Business Models Canvas - Case Study Veolia Water
Download as PPTX, PDF5 likes4,919 views
The document provides an overview of Veolia's water division, focusing on its mission, business units, and revenue streams while highlighting future targets and operational strategies. It discusses the potential development of a free online platform for customer interaction, emphasizing the importance of customer loyalty and brand image. Challenges and limitations of various business models, including their applicability to Veolia's services, are also examined.
Business Models Canvas - Case Study Veolia Water
- 2. Summary: • Overview • Water division
- 4. Water division ●Current Canvas ●Alternatives ●Free Platform ●Why Free ●What might it happen? ●Why not? ●Source
- 5. Mission 1.Climate change 2.Biodiversity 3.Resource conservation 4.Access to essential services 5.Social attractiveness 6.Health and safety at work
- 8. Future targets At 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.
- 10. Current Canvas key activities value customer proposition relationships key partners customer segments cost structure revenue key streams resources channels 10 images by JAM
- 11. Offer
- 12. Clients Client 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 ●
- 13. Infrastracture Key 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)
- 14. Financial Viability Revenue 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.)
- 15. Alternatives (a) Product (b) Infrastructure (c) Relationship (d) Long Tail (e) Multi-Side Platform (f) Bait and Hook (g) Free √ (h) Freemium (i) Commons
- 16. Free Platform key activities value customer proposition relationships key partners customer segments cost structure revenue key streams resources channels 16 images by JAM
- 17. Offer Value Propositions “Provide advice on water issue” Through our platform we want to provide an help desk for customers as well as for suppliers
- 18. Clients Client Segments Group 1:Engineer Group 2:Public Administration and Private Industries Channels Web site platform Customer/Client Relationships Dedicated personal assistance and Communities
- 19. Infrastracture 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
- 20. Financial Viability Revenue 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.
- 21. Why Free? The interest for Veolia for a free alternative: A high level of interaction can be obtained among the various customers of Veolia Involving the clients in the innovation process Attract the interest of potential clients Maintain loyalty among existing clients Increase the brand image of Veolia with more transparency
- 22. What might it happen? Pain ● Time consumption, ● Misguidance, ● Authenticity of information Gain ● Recognition of engineers, ● Increase in membership
- 23. 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
- 24. What might it happen? Gain • 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
- 25. 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.
- 26. 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.
- 27. 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.
- 28. 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
- 29. Source www.veoliawater.com www.veolia.com www.finance.veolia.com Refer the notes