Guest Lecture MOTI University of Twente
Technology Management & Business Innovation
Capgemini Consulting is the strategy
and transformation consulting brand
of Capgemini Group

AGENDA
• Introduction & Expectations
• Business Innovation & Business Models
• Case: From Technology to Product for a Financial Service Company
• Questions
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Introduction
 Your Expectations
 Capgemini & Consultancy
 Today’s Literature
NPD Process
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Partnerships
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Technology & Innovation Management
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 Apply a market perspective – Case Financial Service Company
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Well, we do not tell managers what to do…
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Or how to do it…
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Capgemini is a Global Service Provider: We are known for our knowledge,
worldwide reach, and appreciated for the way we work together with our clients
Capgemini’s approach:
Collaborative Business Experience
• Challenges with external
The client and consultant together
perspectives and insights
• Lasting improvements
Define Design Implement
Partnership model • Equal partners
problem solution solution
• Common objectives
It is the way you work that creates success
• Measurable results
Two traditional consultancy models that we don’t use:
Consultant Speaks to Acts
Client • Lack of ownership for solution
Leadership model
• Little engagement in
Implements
Defines problem
implementation
Develops solution
• Outside project scope
Consultant
Client Speaks to Acts
• Lack of ownership for solution
Resource based model Develops solution
Defines problem
Implements • Little engagement in
implementation
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AGENDA
• Introduction & Expectations
• Business Innovation & Business Models
• Case: From Technology to Product for a Financial Service Company
• Questions
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Common Mistakes around Innovation
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Business Innovation Consulting is a team of innovators committed to
realize measurable Business Value in collaboration with clients
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A Business Model
• … is a simplified representation of a company’s business logic
• … describes what a company offers to its clients, how it reaches them and relates to them, through which
resources activities and partners it achieves it and finally, how it earns money
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The Business Model framework is a conceptual tool with the objective of
expressing the business logic of a firm
Resources Offer Customer
Co-creation
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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1. Customer Relationships: Who are our Customers?
Key Questions
Resources Offer Customer
Who do we create value for?
Do any of these customers fit to be grouped into a Co-creation
distinct category, because …
… we propose them a distinct offer?
Partner Customer
… we reach them through different
Network Relationship
communication and distribution channels?
… we entertain different relationships with
them (more personal)
… they have substantial different
profitability
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
Our group of customers with different characteristics
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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2. Value Proposition: What do we offer each of our client segments?
Key Questions
Resources Offer Customer
What do we offer the market?
Co-creation
What is the specific bundle of products and
services you offer each of the customer segments?
Which customer needs does each value
proposition cover?
Partner Customer
Do we offer different service levels to different
Network Relationship
Customer Segments?
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
A bundle of products and services that satisfies a specific
Financial Performance
customer segment’s needs
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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3. Channels: How do we reach each of our client segments?
Key Questions
Resources Offer Customer
Through which communication and distribution
Co-creation
channels do we reach our markets?
How well does each channel work?
How expensive or cost efficient is each of our
channels?
Partner Customer
Through which communicationNetwork
and distribution Relationship
channels do we promote and deliver each value
proposition?
Through which channel do we reach each
Customer Segment?
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
The channels through which we communicate with our customers and
Financial Performance
through which we offer our value propositions
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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4. Client Relationship: How do we relate to our clients over time?
Key Questions
Resources Offer Customer
Do we develop and maintain different types of
client relationships in our business model, such as Co-creation
more or less intense, more or less personal, etc?
How resource intensive is each of these client
relationship types in terms of time consumption
Partner Customer
and other costs? Network Relationship
For each Customer Segment, which client
relationship types and mechanisms do we develop
and maintain?
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
The types of relationships you entertain with each customer segment
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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5. Revenue Streams: How do we earn money?
Key Questions
Resources Offer Customer
What are our revenue streams?
What are the revenue streams from each customer Co-creation
segment and Value Proposition?
How much is each revenue stream’s contribution
to overall revenue in terms of percentages?
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
The streams through which we earn our revenue from our customers
for value creating and customer facing activities
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Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.

6. Core Capabilities: Based on which capabilities & assets are we running
our business?
Key Questions
Resources Offer Customer
What are the key resources we rely on to run our
Co-creation
business model?
How does each of these resources relate to our
Value Proposition and their corresponding Customer
Segments, Channels, and Relationships?
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
The key resources we Financial Performance
need to make our business model function
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Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.

7. Value Configuration: What key activities we need to run our business
model?
Key Questions
Resources Offer Customer
What are the main activities we operate to run our
Co-creation
business model?
On which Core Capabilities do they rely?
To which Value Proposition, Channels or
Relationships do they contribute?
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
The most important activities that have to be performed
Financial Performance
to run our business model
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Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.

8. Partner Network: With which partners do we leverage our business?
Key Questions
Resources Offer Customer
Which partners and suppliers do we work with?
Co-creation
Which Core Capabilities do they relate to?
To which Value Propositions, Channels or
Relationships do they contribute?
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
The partners and suppliers we work with to run our Business Model
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Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.

9. Cost Structure: What are our most important costs?
Key Questions
Resources Offer Customer
What are the most important cost positions in our
Co-creation
Business Model?
Can the cost positions be easily connected to a
Business Model building block?
Can costs be calculated for each Customer
Partner Customer
Segment? Relationship
Network
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
The costs we incur running our Business Model
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Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.

Examples of Business Models with different focus points
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AGENDA
• Introduction & Expectations
• Business Innovation & Business Models
• Case: From Technology to Product for a Financial Service Company
• Questions
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A Financial Service Company wants to launch a contactless payment
technology
 Contactless payment allows consumers to make payments without having to hand over or
swipe a payment card.
 No signature or PIN is needed
 The technology is mostly a smart card chip, embedded in a card, key fobs, cell phones or
wristbands.
 Benefits for consumers: more convenient to use and fast payment
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Current Situation
 Technology is not the issue: technologically contactless payment is possible
 High competitive market, substitutable payments concepts are available (Ideal, Payter, debit,
credit and cash)
 The question for this company is not: how does the technology work, but what new product
can we develop with this technology?
 This company is a small part of the value chain, so it needs partners to succesfully launch a
contactless payment product
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The Financial Service Company needs support in the Concept and Design
phases
Innovation
Concept Design
Target & Scope Commercialization
Strategy
I. II. III. IV. V.
Focus areas within the
Definition of gate gate
organization
Innovation
Strategy Topic 1
Idea Review of approach GoLive
• Identify and generation
Topic 2
Market Entry
pursue trends • List of Proposed projects
• Decide on projects to be
• Corporate
reviewed in detail
Topic 3 Business Model
positioning
• Further review
• Partner • Prioritization & resourcing Value Chain
strategy
Performance
Rewarding
measures
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Let’s use the Business Model to further develop the idea for the Financial
Services Company into a Concept
Resources Offer Customer
Co-creation
Partner Customer
Network Relationship
Core Value Value Distribution Customer
Capabilities Configuration Proposition Channels Segment
Cost Revenue
PROFIT
Structure Streams
Financial Performance
Adapted from Alexander Osterwalder, The Business Model Ontology, a proposition in a design science approach.
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AGENDA
• Introduction & Expectations
• Business Innovation & Business Models
• Case: From Technology to Product for a Financial Service Company
• Questions
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Questions
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Isabelle Thijssen | Capgemini Consulting NL Daan Giesen | Capgemini Consulting NL
Consultant Business Innovation Consulting Consultant Business Innovation Consulting
isabel.thijssen@capgemini.com daan.giesen@capgemini.com
+31 6 15030403 +31 6 27159293
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