I created with my classmates this presentation during Innovation Management in order to try to apply the Canvas Business Model at this company.

2. Summary:
• Overview
• Water division

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

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

6. Business Units

7. Revenue Stream

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