Software in Brazil New Entrants and Disruptors Analysis¶
New Entrants and Disruptors¶
The Brazilian software value chain is witnessing the emergence of new entrants and disruptive forces that are reshaping the competitive landscape and influencing how value is created and delivered across the industry. These players and trends are primarily concentrated in areas experiencing rapid technological advancement and shifts in business models.
A significant disruptive force is the acceleration of SaaS (Software as a Service) adoption and the rise of companies built natively on this model. This shift changes the economic model from traditional licensing and maintenance to recurring subscriptions, impacting everything from development and distribution to customer relationships. New software houses and startups are increasingly adopting SaaS, representing a departure from the legacy on-premise model still prevalent in some segments. [Value Chain Analysis]
Startups and specialized software houses focusing on high-growth and niche vertical markets are also acting as disruptors. Areas like Fintech, Agribusiness (AgroTech), Healthcare, and Cybersecurity are seeing the emergence of new players offering tailored solutions that challenge the broad offerings of larger, established companies. These specialized players often leverage new technologies like AI and cloud to deliver targeted value propositions. [Value Chain Analysis] The presence of innovation hubs like Cubo Itaú further supports the growth of this startup ecosystem. [Value Chain Analysis]
The increasing integration of Artificial Intelligence (AI) across the software value chain represents a profound technological disruption. While major incumbents are heavily investing in AI, new entrants and specialized firms focusing exclusively on AI-powered software and solutions can disrupt existing processes and create entirely new software categories, influencing R&D, development, and even support functions. [Strategic Priorities and Investments Analysis]
Providers utilizing the "Fábrica de Software" model represent a disruptive approach to software development and production, offering more agile and potentially cost-effective ways to build software compared to traditional in-house development or project-based outsourcing. [Value Chain Analysis]
Lastly, specialized service providers like Managed Security Service Providers (MSSPs) are disrupting the traditional Support & Maintenance step by offering dedicated and advanced cybersecurity services that go beyond standard vendor support, driven by the increasing threat landscape. [Value Chain Analysis]
Impact of New Players and Disruptors¶
The entry of these new players and the influence of disruptive trends have a tangible impact across the various steps of the Brazilian software value chain:
| New Entrant/Disruptor Category | Impact on Value Chain Step(s) | Nature of Impact |
|---|---|---|
| SaaS Companies & SaaS Model Adoption | Development/Production, Distribution, Implementation/Deployment, Support & Maintenance, Commercial Relationships, Business Models | Development/Production: Shifts focus to cloud-native development, continuous delivery. Distribution: Leverages cloud hyperscalers and online channels, redefining traditional VAR/distributor roles. Implementation/Deployment: Changes from on-premise installation to cloud configuration. Support & Maintenance: Integrates support into subscription, emphasizing proactive monitoring. Business Models: Drives shift to recurring revenue, subscription billing. [Value Chain Analysis] |
| Startups & Specialized Vertical Players | Research & Development, Development/Production, Distribution, Implementation/Deployment, Commercial Relationships, Bottlenecks and Challenges (Funding Constraints for Startups) | R&D: Introduce niche-specific innovations. Development/Production: Create highly tailored software for specific industries (Fintech, Agro, Healthcare). Distribution: May use direct sales or specialized channels within their vertical. Implementation/Deployment: Requires specialized knowledge of the vertical. Funding: Face funding challenges but also attract targeted VC/CVC. [Value Chain Analysis, Investment and VC Movements Analysis] |
| Companies Focused on AI/ML Software | Research & Development, Development/Production, Implementation/Deployment, Support & Maintenance, Products and Services, Strategic Priorities | R&D: Drive innovation in AI algorithms and applications. Development/Production: Integrate AI capabilities into software, requiring new skills. Implementation/Deployment: May involve integrating AI models and data pipelines. Support & Maintenance: Requires support for complex AI systems. Creates new software capabilities. [Value Chain Analysis, Strategic Priorities and Investments Analysis] |
| "Fábrica de Software" Model Providers | Development/Production, Commercial Relationships | Development/Production: Offers a structured, potentially more efficient and scalable approach to software development outsourcing. Commercial Relationships: Establishes project-based or time-and-materials contracts for development services. [Value Chain Analysis] |
| Managed Security Service Providers (MSSPs) | Support & Maintenance, Products and Services | Support & Maintenance: Disrupts traditional support by offering specialized, advanced cybersecurity monitoring, threat detection, and response as a service. Addresses the challenge of rising cybersecurity threats. [Value Chain Analysis] |
| New Players Leveraging Cloud Distribution | Distribution, Development/Production, Commercial Relationships | Distribution: Enables rapid and wide reach without extensive physical infrastructure. Reduces some logistics complexities (e.g., state taxes for physical media). Development/Production: Encourages development of cloud-native or cloud-compatible software. Commercial Relationships: Establishes partnerships with cloud hyperscalers. [Value Chain Analysis] |
References¶
- ABES – Associação Brasileira das Empresas de Software. “Dados do Setor 2024.” https://www.abes.org.br/dados-do-setor
- Finsiders Brasil. "Grupo Stefanini dobra investimentos em IA até 2027; bancos são os maiores clientes." https://www.finsiders.com.br/noticias/inteligencia-artificial/grupo-stefanini-dobra-investimentos-em-ia-ate-2027-bancos-sao-os-maiores-clientes/
- Questum. “Cenário de M&A para empresas SaaS em 2025.” https://questum.com.br/relatorios/ma-saas-2025
- Stefanini adquire Protega e mira R$ 200 milhões em cibersegurança em 2024. https://www.baguete.com.br/noticias/18/12/2024/stefanini-adquire-protega-e-mira-r-200-milhoes-em-ciberseguranca-em-2024
- TELETIME News. "Grupo Stefanini anuncia investimento de R$ 2 bilhões em M&A até 2027." https://teletime.com.br/18/12/2024/grupo-stefanini-anuncia-investimento-de-r-2-bilhoes-em-m-a-ate-2027/
- TI Inside. “Grupo Stefanini vai investir R$ 2 bilhões em M&A até 2027.” https://itinsight.com.br/noticias/financas/24991-grupo-stefanini-vai-investir-r-2-bilhoes-em-m-a-ate-2027.html
- Topaz mira R$ 1 bi de faturamento em 2024 - Stefanini Brasil. https://stefanini.com/pt-br/trends/topaz-mira-r-1-bi-de-faturamento-em-2024
- Brazil Venture Capital: Top Startups and VC Funds. https://www.latinrepublic.com/en/articles/brazil-venture-capital
- Corporate Venture Capital in Brasil 2024: um panorama. https://elpgroup.com.br/conteudos/corporate-venture-capital-in-brasil-2024-um-panorama/
- Latin America Startup Funding Fell Sequentially In Q1. https://news.crunchbase.com/venture/latin-america-startup-funding-q1-2025-brazil-mexico/
- REORGANIZATION OF GLOBAL VALUE CHAINS: ARE THERE OPPORTUNITIES FOR BRAZIL?. https://scioteca.cultura.gov.br/bitstream/handle/1854/UFMG/17701/--%20CAP%202.pdf?sequence=1