Research Outline Co-Creation & Business Models


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Research Outline Co-Creation & Business Models

  1. 1. Innovate Business Models for Successful Co-creation A Research on the Successful Match between the Co-creation Partner and the Company’s Business Model MSc Thesis
  2. 2. Research <ul><li>Business Innovation develops and implements unique added value (which </li></ul><ul><li>customers adopt) by means of an integrated change of internal/external factors </li></ul>Rationale In order to sustain Open Innovation, changes or innovations in the business model are vital. A business model should be open for customer involvement in NPD. Open business models enable organizations to be more effective in creating as well as capturing value. They help create value by leveraging many more ideas and allow greater value capture by utilizing a firm’s key asset, resource, or position. Open business models enhance the success of co-creation as well as the performance of the NPD project. Research offering This research explores and identifies the factors that determine successful co-creation between company and business customer by providing an understanding of the forces that drive partner selection and the relation with the company’s business model What differentiates this research Open Innovation theory indicates the relevance and need for sharing and collaborating. It also suggests a critical review on business models. The aim is to understand the choice for a specific customer in co-creation, to understand the relation between customer and the project’s business model, and to understand what determines the success in co-creation.
  3. 3. Conceptual Research Model
  4. 4. Research Questions <ul><li>Main research question </li></ul><ul><li>‘ What are the success factors for a match between the co-creation partner and </li></ul><ul><li>The company’s business model?’ </li></ul><ul><li>Sub questions: </li></ul><ul><li>What are the ‘driving forces’ in the selection of a customer for co-creation? </li></ul><ul><li>Which partner selection criteria determine successful co-creation? </li></ul><ul><li>Which elements of the company’s business model change because of co-creation? </li></ul><ul><li>What kinds of business model innovations lead to successful co-creation? </li></ul>
  5. 5. Co-creation Partner Selection Co-creation a vertical NPD-project involving a company and business customer, which both actively, directly cooperate in the NPD process, regardless of the degree of formality of this cooperation. <ul><li>Driving Forces in Selecting a Co-creation Partner </li></ul><ul><li>Value created in the co-creation </li></ul><ul><li>Benefits for company and customer </li></ul><ul><li>Knowledge exchanged </li></ul><ul><li>Interaction & involvement </li></ul><ul><li>Network competences </li></ul><ul><li>Searching for Alignment to Create Maximum Value </li></ul><ul><li>Business model alignment </li></ul><ul><li>Technological alignment </li></ul><ul><ul><li>Technical capability, resource complementarity, overlapping knowledge base </li></ul></ul><ul><li>Strategic alignment </li></ul><ul><ul><li>Motivational correspondence, goal correspondence </li></ul></ul><ul><li>Relational alignment </li></ul><ul><ul><li>Compatible cultures, propensity to change, long-term orientation </li></ul></ul>
  6. 6. Business Model Innovation Business Model a conceptual tool containing a set of objects, concepts, and their relationships to express the business logic of a specific firm (how a company creates, sells, and delivers value). Resources PROFIT Distribution Channels Cost Structure Revenue Streams Customer Offer Financial Performance Customer Relationship Value Proposition Customer Segment Core Capabilities Partner Network Co-creation Business Functions Value Configuration
  7. 7. Successful Co-creation <ul><li>Co-creation objectives </li></ul><ul><li>Increase profitability </li></ul><ul><li>Shorten time to market </li></ul><ul><li>Enhance innovation capability </li></ul><ul><li>Create greater flexibility in R&D </li></ul><ul><li>Expand market access </li></ul><ul><li>Cost reduction </li></ul><ul><li>Shared risks </li></ul><ul><li>Fit with customers’ desire </li></ul><ul><li>Objectives of Co-creation in accordance with objectives NPD </li></ul><ul><li>Successful Co-creation </li></ul><ul><li>Influence of co-creation partner selection </li></ul><ul><li>Influence of business model innovation </li></ul>
  8. 8. Propositions <ul><li>Searching for Success Factors for a Match Between the Co-creation Partner and the Company’s Business Model </li></ul><ul><li>Selecting a customer for co-creation on specific criteria leads to more success in co-creation </li></ul><ul><li>Business model innovation with the aim to ‘align’ business models leads to a higher success of the co-creation </li></ul>
  9. 9. Possible Companies <ul><li>Search for companies that co-create in NPD projects with customers </li></ul><ul><li>Co-creation between company and business customer </li></ul><ul><li>Vertical and dyadic relation </li></ul><ul><li>Reason for co-creation: New Product Development (NPD) </li></ul><ul><li>Technological and/or market focused </li></ul><ul><li>Interview of one hour </li></ul><ul><li>Involvement of the respondent in the co-creation process </li></ul><ul><li>Possible cooperating companies </li></ul><ul><li>Ahold </li></ul><ul><li>Akzo Nobel </li></ul><ul><li>DSM Nutritional Products (Switzerland) </li></ul><ul><li>Eaton </li></ul><ul><li>Friesland Foods </li></ul><ul><li>KPN </li></ul><ul><li>Nedap </li></ul><ul><li>Nokia (Finland) </li></ul><ul><li>Philips </li></ul>
  10. 10. Urgency <ul><li>Question to the organization In what way do you determine successful co-creation? </li></ul>Why now? When Capgemini’s Business Innovation develops knowledge on understanding co-creation and its implications, they can translate it into concrete service offerings for clients. Clients (companies) need support in their innovation programs. When companies are more able to co-create value and to innovate, together in the Collaborative Experience of Capgemini, they can serve customers better and it will increase business performance. <ul><li>Why me? </li></ul><ul><li>MSc Student Business Administration </li></ul><ul><ul><li>Specialization: Innovation Management </li></ul></ul><ul><ul><li>University of Twente, Enschede, the Netherlands </li></ul></ul><ul><li>Member E-Commerica USA Study tour 2005 </li></ul><ul><ul><li>Organizational consequences of E-commerce </li></ul></ul><ul><li>Cooperator ‘Patterns in NPD’ research project </li></ul><ul><ul><li>ISPA University Lisboa, Portugal </li></ul></ul><ul><ul><li>Involvement of suppliers in NPD </li></ul></ul>Why this research? Gain new insights in co-creation in B2B environments Understand the Business Model (and its innovation) in supporting successful co-creation