Summary:•Overview•Water division

Overview●Mission●Business Units●Revenue Stream●Future targets

Water division●Current Canvas●Alternatives●Free Platform●Why Free●What might it happen?●Why not?●Source

Mission1.Climate change2.Biodiversity3.Resource conservation4.Access to essential services5.Social attractiveness6.Health and safety at work

Business Units

Revenue Stream

Future targetsAt the end of 2013, the “New Veolia”, with three divisions-Water, Waste Management,and Energy Service - will be more agile,responsive organization, with the financial flexibility and cash flow needed to seize the best growth opportunities in the largest countries.

Current Canvas

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customer segments

key partners

cost structure

revenue streams

channels

customer relationships

key activities

keyresources

value proposition

Value Propositions“Promote access water for all”Access for all to drinking water and wastewater service is one of our century's major challenges.We are doing what we can to meet this challenge, through appropriate social engineering (Gabon, Niger, India...), experiment with new business models such as the social business (Bangladesh) or subsidized connections (Morocco), subsidy schemes to find ways to avoid cutting off service (France...) as well as humanitarian action.

Offer

ClientsClient Segments

Private companies; Governments ( local and national authorities: contracts of public service delegation)

Channels

Account Managers

Customer/Client Relationships

●Dedicated Personal Assitance in order to customize our service●Durable relationships

InfrastractureKey Resources

Patents related to process of recycling, engineering solutions;Experience; Expertise

Key Activities

R & D; Engineered solutions to recylce water for drinking and industrial purposes, to reduce water waste and to design and install water facilities

Key Partnerships

Suppliers; University Liaisons (The Trophées Performance, Student Solidarity Awarenes, Veolia Summer School)

Financial ViabilityRevenue Streams

Each solution is taillored at the customer needs, so the price depend on product feature

Cost Structure

The Purchasing function with external expenses over 50% of total revenue (variable cost); Fixed cost related to organization (employees, structure, ecc.)

Alternatives(a) Product(b) Infrastructure(c) Relationship(d) Long Tail(e) Multi-Side Platform (f) Bait and Hook(g) Free √(h) Freemium(i) Commons

customer relationships

key activities

value proposition

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customer segments

key partners

cost structure

revenue streams

channelskey

resources

Free Platform

Value Propositions“Provide advice on water issue”Through our platform we want to provide an help desk for customers as well as for suppliers

Offer

Client Segments

Group 1:EngineerGroup 2:Public Administration and Private Industries

Channels

Web site platform

Customer/Client Relationships

Dedicated personal assistance and Communities

Clients

Key Resources●Customer Segments●Internet Platform

Key Activities

One to one consulting, and possibility to share experience between members within each group. And a participation of public opinion.

Key Partnerships

Internet Platform suppliers

Infrastracture

Financial ViabilityRevenue Streams

●Creates Customer loyalty thereby facilitating revenue generating in the long term●Development of futur projects

Cost Structure

Costs for the internet platform and the webmaster.

Why Free?

The interest for Veolia for a free alternative:A high level of interaction can be obtained among the various customers of VeoliaInvolving the clients in the innovation processAttract the interest of potential clientsMaintain loyalty among existing clientsIncrease the brand image of Veolia with more transparency

What might it happen?Pain● Time consumption,● Misguidance,● Authenticity of information

Gain● Recognition of engineers,

● Increase in membership

What might it happen?Pain

Fears: The fears of the customers of being misguided by anonymous personnel who give replies to their queries

Frustration: The engineers and experts have to invest their time in answering to the queries of the customers. They might be bugged often, which might lead to frustration

Obstacles: The customers might seek the traditional way of obtaining solutions as they might consider getting solutions through the web portal might be time consuming and the information may not be authenticated

What might it happen?

• Desire: The desires of the customers to solve their issues and the desires of the engineers to gain popularity through solving difficult water issues forms a driving factor

• Measure of success: The increase in the membership of the web portal, in both the segments of customers, is a measure of success of the portal

Gain

Why Not?Relationships: After analyzing this kind of business model, we have assumed that it is not possible to apply it because, although Veolia serves their service for various types of customers and has a diversified product portfolio, it is not desirable to apply this kind of business model because it is too expensive to build a customized product.

Commons: The application of this business model is impossible because in Veolia's sector there are only technologically advanced service and customers donot have sufficent knowledge to co-create solutions.

Why Not?

• Multi-sided platform: We believe that the creation of this kind of platform is not possible, because our target is a small number of clients.Veolia would not be able to recover the initial costs invested in a platform of this type.

• Freemium: This alternative is not applicable because the core product of Veolia is the design of facilities related to water issues. It is impossible that Veolia might give this service free and try to get a gain arising only from the realization of premium service such as equipment maintenance, awareness-raising activities and issues related to water management, etc.

Why Not?

Long Tail: The application of this business model requires addressing to different niche markets, but the Veolia revenue is generated only by a few big customers.

Bait and Hook: This type of business model is not viable because it presumes selling our basic products at a low price and then to generate revenue from additional services. However, the core business of Veolia is producing advanced solutions for water and environmental issues.

Conclusion

The Web Portal would help Veolia to get in touch with its existing customers, convert prospective customers and create brand awareness and loyalty

It also can generate revenue by hosting advertisements from the partners of Veolia

Thus the web portal business model builds customer relationship and helps generating revenue

Source

www.veoliawater.com www.veolia.com www.finance.veolia.com Refer the notes