<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0124-4639</journal-id>
<journal-title><![CDATA[Revista Universidad y Empresa]]></journal-title>
<abbrev-journal-title><![CDATA[rev.univ.empresa]]></abbrev-journal-title>
<issn>0124-4639</issn>
<publisher>
<publisher-name><![CDATA[Universidad del Rosario]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0124-46392025000214575</article-id>
<article-id pub-id-type="doi">10.12804/revistas.urosario.edu.co/empresa/a.14575</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Estrategia de valorización cultural en modelos de negocio de la base de la pirámide del sector agrícola]]></article-title>
<article-title xml:lang="en"><![CDATA[Cultural Valuation Strategy on Bottom-of-the-Pyramid Business Models in the Agricultural Sector]]></article-title>
<article-title xml:lang="pt"><![CDATA[Estratégia de valorização cultural nos modelos de negócio da base da pirâmide no setor agrícola]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Ramírez Salgado]]></surname>
<given-names><![CDATA[Martha Cecilia]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[González Farías]]></surname>
<given-names><![CDATA[José Porfirio]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Nacional de Colombia  ]]></institution>
<addr-line><![CDATA[Manizales ]]></addr-line>
<country>Colombia</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Celaya  ]]></institution>
<addr-line><![CDATA[Celaya ]]></addr-line>
<country>México</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2025</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2025</year>
</pub-date>
<volume>27</volume>
<numero>49</numero>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0124-46392025000214575&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0124-46392025000214575&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0124-46392025000214575&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen  Objetivo: analizar cómo la Estrategia Origen Caldas se puede articular con el modelo de negocio de propiedad de pequeños agricultores-emprendedores identificados como población de la base de la pirámide, para promover la agricultura en el Departamento de Caldas (Colombia) mediante el desarrollo empresarial de acuerdo con sus realidades. La Estrategia Origen Caldas se diseñó como una política pública (2014-2035); sin embargo, se ha puesto en funcionamiento improvisadamente según las necesidades manifestadas.  Metodología: se empleó el estudio de caso con un enfoque pragmático que combinó métodos cualitativos y cuantitativos, a fin de favorecer una explicación contextualizada.  Resultados principales: muestran la caracterización de la estrategia en tres fases: estratégica, táctica y operativa, y un modelo de negocio con cinco componentes: oferta (propuesta de valor), infraestructura (modelo de gobernanza, cadena de valor y competencias), interfase del cliente (segmento del mercado, canal y relaciones con el cliente), modelo financiero (beneficio económico y social) y limitantes e impulsores.  Conclusiones: la estrategia impacta directamente la interfase del cliente que dinamiza los demás componentes del modelo mediante el acompañamiento de otros actores y debe gestionarse a través de un ecosistema de aprendizaje para superar la competencia y promover su evolución.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Abstract  Objective: To analyze how the "Origen Caldas" Strategy can be aligned with the business model of small-scale farmer-entrepreneurs -identified as the population at the bottom of the pyramid- to promote agriculture in the Department of Caldas, Colombia, through business development based on their realities. The "Origen Caldas-Colombia" Cultural Valuation Strategy was designed as a public policy (2014-2035). However, it has been haphazardly implemented according to the needs stated.  Methodology: The case study with a pragmatic approach was used, combining qualitative and quantitative methods, favoring a contextualized explanation.  Key findings: These show the characterization of the strategy in three phases: strategic, tactical, and operational, and a five component-business model: Offer (value proposition); Infrastructure (governance model, value chain, competencies); Customer interface (market share, channel, customer relationships); Financial model (economic and social benefits); Constraints and drivers.  Conclusions: The strategy has a direct impact on the customer interface, which vitalizes the other components of the model through support from other players. It must be managed through a learning ecosystem to outperform competitors and develop its progress.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo  Objetivo: analisar como a estratégia Origen Caldas pode ser articulada ao modelo de negócio de propriedade de pequenos agricultores-empreendedores identificados como a população da base da pirâmide, a fim de promover a agricultura em Caldas, Colômbia, por meio do desenvolvimento de negócios alinhados a suas realidades. A estratégia de valorização cultural Origen Caldas-Colombia foi concebida como uma política pública (2014-2035); no entanto, sua implementação tem ocorrido de forma improvisada, de acordo com as necessidades expressas.  Metodologia: realizou-se um estudo de caso com uma abordagem pragmática que combinou métodos qualitativos e quantitativos para proporcionar uma explicação contextualizada.  Principais resultados: identifica-se a caraterização da estratégia em três fases - estratégica, tática e operacional - e um modelo de negócio com cinco componentes - oferta (proposta de valor); infraestrutura (modelo de governança, cadeia de valor, competências); interface com o cliente (segmento de mercado, canal, relacionamento com o cliente); modelo financeiro (benefícios económicos e sociais); restrições e fatores impulsionadores.  Conclusões: a estratégia tem um impacto direto na interface com o cliente que dinamiza as demais componentes do modelo por meio do acompanhamento de outros atores. Para superar a concorrência e promover a sua evolução, deve ser gerida com base em um ecossistema de aprendizagem.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[estrategia colectiva]]></kwd>
<kwd lng="es"><![CDATA[estrategia de valorización cultural]]></kwd>
<kwd lng="es"><![CDATA[modelo de negocio]]></kwd>
<kwd lng="es"><![CDATA[modelo de negocio de base de la pirámide]]></kwd>
<kwd lng="pt"><![CDATA[collective strategy]]></kwd>
<kwd lng="pt"><![CDATA[cultural valuation strategy]]></kwd>
<kwd lng="pt"><![CDATA[business model]]></kwd>
<kwd lng="pt"><![CDATA[bottom-of-the pyramid business model]]></kwd>
<kwd lng="pt"><![CDATA[estratégia coletiva]]></kwd>
<kwd lng="pt"><![CDATA[estratégia de valorização cultural]]></kwd>
<kwd lng="pt"><![CDATA[modelo de negócio]]></kwd>
<kwd lng="pt"><![CDATA[modelo de negócio de base da pirâmide]]></kwd>
</kwd-group>
</article-meta>
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