and individual companies set up, staff in

service and an increase in turnover compared to 2017.

5.1.3 Target Market

According to (PORDATA, 2018a), since 2013 there

has been a growing number of companies in Portugal.

In 2018 there were 1,294,037 small and medium-

sized companies and 1,262 large companies.

These data indicate that economic stability is

being experienced in Portugal, so it will be a

favourable moment for LexDoBusiness to promote

and present its services.

5.2 Primary Data

In the cycle of relevance, it is also important to

present the primary data obtained through a

questionnaire that aimed to evaluate the degree of

acceptability of contracting legal services,

exclusively through an online platform.

Although LexDoBusiness intends to provide other

services, namely accounting, tax and technological

services, only legal services will be evaluated because

we consider that of all, the legal sector is the most

traditional, which is why most clients feel the need

(tangibility) to resort to physical legal establishments.

Two questionnaires were disclosed, one of them

was advertised in social networks directed to people

over 16 years of age, regardless of whether they have

hired legal services or incorporated companies, while

the other was disclosed through an e-mail marketing

campaign directed to 114 professional contacts of

lawyer Cristiane de Souza Reis.

For statistical purposes, 244 responses were

considered valid after the validation of all the

questionnaire responses.

5.2.1 Internal Consistency Analysis of the

Scales Used

The analysis of internal consistency allows the study

of the properties of measurement scales and the

questions that compose them, determining the level

of correlation between the different items (variables)

that measure the constructs of a questionnaire with

the same measurement scale (in this case, a Likert

scale from 1 to 5).

Most researchers when dealing with questions of

reliability of a measurement use or refer to the

Cronbach alpha index, because it measures the

fidelity or internal consistency of responses to a set of

correlated variables. Cronbach alpha ranges from 0 to

1, and the closer to 1, the greater the consistency of

the scale (Cronbach, 1951).

For the construction of the "Acceptability of

online legal services" construct, questions 3, 4 and 5

were considered as variables. The Cronbach alpha

value obtained for this construct was 0.754, a value

considered acceptable because it is close to 1, so the

reliability of the questions that make up the construct

are appropriate (Davis, 1965).

Analysis of the Viability of the LexDoBusiness Collaborative Platform

169

5.2.2 Results Analysis

Of the 245 responses obtained, only one response was

considered invalid for statistical purposes of gender

differentiation.

The majority of respondents are female (64.34%)

with 157 responses, while 87 responses are male

(35.66%).

There is a good distribution of responses between the

two genders at all levels. The majority of respondents

are aged 36-45, 47 are female and 23 are male.

Broadening the age brackets, most respondents

are aged 26-55. These factors should be considered

when designing the LexDoBusiness communication

plan to find the best way to communicate services for

each age group.

Graph 2 presents the data obtained in question "1.

In a first contact with lawyers, which is the preferred

channel to be served?" by nationality.

Graph 2: Preference channel legal services (1st contact) by

nationality.

It can be seen that 50 of the 94 Brazilian

respondents (53%) prefer face-to-face contact with

lawyers in the first approach, in contrast to the 104

Portuguese respondents out of a total of 150 (69%)

and it can be concluded that Brazilians are more

willing to contract legal services online.

Question 2: "After the first contact with lawyers,

what is the preferred channel to be attended to until

your problem is solved?" confirms that the

respondents prefer to expose their problems to the

lawyers in a face-to-face manner, not only at the first

contact, but also at the following meetings. Proof of

this are the 106 responses obtained that far outnumber

the other forms of contact.

According to the data collected, the 106

respondents also add 49, making up 155 respondents

who simultaneously accept other forms of contact, in

addition to physical attendance with lawyers.

The answers obtained with the question "3- Do

you believe that the provision of legal services must

necessarily require the physical meeting between

lawyers and clients?"(Graph 3), it is noted that only

25.82% of the respondents of Portuguese and

Brazilian nationality are of the opinion that the type

of contact between lawyers and clients should not

necessarily be physical, when the provision of legal

services occurs.

Graph 3: Degree of agreement of the provision of legal

services online by nationality.

Graph 4: Degree of agreement of the need for physical

office by nationality.

The results obtained from the questionnaire,

summarized in Graph 4 , in relation to question "4-

Do you consider it fundamental for lawyers to have a

physical office to serve their clients?", confirm the

need for lawyers to have a physical office to provide

their services, because according to the opinion of the

majority (59.02%) of the 244 respondents, they agree

(39.75% respondents) and fully agree (19.26%

respondents).

Graph 5: Degree of agreement of web services by lawyers,

by nationality.

E-BDT 2020 - Special Session on E-Business and Digital Transformation

170

Graph 5 illustrates the answers to question "5- Do

you find it more comfortable to be assisted by a

lawyer via the web (e.g. Skype)? In this question, the

opinions of the 244 Portuguese and Brazilian

respondents are well distributed among the various

answer options.

The agreement with the convenience of being

assisted by a lawyer via web was 34.02% as opposed

to 38.93% of the respondents who do not consider this

form of assistance convenient. While 27.05% of

respondents chose to answer that they "do not agree

or disagree" with the statement.

These results, once again show that the 244

participants in the sample, are not comfortable enough

to turn to a lawyer in case of conflict, via the web.

The answers of the 244 respondents to questions

1 to 5 indicated results that declined to provide legal

services exclusively online, so the research problem

formulated was confirmed.

Therefore, it is concluded that LexDoBusiness

will necessarily have to have a physical space (office)

to provide legal services to its clients.

6 BUSINESS PLAN

According to IAPMEI (2016a) the entire business

plan should have an executive summary that serves to

present the idea to potential investors. In this section

of the work the executive summary of the business

plan is presented.

Nowadays, people have their own business,

which, if successful, provides more results than

having a subordinate career in a company and the

Internet is a fertile area of great opportunities, since

the knowledge about e-commerce is still a wide field

to be explored.

Initially, it should be noted that online business

does not require showcases, a large sales team, stored

goods and investment in print media. The cost to

maintain a "dot com" business is low and offers the

opportunity to sell products and services anywhere.

And this fact justifies the present project.

LexDoBusiness is an electronic platform,

Business-to-Business, in the consulting area, focused

on the development of entrepreneurship.

We work for all those who have the interest to

create a business in national territory, regardless of

their education, culture, religion and nationality.

Our vision is to allow anyone a real opportunity to

pursue their entrepreneurial dream. Our mission is to

transform ideas into successful businesses, taking

advantage of everyone's entrepreneurial potential.

Our services range from training entrepreneurs,

through online and in-person training, structuring

ideas into projects and monitoring the company

throughout its life cycle.

Our multidisciplinary team will provide the

necessary support in the legal, conflict mediation,

accounting, tax and IT areas through the development

of the company website and its hosting. Our network

of partners will assist in any part of the national

territory and, also in Italy and Brazil.

Considering that in the year 2018 there were

1,294,037 companies we foresee in the first year to

conquer 0.007% of the market share contracting with

91 SMEs and to obtain revenues of 452 800.00 euros

(four hundred and fifty-two thousand and eight

hundred euros).

In a second phase, partners who wish to create an

account on our platform in order to have access to our

client portfolio will have to subscribe to a paid plan,

with higher earnings expected.

In order to achieve these results there is a need for

35 500 euros of investment, which will be directed

towards marketing campaigns, development of the

online platform, extension of the process management

system to all business areas, creation of content for

training and hiring staff, as well as office and car rental.

7 CONCLUSIONS

This paper presents the strategy to be followed for

LexDoBusiness to obtain a competitive advantage

over its competitors.

The paper also presents the project methodology

that will be used, and the guidelines that will guide

the development of the LexDoBusiness collaborative

platform project.

A secondary and primary data survey was

conducted, enabling the development of a business

plan that allows LexDoBusiness to achieve its goals

in terms of notoriety and interaction with its

customers in several channels.

From the analysis to the questionnaire responses,

it was concluded that most of the 244 respondents

declined to provide legal services exclusively online,

confirming the research problem formulated.

Consequently, LexDoBusiness must necessarily have

a physical space to provide legal services to its

clients, which results in increased fixed costs when

renting an office.

However, it is known from the literature review

previously carried out (Azeredo, Reis and Pinto,

2020) that a strong digital presence gives

organizations a competitive advantage because it

Analysis of the Viability of the LexDoBusiness Collaborative Platform

171

provides them with greater communication power,

and, therefore, they can be found more easily by

clients, having greater opportunity to choose their

products and/or services. If a well-developed digital

presence is able to attract customers, one can

conclude that it is possible to expand business from

this. If a digital presence is important in the present

for organizations, it is essential for their future.

Another factor to consider is that the primary data

survey was conducted between January 21, 2020 and

February 9, 2020. If it had been carried out during the

COVID-19 epidemic it would have reached Portugal

and Brazil, that is, if the questionnaire had been

released after the declaration of the state of

emergency in Portugal

and in some municipalities

and states of Brazil

, places where the questionnaire

was submitted, at a time when the population was

advised to stay at home and, in some cases,

mandatory confinement was decreed, possibly more

respondents would have opted for exclusively online

legal services, calling into question the problem of

investigation, to the extent that a physical office

would no longer be necessary to serve the clients of

lawyers, however it would be necessary to inquire

after the end of the epidemic, in order to know

whether the positioning would be different given the

period in which people stayed at home, so many

professionals in teleworking, including lawyers.

ACKNOWLEDGEMENTS

This work is financed by portuguese national funds

through FCT - Fundação para a Ciência e Tecnologia,

under the project UIDB/05422/2020.

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Inovacao/Empreendedorismo/Guias-e-Manuais-de-

Apoio/ManualdoEmpreendedor-(4).pdf.aspx?lang=pt-

Instituto Nacional de Estatística. (2020). Empresas em

Portugal - 2018. In 01-02-2020.

https://doi.org/10.1017/CBO9781107415324.004

Kim, W. C., & Mauborgne, R. (2016). A Estratégia Oceano

Azul: Como criar mais mercado e tornar a concorrência

irrelevante (Ed. Rev. e aumentada).

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In S. Hari (Ed.), Essentials of Management for

Healthcare Professionals (pp. 211–220).

https://doi.org/10.4324/9781315099200-17

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Retrieved March 8, 2020, from 2020 website:

https://www.pordata.pt/DB/Portugal/Ambiente+de+Co

nsulta/Tabela/5799117

PORDATA. (2018b). População activa: total e por grupo

etário. Retrieved October 8, 2019, from 2019 website:

https://www.pordata.pt/DB/Portugal/Ambiente+de+Co

nsulta/Tabela/5799033

PORDATA. (2018c). População estrangeira com estatuto

legal de residente: total e por algumas nacionalidades.

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On March 17, 2020, the Mayor of the County of São Paulo

decreed an emergency in the County of São Paulo,

through the Official Gazette No. 51 and Decree No.

59,283 of March 16, 2020.

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