Some FB Communication Advice v1 - Hoang Nguyen

COMMUNICATION ADVICE
Keeping digital competitive edge in the

conservative market
Hoang Nguyen
Nhhnguyen97@gmail.com
Student name
Hoang Nguyen
Student
number 588931
e-mail address
nhhnguyen97@gmail.com
telephone
0647180074
Study
programme Communication
Customer Royal HaskoningDHV

Company
coach Joao Almeida
Supervisor Rogier R. Pliester

2nd assessor Mirjam Broekhoff
Date 7/8/2020
Company coach Supervisor Student
Signature
As agreed,
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Chapter 1 = Introduction
Table of Contents
Executive Summary................................................................................................................................7
1. Introduction.......................................................................................................................................8
About the company............................................................................................................................8
About Royal HaskoningDHV...........................................................................................................8
About Nereda.................................................................................................................................8
Unique selling point..........................................................................................................................12
Advantages of Nereda® technology.............................................................................................12
2. Definition of communication problem.........................................................................................14
1.1. Problem orientation.............................................................................................................14
1.2. Problem definition................................................................................................................14
1.3. Research objective................................................................................................................14
1.4. Research target group..........................................................................................................10
1.5. Research questions...............................................................................................................15
Main & Sub questions..................................................................................................................15
MAIN QUESTION..............................................................................................................................15
SUB QUESTION.................................................................................................................................15
3. Research methodology.................................................................................................................15
2.1. Desk research.......................................................................................................................15
2.2. Field research.......................................................................................................................16
2.3. Restriction and limiting conditions.......................................................................................16
2.3.1. Restrictions...................................................................................................................16
2.3.2. Limitations....................................................................................................................16
2.4. Theoretical framework.........................................................................................................17
2.4.1. Value Discipline.............................................................................................................17
2.4.2. Community of Inquiry...................................................................................................20
2.4.3. Customer Journey Model..............................................................................................21
4. Research conclusions and analysis...............................................................................................22
3.1. Formulate the conclusions of the internal & external analysis.............................................22
3.1.1. Conclusions of internal analysis....................................................................................22
3.1.2. Conclusions of external analysis...................................................................................22
3.2. Stakeholders.........................................................................................................................23
Internal stakeholders....................................................................................................................23
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External stakeholders...................................................................................................................24
3.3. SWOT Analysis......................................................................................................................27
3.4. GAP analysis.........................................................................................................................29
Why Gap Analysis?.......................................................................................................................29
5. Communication advice...................................................................................................................1
4.1. Communication problem........................................................................................................1
4.2. Communication target group.................................................................................................1
4.2.1. Target group personas....................................................................................................1
4.3. Communication objective.......................................................................................................3
4.4. Communication strategy........................................................................................................4
4.4.1. The message...................................................................................................................4
4.4.2. Tone of voice..................................................................................................................4
4.5. Strategy..................................................................................................................................5
4.5.1. Leading by Educating!.....................................................................................................5
4.5.2. Consideration stage is essential!.....................................................................................7
4.5.3. Guerrilla Marketing Strategy: Interaction!......................................................................7
5. Implementation & planning...........................................................................................................8
5.1. Implementation......................................................................................................................9
5.1.1. Package plan content....................................................................................................10
5.1.2. Digital media posts.......................................................................................................11
5.1.3. Events, exhibitions........................................................................................................11
5.2. Planning................................................................................................................................12
6. Media objective..............................................................................................................................1
Lead & Inquiries..................................................................................................................................1
Social media (Twitter).....................................................................................................................1
LinkedIn..........................................................................................................................................1
Online presence.............................................................................................................................1
7. Accountability.................................................................................................................................1
7.1. Key Performance Indicators...................................................................................................1
7.1.1. Social media....................................................................................................................1
7.1.2. LinkedIn..........................................................................................................................1
7.1.3. Online presence..............................................................................................................2
7.1.4. Events/Exhibition............................................................................................................2
7.2. Funnel of response.................................................................................................................2
8. Budget............................................................................................................................................0
ROI......................................................................................................................................................0
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9. Evaluation & Organizational Consequences...................................................................................1

Bibliography...........................................................................................................................................2
Appendix................................................................................................................................................6
Appendix 1: Internal analysis..............................................................................................................6
Organizational structure.................................................................................................................6
Identity (Answer of sub-question 2).................................................................................................................6
Digital media of Nereda®(Answer of sub-question 1 and sub-question 4.1)...................................................................7
Current digital marketing situation (facts & figures)......................................................................9
Lead & inquiries (Answer to Sub-question 5)..................................................................................................11
Appendix 2: Actual image of Nereda via Social media......................................................................13
Appendix 3: CSP................................................................................................................................14
Mission.........................................................................................................................................14
Promise........................................................................................................................................15
Vision............................................................................................................................................15
Values...........................................................................................................................................15
Appendix 4: Direct Competitors.......................................................................................................16
Appendix 5: Competitors’ digital medias..........................................................................................17
Veolia...............................................................................................................................................17
Degremont (Suez).........................................................................................................................17
Appendix 6: Current digital marketing situation (Facts & Figures)...................................................18
Appendix 7: External Analysis...........................................................................................................20
Market definition (Conservative market).....................................................................................20
Market analysis............................................................................................................................20
Porter’s Five Forces model...........................................................................................................21
A. The threat of New Entrants..................................................................................................21
B. Supplier Power.....................................................................................................................23
C. Threats of substitute technology..........................................................................................24
D. Competitive Rivalry (the answer of sub-question 3.1)................................................................................25
Competitive Profile Matrix...........................................................................................................26
Summary of the in-depth interview (Answer to sub-question 6)....................................................................27
Appendix 8: Nereda events calendar................................................................................................29
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Table of Figures
Figure 1 Courtesy Delft University of Technology..................................................................................9
Figure 2 Nereda® Achievements..........................................................................................................10
Figure 3 The way of working................................................................................................................11
Figure 4 Nereda® Wastewater Treatment Plant...................................................................................12
Figure 5 Partners of Nereda.................................................................................................................11
Figure 6 Value discipline model (Ordenes, 2018).................................................................................17
Figure 7 Product Leadership Operating Model (Administrator, 2020).................................................19
Figure 8 Community of Inquiry model (Garrison, 2009).......................................................................20
Figure 9 The Customer Journey Model (Customerscope, n.d.)............................................................21
Figure 10 Way of working in Nereda®.................................................................................................21
Figure 11 B2B buyer Journey and content marketing (Edmond, 2017)................................................21
Figure 12 Stakeholders of Nereda........................................................................................................26
Figure 13 SWOT Analysis Module (Helms,2010)...................................................................................27
Figure 14 Gap analysis............................................................................................................................0
Figure 15 Nereda Persona......................................................................................................................2
Figure 16 Do, Feel, Think model (Adwise Internetmarketing, 2017)......................................................3
Figure 17 Community of inquiries (Garrison, 2000)...............................................................................5
Figure 18 Customer Journey...................................................................................................................7
Figure 19 See Think Do Care Model (Kleinsman, 2020)..........................................................................9
Figure 20 Visual template of Nereda for posts, flyers, white paper, etc..............................................11
Figure 21 Stand visuals.........................................................................................................................12
Figure 22: Nereda®'s online presence....................................................................................................8
Figure 23: Nereda®’s LinkedIn page.......................................................................................................8
Figure 24: Nereda® Twitter Page............................................................................................................9
Figure 25: YouTube channel of Nereda®from Royal HaskoningDHV......................................................9
Figure 26: Lead Cycle............................................................................................................................12
Figure 27: Porter's Five Forces Analysis (Porter, 1979)........................................................................21
Figure 28:Suppliers (HaskoningDHV, 2020)..........................................................................................23
Figure 29 Nereda Events Calender.......................................................................................................29
Table of Tables
Table 1 Advantages of Nereda® technology.........................................................................................13
Table 2 Internal stakeholders...............................................................................................................23
Table 3 External Stakeholders..............................................................................................................24
Table 4 Nereda®'s SWOT Analysis........................................................................................................27
Table 5 Upcoming Events.......................................................................................................................8
Table 6 Package of Nereda...................................................................................................................10
Table 7 Campagin Calender....................................................................................................................0
Table 8 Budget.......................................................................................................................................0
Table 9 Pre-ROI.......................................................................................................................................0
Table 10: Nereda®®.net data from 1/1/2016 - 31/12/2019.................................................................10
Table 11: Other digital marketing media facts.....................................................................................11
Table 12: Nereda®®.net data from 1/1/2016 - 31/12/2019.................................................................19
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Table 13: Other digital marketing media facts.....................................................................................20

Table 14 Comparative Performance of Sewage Treatment Systems (Pérez, n.d.)................................24
Table 15: Advantages and Disadvantages of conventional and Non-conventional Wastewater
Treatment Technologies (Pérez, n.d.)..................................................................................................25
Table 16: Nereda®Competitive Profile Matrix......................................................................................27
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Executive Summary
Chapter 1 Introduction
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Working in a big organization like Royal HaskonningDHV has always been a great opportunity to learn and
experience a true business system for a Hogeschool van Arnhem en Nijmegen’s Communication Student.
To be a professional communication specialist is every communication student’s goal and dealing with
communication problems is part of a job as well. As an intern at Royal HaskonningDHV, the
communication student must deal with the digital communication challenge with a conservative market in
the Nereda® department. This research will demonstrate what the corporation is facing and how a
communication student can tackle this challenge by facing communication advice, hence, the
recommendation can fit into the marketing objective of the organization.
Although Nereda®’s technology is impressively advanced; the corporation is dealing with a digital
communication challenge to be a leader of the wastewater treatment market. It inevitably requires solid
research to take a look at the challenge as well as the internal and external aspects of the corporation,
therefore, and create some useful recommendations to solve the communication challenge.
About the company

About Royal HaskoningDHV
Royal HaskonningDHV is an independent, international engineering, consultancy, and technology
provider with 135 years of experience. The term “Royal” means for all the corporations for more
than 100 years old. These professionals aim to deliver services in the fields of aviation, buildings,
energy, industry, infrastructure, maritime, mining, transport, urban and rural development, and
water. Royal HaskoningDHV’s connections span time and space; with a global network and a local
focus benefiting people that the corporation works with and for. The past generations at Royal
HaskoningDHV have passed their legacy, the next generation building on their knowledge to create
the leading position. And there is a strong connection with future generations - visible in
corporation’s commitment to creating a more sustainable world for our children and the children’s
children.
Royal HaskoningDHV focuses on delivering added value for the clients while at the same time
addressing the variety of problems that many societies face. These include the growing world
population and the consequences for towns and cities; the demand for clean drinking water, water
security, and water safety; pressures on traffic and transport; resource availability and demand for
energy and waste issues facing the industry (Rhdhv, n.d.).
The development of a sustainable water system is a fascinating but difficult challenge because the
infrastructures needed to achieve this are planned for the long term, so choices made today
determine the urban environment of the future. A future that is viable, safe and that enhances the
life of those who live in that environment. Achieving a sustainable society is a key challenge in
current world. The protection of water returned to the environment is adequately treated to remove
nutrients, bacteria, and other pollutants. Water reuse is becoming an imperative for industry and city
alike, requiring an even higher standard of effluent from the wastewater treatment plants. Nereda®
is advanced solutions from Royal HaskoningDHV, which is an innovative wastewater treatment
technology that uses unique features of aerobic granular biomass.
About Nereda
Nereda® is the wastewater treatment technology that purifies water using unique features of Aerobic
Granular Biomass. The Name Nereda® derives from the Greek word “Neraida”. Nereda® was a water
nymph and one of the daughters of Nereus, the wise and benevolent Greek god of the sea. In Greek
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mythology, Nereda® is lined with the terms “Pure” and “Immaculate”, a hint at the water quality produced
by new technology!
Figure 1 Courtesy Delft University of Technology
However, what is Aerobic Granular Biomass technology? In general, Aerobic Granular Biomass is using
Aerobic Granular Sludge for more sustainable wastewater treatment solutions. Until now, the full-scale
Aerobic Granular Biomass technology has been developed as Nereda® technology to treat municipal and
industrial wastewater worldwide. Nereda® system is considered as the first Aerobic Granular Sludge
technology applied at full-scale.
The team of researchers working at the world-renowned Delft University of Technology invented Nereda®
technology. In close cooperation with universities, research institutes, STWOA, water authorities, various
industrial and municipal launching customers, and supported by national and international grants, Royal
HaskonningDHV has transferred the process into an international applied, sustainable and cost-effective
technology. With more than a decade of full-scale experience, this modern and sustainable solution has
proven itself as the leap forward in reliable biological treatment.
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Nereda® technology and its developers have achieved many prestigious awards, including WIOA Award for
operator Kingaroy, Wex Global Award for Faro, and the most recent proudly reward is Top 1 water tech of
Global Water Award 2019.
Figure 2 Nereda® Achievements
Furthermore, Nereda® has optimized more than 78 plants all over the world to more than 70 institutional
partners and end-users. Brazil, UK, and the Netherlands are the three biggest markets for Nereda®,
However, Nereda®'s ambitions are to expand the business to bigger markets like Asians and the Americas.
Until 2025, Nereda® plans to open around 200 plants globally.
Nereda® is a product, not a consultancy service, which sold as a technology package (Limited risk and
maximum profit). Elsewhere, dedicated licensees provide Nereda® solutions to their market. From there,
the revenue comes from technology fees, controller fees, project-related services, process guarantee, and
operational support contracts.
1.1. Target groups

The target group of RHDHV’s clients falls into two broad categories: private sector clients and public
sector clients. The former includes at least three types: industry and business; infrastructure and
utilities; and the intermediaries. The second sector includes NGOs, trade organizations, and
educational institutions.
Nereda®’s target group consists of partners, licensees, and suppliers in any kind of industry
throughout the world, joining knowledge and capacity to deliver increases the ability to help the
clients. To keep the competitive edge, Nereda® is planning to the partnership with water boards,
universities. For example, in the Netherlands, waterboards are responsible to take care of all the
wastewater treatment cases, canals, etc. However, in the UK, municipalities are the ones responsible
for all these water cases. The end users can vary, but ultimately there are individual municipalities
that own/operate their wastewater facilities, there concessionaires like BRK which own/operate
many wastewater plants in each region. For industrial, generally, most industries have wastewater
treatment because municipal treatment typically requires industries to pre-treat their high-strength
wastes before it enters a municipal system. Nereda®’s principal focus with industry is through key
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partners, so industry partners that have many wastewater plants that they own/operate. It seems
like most of the industrial focus is on the food & beverage sector like with the dairy plants in the NL,
which are Coca Cola, Pepsi, Heineken, etc.
Figure 3 Partners of Nereda
The way of working
Figure 4 The way of working
Together with licensees, Nereda® can provide convenient technology packages inclusive of special
hardware and deliver complete easy-to-operate plants in any type of contract preferred by its clients.
Added-value services extend to effective operational support or taking full responsibility for plant
operation and maintenance
With these advanced technologies, great ambitions & prestigious awards, Nereda® needs appropriate
marketing tools to approach the target groups. The digital media is facing now is how to reach the target
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customers. This research proposal helps the organization to address the problem or “Challenge” to come
up with the
Unique selling point

RHDHV is known as making use of the newest technological advancements and new possibilities of data
and digital. Moreover, RHDHV has more than 135 years of experience in delivering services in the fields of
aviation, buildings, energy, industry, infrastructure, maritime, mining, transport, urban and rural
development, and water. Nereda® utilizes this advantage to develop the advanced technology that uses
the unique feature of aerobic granular biomass. More cost-effective than traditional water treatment
methods, Nereda® plants are up to four times smaller than traditional installations, consume only half the
energy, and require no chemicals for the treatment process.
Advantages of Nereda® technology
Figure 5 Nereda® Wastewater Treatment Plant
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Table 1 Advantages of Nereda® technology
Cost-effective Easy to operate Sustainable
Nereda® technology enables Thanks to the nature of Extensive life cycle analyses reveal
extensive treatment in compact technology, plant operations Nereda® technology as a truly
and uncomplicated designs. The are easy and process sustainable technology. Compared to
amount of mechanical equipment is performance robust. Every conventional processes, Nereda®
much less than in conventional Nereda® process plant is technology not only has significantly
processes. equipped with an Aquasuite® lower energy consumption but also
Nereda® controller, a smart, produces, commonly without the use of
This lowers the direct plant cost for
integrated process controller waste generating chemicals, a
greenfield, brownfield, retrofit, or
ensuring fully automated plant remarkably high effluent quality.
capacity extension application and
operation. The transparent and Besides, the technology requires fewer
often enables that existing
fully user-adjustable control construction materials and less
treatment sites can be utilized
algorithm further increases the mechanical equipment resulting in a
rather than purchasing new land.
ease-of-operation, efficiency, better environmental construction
Operation & Maintenance costs are and performance robustness. profile.
much lower thanks to the reduction
in mechanical equipment, chemical-
free operation, and the remarkably
high energy efficiency of the
process.
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2. Definition of communication problem

2.1Problem orientation
“There is any problem? No, there is not, it is working completely ok, but is it a challenge to keep the
competitive edge? Yes, it is” – Joao Tiago de Almeida, Director Operations of Nereda®, this is a
quote conducted through an interview with the composer.
Nereda® considers a stated problem as a challenge because it is a top advanced technology with
many achievements, consequently, it requires a good B2B marketing strategy to be a thought leader
in wastewater treatment worldwide. However, to keep up with this position, it requires a better
solution in digital marketing. Until now, Nereda® is struggling with finding a solution to inform the
conservative market.
In terms of digital communication, a consistent and professional presentation is essential. The digital
communication channel should deliver a strong and consistent brand, with relevant and high-quality
content, in a related context.
Through the company’s website, Nereda® conveys who it is and what it does. The website is a
showcase for the company; it is the “Shop-window”. Finally, the website is the information hub,
where generates leads, spreads brand awareness to create traffics and triggers contacts via emails &
contact list (Daintith, 2019).
The preliminary research down below will demonstrate the fault of website-operation as well as the
digital communication challenge.
In 2013, the new Royal HaskoningDHV website was launched and currently, a program is in place to
guarantee continuous improvement and enhancement of web portal according to the corporation
director.
Until now, the digital media challenge has not been formulated before.
1.2. Problem definition

The challenges are how to keep a competitive edge in the wastewater treatment industry and how to
communicate with the conservative market. As explained above, the conservative market is the one
that will hardly change anything. Using digital media channels to communicate with this conservative
market is a challenge because this target group prefers the traditional way of communication. The
company is struggling to have good digital marketing to be on the top of the wastewater treatment
area. The online presence is the only available digital channel, which does not fit the vision and
ambitions of the company itself since it is rarely active. It is crucial to know the needs and wants of
the target group. Consequently, it affects badly the digital communications of the company because
it is the way to attract a new customer as well as keeping a loyal customer.
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1.3. Research objective

By doing this research project, the students aim to gain relevant insights and as a result, being able to
give recommendations to the marketing manager of Nereda® about how digital media can bring
values to the conservative market.
1.4. Research questions

Main & Sub questions
The results of the sub-questions are answered in the internal & external analysis of this research report.
The conclusion is the result of the main question
MAIN QUESTION
Main question: How does digital media bring value to the conservative wastewater treatment market?
SUB QUESTION
Sub-question 1: What is the digital communication media of Nereda®?
Sub-question 2: What is the brand’s value of Nereda®?
Sub-question 3: How to position Nereda® as the leading sustainable technology in wastewater treatment
worldwide?
Sub-question 3.1: What are Nereda®’s competitors?

Sub-question 3.2: What is the competitive edge of Nereda®?
Sub-question 3.2: How to use digital media to keep a competitive edge?
Sub-question 4: How to improve Nereda®’s digital media?
Sub-question 4.1: What is Nereda®’s online presence?

Sub-question 4.2: What is Nereda®’s tool for digital media?
Sub-question 5: How to generate leads and inquiries through the digital media of Nereda®?
Sub-question 5.1: What are leads and inquiries?
Sub-question 6: What does target audiences want to see in the digital media of Nereda®?
Sub-question 6.1: what are the target audiences of Nereda®?
Sub-question 7: What is Nereda®’s communication tool to communicate with the clients?
2. Research methodology
The goal of the research is designed in which the major emphasis is on gaining ideas and insights. Through
the exploratory research, researchers hope to produce the hypotheses to deal with the challenge. It is
essential to have both internal & external information before-hand that has been done like digital media
analysis, web-site structure trends, etc. Most of the information is collected by secondary research, which
is known as Desk research. The data can be gathered from reliable sources such as internal MyNereda®,
RHDHV’s intranet, and Google Scholar.
At the same time, the other qualitative method of information is also needed to conduct to collect in-
depth insight by doing observation; interview; and interaction internally & externally. That is also the
definition of the field research to conduct a qualitative method of data collection, which aims to observe,
interact, and understand people within the organization.
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2.1. Desk research

Desk research: is secondary research, which is not only about collecting data but also carrying out desk
research to review previous research findings to gain a board understanding of the field (Cambridge
dictionary, n.d.). In general, desk research is a kind of research that involves collecting and examining
information that already exists and is easy to get, such as Nereda® files, brochures, flyers, which is on the
internet of the company.
2.2. Field research

Field research: It is defined as a qualitative method of data collection that aims to observe, interact, and
understand people while they are in the natural environment (Bhat, 2018). For example, nature
conversation with employees of Nereda® or the partners in the UK. A researcher must conduct an in-depth
interview with suppliers, resellers, municipalities, or staff from Nereda®.
Primary data is a type of data that is collected by researchers directly from main sources through in-depth
interviews, surveys, etc. Primary data are usually collected from the source, where the data originally
originates from and is regarded as the best kind of data in research (Blog, 2020). In this case, an In-depth
interview is conducted to produce hypotheses. In-depth interviewing is a qualitative research technique
that involves conducting intensive individual interviews with a small number of respondents to explore
their perspectives on the idea, program, or situation (Boyce & Neale, 2006). For example, a researcher
might ask participants the staff from Nereda®, municipalities of UK or Brazil, representatives of waterboard
in the Netherlands, and others associated with a digital channel about their experiences and expectations
related to the digital media, thoughts. They have concerning digital media operations, processes, and
outcomes, and about any changes, they perceive in themselves because of their involvement in the digital
media.
Quality criteria are missing (see appendix Assessment in Graduation Handbook!)
2.3. Restriction and limiting conditions

2.3.1. Restrictions
Due to the Corona Virus pandemic, all the offices must be closed at least till the end of April,
therefore, everything is done digitally. All the interviews will probably be conducted through Skype.
Furthermore, the information from the company is privacy, thus, the student should ask for taking
any information from the intranet to put it into the research report.
About confidential information, The Recipient is aware that the researcher may become aware of
information during his/her aforementioned Work Placement, which is considered to be confidential
by Royal HaskoningDHV and that the researcher is required to treat this information strictly
confidential and RoyalHaskoningDHV may sustain significant losses if the aforementioned
information becomes known to third parties
2.3.2. Limitations
As mentioned above, the Coronavirus pandemic might affect the results of the research because it is
harder to interview with the supplier and operator. The Skype meeting must be made in order to
interview with the Nereda’s stakeholders.
The researcher has limited time to conduct the research, as the student still needs to fulfill other
practical tasks for five days a week at the company. Therefore, the research will be done on the
weekends.
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Chapter theoretical framework comes before Research Objective, check structure of Research
Proposal in appendix Graduation Handbook!
2.4. Theoretical framework

2.4.1. Value Discipline
Figure 6 Value discipline model (Ordenes, 2018)
The value discipline model is a great appropriate framework by Treacy & Wiersema (1997) helps the
researcher to understand and execute the one thing that the researcher wants the organization to be
famous for (Ordenes, 2018). To be more competitive, it is better to use this model if Nereda® wants to
keep being a leader of Wastewater treatment.
• Operational excellence: this value discipline focuses on optimizing the production and
delivery of products or services. This results in products or services that are reliable as well as
competitively priced and delivered with minimal difficulty or inconvenience (Treacy &
Wiersema; 1993).
• Product leadership: a product leader focuses on offering leading-edge products and

services to customers that consistently enhance the customer’s use or application of the
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product, thereby making rivals’ goods obsolete (Treacy & Wiersema; 1993). It has to be
creative and open-minded to new ideas and be quick in commercializing them.
• Customer intimacy: companies focused on customer intimacy segment their target

markets precisely and subsequently tailor their offerings to closely match the demands of
those niches. Companies focus on long-term relationships with its customers instead of
customer transactions. Therefore, customer satisfaction is crucial.
Companies that pursue that third discipline, product leadership, strive to produce a continuous stream of
state-of-the-art products and services. Reaching that goal requires them to challenge themselves in three
ways.
 First, Nereda® must be creative. More than anything else, being creative means recognizing and
embracing ideas that usually originate outside the company.
 Second, such innovative companies must commercialize ideas quickly. To do so, all their
business management processes must be engineered for speed. Third and most important,
product leaders must relentlessly pursue the new solution to the problems that their latest
product or service has just solved. If anyone is going to render their technology obsolete, they
prefer to do it themselves. Product leaders do not stop for self-congratulation; they are too busy
raising the bar.
 Product leadership is about to work hard at developing an open-mindedness to new ideas.
Product leaders create and maintain an environment that encourages employees to bring ideas
into the company and, just as important; they listen and consider these ideas, however
unconventional and regardless of the sources. Besides, product leadership continually scan the
landscape for new product or service possibilities; where others see glitches in their marketing
plans or threats to their product lines, companies that focus on product leadership see
opportunity and rush to capitalize on it.
 Product leaders avoid bureaucracy at all costs because it slows the commercialization of their
ideas. Managers make the decision quickly.
Companies excelling in product leadership do not plan for events that may never happen, nor do they
spend much time on detailed analysis. The strengths lie in reacting to situate as they occur.
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Figure 7 Product Leadership Operating Model (Administrator, 2020)
It is inevitable that Nereda® highly focuses on the development of advanced technology, thus, product
leadership will be an appropriate value for this organization. In terms of the marketing aspect, person-to-
person communications systems are quite important to promote the product to keep a competitive edge.
 As we can see, product leadership (Innovation) is the most compatible one for Nereda® to get
along with because Nereda® provide the customers with leading-edge technology with
innovative and advanced biological wastewater treatment technology that purifies water using
the unique features of ‘aerobic granular biomass’.
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2.4.2. Community of Inquiry
Figure 8 Community of Inquiry model (Garrison, 2009)
The community of inquiry (COI) model describes how learning takes place for a group of individual
learners through the educational or informational experience that occurs at the intersection of social,
cognitive, and teaching presence (Garrison, 2009).
Social Presence is the ability of participants to project their personalities to identify and
communicate with the community and develop interpersonal relationships. (Garrison, 2009)
Cognitive Presence is the extent to which learners can construct and confirm meaning through
sustained reflection and discourse. (Garrison, Anderson, & Archer, 2001, 2004)
Teaching Presence is the design, facilitation, and direction of the social and cognitive processes to
realize the relevant learning outcomes (Anderson, Rourke, Garrison, & Archer, 2001).
Nereda® technology is an innovative and advanced biological wastewater treatment technology,

therefore, it requires the customer to be educated and understood exactly what it is. It is key to
know the direction to inform and create inquiries through digital media by using this model. This
theoretical framework shows the student how to generate inquiries and leads in the digital channel
of Nereda®. This theory applies to create the most suitable communication advice after the research
report.
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2.4.3. Customer Journey Model
Figure 9 The Customer Journey Model (Customerscope, n.d.)
Figure 10 Way of working in Nereda®
The customer journey is a complete sum of experiences that customers go through when interacting
with the company and brand. This model also demonstrates the experiences from the customer
through the company’s channel.
Awareness: The target group/ customer is exposed by digital media, read information about the
Nereda® technology from brochures, events, flyers, websites, reseller, waterboards, municipalities,
etc.
Figure 11 B2B buyer Journey and content marketing (Edmond, 2017)
This stage considers the target customer has the chance to be exposed to the content of Nereda®.
The content consists of videos, webinars, case studies, etc.
Business development: The target group/customers consider the technology by approaching the
content or the advantages of the product, which they are interested in. Because this is a complicated
way of doing business of wastewater treatment, involving the highest position of the corporation to
consider, negotiation, and sign in the contract. Therefore, it is a need to define who is the one
making all the decisions.
Sales: sign in the contract of Nereda® to build the wastewater treatment plant.
21 | P a g e
Design: Due to the country’s references, everything must be designed from scratch.
Start-up & Commissioning: the controller is developed.
Operational support: MyNereda® is a data tool to support customers and provide live information
from every plant.
3. Research conclusions and analysis

3.1. Formulate the conclusions of the internal & external analysis
3.1.1. Conclusions of internal analysis
(See more key findings on Appendix 1)
It is crucial to have an overview of the internal analysis of Nereda® and Royal HaskoningDHV because
the student needs to bring all the information to the paper and make it into the strategies for the
recommendations.
In short, Nereda® has an ‘Adhocracy’ cultural style which is known as innovative and developing
breakthrough technologies. ‘Adhocracy’ also shows a high degree of flexibility and externally focused.
Furthermore, Nereda’s vision is to be the technology leader in innovative sustainable wastewater
treatment. Clearly, Nereda is heading to the right direction Because Nereda has one of the most
advanced and innovative wastewater treatment technology in the water industry.
However, according to the statistic of the Nereda’s digital media, the corporate website has not changed
much since 22nd October 2012. Furthermore, from 2019 to the early of 2020, the growth of digital media
(see Appendix 6 for more information) is reaching a deadlock. In another word, Nereda’s digital media
has had no significant change since 2019.
Moreover, all the objective of Nereda’s digital media is to generate leads and inquiries. Normally, the
inquiries are aligned on the Website and Events of Nereda®. The leads come from the Licensees,
which are also partners of Nereda®. The leads are additionally generated from the website
(Nereda®.net) and offline (Events) by the capture form and the registration form. After that, all the
Leads will automatically upload into the CRM of Nereda®.
Nereda® has a clear vision, mission, value, however, this is a complex business model with vary
references from the wastewater industry, therefore, it is a challenge to do analysis and gather data from
the organization. Finally, it is a good point that “flexible”, “High quality”, “Innovative” and
“environment-friendly” are quite visible on Nereda®’s website.
(Is this all?)
3.1.2. Conclusions of external analysis

(See more information on Appendix 7)
After conducting some insightful research about the wastewater market Nereda is striving in, the
conclusions would be a wide array of Nereda technology that Nereda provides for its clients to be the
spearhead in wastewater treatment industry. By using Porter Five Forces Model, the researcher
found out that:
There are three biggest markets in wastewater treatment industry that Nereda is concentrate on,
which are the Netherlands, Brazil, and UK. On the political side, every country has different policies,
legal and references in terms of doing business. Therefore, it is crucial to understand exactly what is
these political side to work in these markets.
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In term of threat of substitute technology, Nereda technology is still a leader in sewage treatment
system (See more on Appendix 7: C. Threats of substitute technology). However, the current
technology is developing in very fast pace. Therefore, with the product-leadership-organization like
Nereda, the objective is to keep being a leader in wastewater treatment industry and Nereda should
be aware of the substitute technology from the competitors soon. Consequently, Nereda must react
and come up with solid strategy to deal with the substitution.
In terms of competitors, there are two different kind of competitors, which are indirect competitors
and direct competitors. Nevertheless, the researcher focuses mostly on the direct competitors
because they are developing the same technology aim to the same market with Nereda (See Direct
Competitors on Appendix 4). Although Nereda owns Nereda technology with many advantages, its
competitors are doing a better job in promoting their image via digital media because it seems that
has more followers on LinkedIn & Twitter compared to Nereda.
Last but not least, researcher has done In-depth interview with 5 experts in wastewater treatment
industry including internal & external stakeholders of Nereda (See more on Appendix 7: Summary of
in-depth interview). Most of the stakeholders affirmed that Nereda has done a good job in providing
information on the online presence of Nereda, which is also the only digital media that they know
from Nereda. Nevertheless, it is hard to make an action in the online presence of Nereda because the
website is not well-structured, and the corporation does not brand its-self in the digital media. Some
people made remark that Nereda should deliver a better message on the online presence in order to
generate leads and inquires via the website.
(Is this all?)
3.2. Stakeholders (= starting point Communication advice?)

Internal stakeholders
Table 2 Internal stakeholders
Stakeholders Analysis
Employees from Nereda Likewise, the employees are the most valuable brand
including HR, trading, ambassadors and they are the keys to drive revenues or
International sale sink them (Emplo, 2017). It Is the reason why employee is
manager, technical, also very important to build a solid image.
Marketing &
communication, Sales,
Legal, Finance and few
other departments.
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Employees in Royal Royal HaskoningDHV has more than 8000 professionals,

HaskoningDHV from who are ready to offer state of the art sustainable
main markets like solutions across the globe from 100 offices in 35
Aviation, Buildings, countries
Energy, Industry,
Royal HaskoningDHV works in association with clients,
Infrastructure, Maritime,
project partners, universities, government agencies,
Mining, Rural
NGOs and many other organizations to develop and
Development, Urban
introduce new technology.
Development and Water
External stakeholders
Table 3 External Stakeholders Analysis
Stakeholder
End customers – Private
The former includes at least three types: industry and
sector clients and public
business; infrastructure and utilities; and the intermediaries.
sector clients
The second sector includes NGOs, trade organizations, and
educational institutions.
Partners & Licensees

Acciona Agua, Aqua Aerobic Systems Inc., Aquatec Maxcon,
Beijing Enterprises, BRK Ambiental, Envidan, EPS Group,
Loyal Bewg, Samsung, Sources, Wabag, WEC, Delft
University, Dutch Water Authorities, STOWA, STW.
Preferred suppliers
First and foremost, Aerzen is renowned for delivering
reliable, high performing, and energy-efficient blowers and
screw compressors worldwide. The company, which has
developed from a single machine factory into a global player,
has a long history of producing high-quality blowers and
compressors, along with a reputation for innovation in its
field of complex and demanding applications.
(HaskoningDHV, 2020) Secondly, Endress+hauser is a global
leader in measurement instrumentation, services, and
solution for industrial process engineering. Thirdly, FESTO is
an independent family company with its headquarters in
Esslingen, Germany. It has more than 20,000 employees
worldwide, across 250 locations. The company is considered
industry-leading, thanks to its innovations and problem-
solving competence in all aspects of automation, as well as
its unique range of industrial training and education
programs. Fourthly, Royal HaskoningDHV collaborates
with GEA to have its sludge dewatering decanter centrifuges
certified for the Nereda® technology. Finally, for more than
80 years, Hach® has provided innovations to support its
customers. Hach gives customers confidence in their water
analysis by delivering expert answers, outstanding support,
and reliable, easy-to-use solutions. Hach analytical
24 | P a g e
instruments, services, software, and reagents are used to

ensure the quality of water in a variety of industries in more
than 100 countries globally.
Figure 12 Stakeholders of Nereda
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3.3. SWOT Analysis

SWOT Analysis is a tool used for strategic planning and strategic management in organizations. It can be
used effectively to build organizational strategy and competitive strategy. (Helms, 2010)
Figure 13 SWOT Analysis Module (Helms,2010)
Table 4 Nereda®'s SWOT Analysis
Strengths Weaknesses
 Newest technical advancements (Nereda®  Some digital media (Material) currently on

technology: Aerobic Granular Biomass) MyNereda® and Nereda®.net is out of date
 Over 65 Nereda® projects have been completed or  Lack of good, approved photography, video, etc.
are being delivered across the world identified or available.
 MyNereda® developed are rolled out within the  Frequency of activity needs to be increased
Nereda® community  The challenges in the area of sustainability, climate
 Nereda®.net has been developed to Nereda® change, digitization, cost-efficiency. (weakness?
technology Threat?)
 Awarded GWA 2019  The role in the value chain is changing continuously
 Developed a program of updating in place (threat)
 New possibilities of data and digital (strength?)  Lack of manpower meaning opportunities aren’t
 A strong foundation of over 135 years of expertise maximized.
and multidisciplinary  No defined marketing budget so plan isn’t based on
26 | P a g e
 Highly qualified expertise one.

 An established brand in the industry
 A systemic view of engineering i.e. not specific
solution only but expertise in (master) planning
construction management, asset management and
(Public) policy
Opportunities Threats
 Internationalization – Expanding into the Global  Slow process to gain permission from clients so
market through licensees (Asia and American) some opportunities are missed (weakness)
 750 new consents in AMP7, approximately 400 are  Partner opportunities being missed as there is
for plants with PE 1000 and we will develop
currently no line of communication other than from
competitive Nereda®solutions for the remaining
350 projects within AMP 7 (do not understand) AMs and site level (weakness)
 Develop communication campaign via LinkedIn and
 SBR, MBBR, MBR alternatives (Competitors’
YouTube (strategy, not opportunity)
technology)
 Utilizing the advantages of the technologies
(strategy, not opportunity)

(please refer every item to page or chapter numbers of your attached report
Research Results)
What are the issues: SO, ST, WO, WT strategies? What are the choices you are
going to make?
Please check the literature!!
 To develop innovative marketing collateral including making use of visual media

(Photography, animation, video, and webinars), VR production, interactive content via digital
media
 Work closely with Nereda® partners to optimize joint marketing opportunities
 End-user marketing – producing and publishing interviews and content on sit to demonstrate
to the real advantage of Nereda®
 Showcase Nereda® more widely at exhibitions and conferences through exhibitions stands
and presentations
 Identify award and sponsorship opportunities
27 | P a g e
 The big driver in the UK water sector for P removal of 750 new consents in AMP7,
approximately 4400 are for plants with PE1000 and we will develop competitive
Nereda®solution for the remaining 350 projects within AMP5
3.4. GAP analysis

Why Gap Analysis?
It is vital for an organization to have the right objectives and achieve them within the allotted time. A
gap occurs when it is not possible to complete an objective before the deadline. When that happens,
the result does not match the objective that had been set earlier. The Gap Analysis is a good and
useful tool to counteract such a gap (Toolshero, 2019). In this case, The gap analysis is a proper
methordology to find out the difference between the desired identity and the actual identity of
Nereda. Therefore, the researcher can come up with better recommendation based on the new CSP.
28 | P a g e
Figure 14 Gap analysi
(See image & CSP of Nereda more on the Appendix 1 & Appendix 2)
CHAPTER CONCLUSIONS IS MISSING!

Answer to the Main question?
about how digital media can bring values to the conservative market.
Strategies from SWOT and GAP?

To do’s?
From page 14:
it requires a better solution in digital marketing. Until now, Nereda® is struggling with finding a solution to inform the conservative market.
In terms of digital communication, a consistent and professional presentation is essential.
The digital communication channel should deliver a strong and consistent brand, with relevant and high-quality content, in a related context.
Through the company’s website, Nereda® conveys who it is and what it does. The website is a showcase for the company; it is the “Shop-window”. Finally,
the website is the information hub, where generates leads, spreads brand awareness to create traffics and triggers contacts via emails & contact list
(Daintith, 2019).
The preliminary research will demonstrate the fault of website-operation as well as the digital communication challenge.
Until now, the digital media challenge has not been formulated before.
The challenges are how to keep a competitive edge in the wastewater treatment industry and how to communicate with the conservative market
1|Page
this target group prefers the traditional way of communication.
The company is struggling to have good digital marketing to be on the top of the wastewater treatment area.
The online presence is the only available digital channel, which does not fit the vision and ambitions of the company itself since it is rarely active.
It is crucial to know the needs and wants of the target group. Consequently, it affects badly the digital communications of the company because it is the way
to attract a new customer as well as keeping a loyal customer.
By doing this research project, the students aim to gain relevant insights and as a result, being able to give recommendations to the marketing manager of
Nereda® about how digital media can bring values to the conservative market.
What are the answers to the above text from page 14?
2|Page
1. Communication advice
1.1. Communication problem
The challenges are how to keep a competitive edge in the wastewater treatment industry and how to
communicate with the conservative market. As explained above, the conservative market is the one that
will hardly change anything. Using digital media channels to communicate with this conservative market
is a challenge because this target group prefers the traditional way of communication.
The company is struggling to have good digital marketing to be on the top of the wastewater treatment
area. The online presence is the only available digital channel, which does not fit the vision and
ambitions of the company itself since it is rarely active.
It is crucial to know the needs and wants of the target group. (do not understand, here you use the
outcome of your research, the Conclusions!!)
Consequently, it affects badly the digital communications of the company because it is the way to attract
a new customer as well as keeping a loyal customer.
Stakeholders?
1.2. Communication target group

In general, Nereda’s target groups are fallen into 2 parts. First part is public sector which is partners,
licensees, suppliers from any kind of industry. However, the end-user mostly from the food &
beverage industry like the dairy plants in the Netherlands, which are Coca Cola, Pepsi, Heineken, etc.
And another sector is private sector, which is waterboards, municipalities, water-authorities.
According to the expert of Nereda, the main communication target group can be engineer or people
work in engineering occupations from any kind of industry because this target group can influence
the decision of working with Nereda
1.2.1. Target group personas

The target audiences are asset owners/concessionaires, utilities, and engineering firms/technology
partners that can promote Nereda to their clients.
There are approximately 390,000 people in the Netherlands (do not understand, you wrote China
and America’s are of importance, now suddenly Netherlands) working in engineering occupations,
including about 172,000 engineers, 212,000 engineering technicians and 6,500 geoscientists (Alberta,
2012).
1|Page
Figure 15 Nereda Persona
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What Nerada can do is important to your digital communication plan too?
1.3. Communication objective

The researcher comes up with the
communication objective for three stages:
Knowledge, attitude, and behavior. It is
inevitable that Nereda has been a leader in
wastewater treatment industry, therefore, this
communication advice focuses mostly on the
“Feel” and “Do”, which are “Preference &
Linking” and “Conviction & Purchase” rather
than the “Awareness” because the target group
is already aware of the image of Nereda within
the wastewater industry around the world.
(source?)
Figure 16 Do, Feel, Think model (Adwise Internetmarketing, 2017)
Knowledge: 60% target group know about Nereda by the end of 2020
 The goal is to increase the knowledge and understanding of the target group in order to
obtain an effect on creating awareness that Nereda is a thought leader.
Attitude: Lead and inquiries will be come from 30% of this target group via the digital media of
Nereda.
 This is the chance Nereda negotiate with the target group to consider becoming the potential
new partners to come up with special projects
Behavior: 10% of target group will sign in the contract and do the quotations with Nereda
(please add numbers…, the advice should be consistent and the reader should be able to check the
outcomes based on your digital communication advice)
3|Page
1.4. Communication strategy
1.4.1. The message
N ATURAL W AY N E R E D A IS A W E NOW HAVE N ERED A O FFERS N EREDA HAS A

O F T R E A T IN G PRO VEN O VER 65 N ERED A TH E PERFECT SM A LL
W A STEW A TER TECH N O LO G Y P R O JE C T S S O L U T IO N F O R F O O T P R IN T
U S IN G A E R O B IC SU CCESSFU LLY C O U N T R IE S
G RA N U LA R CO M PLETED O R F A C IN G
S L U D G E W IT H B E IN G D E L IV E R E D G R O W IN G U R B A
EXC ELLEN T ACRO SS TH E N IS A T IO N A N D
S E T T L IN G W O R LD IM P R O V E D
P R O P E R T IE S E N V IR O N M E N T A L
P R O T E C T IO N
1.4.2. Tone of voice

The tone of voice in the communications should be in line with the key behaviors the customers will
find in the its brand key: Driven (to make positive impact); co-creation; renewal; inquisitive; going
beyond; no-nonsense and acting with integrity. The tone of voice of Nereda should also in line with
Royal HaskoningDHV to make sure that the communication expresses the key values.
Make them emotionally appealing & avoid making them too functional
A message will stand out if the headline is triggering. The heading should explain the essence of the
message and should trigger the people to read further. That’s why the corporation make every
heading playful and try to use a ‘pun’ or use words that make people think e.g. a contrast or an
unexpected shift. Use humor but do it well and ensure it works cross-culturally.
Driven
Use active sentences (Avoid passive constructions), use positive rather than negative framing
(Emphasize what is possible rather than what is not)
Co-creation
Emphasize the organization’s co-creation with its clients because the clients rely on its expertise and
need to be involved in the design and execution of its solutions and projects, because the company’s
context and challenges are complex. The best solutions require combined perspective and expertise.
Try to balance the corporation’s expertise with insights the client or other stakeholders will bring.
Renewal and inquisitive
Describe what is so innovative about its approach, the project or techniques being used. Let the
audience know that RHDHV are always curious and want to explore to engineer the best possible for
all the stakeholders.
Going beyond??
No-nonsense
Use clear language, avoid unnecessary jargon, and keep sentences short. Therefore, communicate
clearly and simply. This will require the employee to drill down to the very essence of what the
4|Page
corporation aim to communicate – avoid ‘big’ words that can mean anything. Concreate words work
best.
Integrity
This is about how RHDHV acts so always stress its independence and its high standards of integrity.
The corporation care about its clients, its staff and society as a whole. The company deliver more
than short-term solutions; RHDHV take responsibility; overcome obstacles; persevere to see things
through.
1.5. Strategy
Please first give a complete summary of your strategy, so the reader understands what is coming.
The topics should logically come from your Chapter Conclusions.
1.5.1. Leading by Educating!
Figure 17 Community of inquiries (Garrison, 2000)
(How did you use this Figure 17?)
In order to generate the inquiry, the target group need to understand the concept of Nereda
technology. Therefore, it is crucial for them to learn and feel the presence in the online course. The
instructor uses social media to establish presence, which is the feeling of connectedness and
interaction in the online course. What is describe, social media as a vehicle for presence-
development. The aims of using social media platform in this context is to bridge the distance gap
that exists in the online education, to overcome the disconnectedness the target group can feel
when is being educated online (Morrison, 2014). The researcher has found out that the digital
5|Page
medias of Nereda are Twitter, LinkedIn, online presence, below are examples of how instructors use
social platforms to create a sense of presence.
Why Nereda should use it?
With this Covid-19 pandemic, all the company must cancel the meeting because of the safety of the
employees, therefore, the webinar must be developed to share the presentation with target
audience without physically being there.
 Implementation on digital media of Nereda:
Twitter
Twitter is great platform for creating sense of community among students. (???? See Persona!!)
Target audience can share ideas and resources, ask and answer questions, collaborate on problems
of practice, participate in discussions of conferences, especially webinars. A hashtag (a.k.a.the pound
sign ‘#’) for a class aggregates all ‘Tweets’ (messages) sent on platform when the hashtag is used as a
tag for all class-related messages. For example a professor at Trinity College created a tag #eng685
for his face-to-face English class (Sample, 2010). Hashtags are also used to aggregate tweets on
specific topics, e.g. #onlinelearning, #highered.
Examples of how Twitter is used:
 To post news and share resources relevant to the class

 To ask questions and respond with clarifications about the readings
 Professor Sample allows and encourages students to tweet during class, in an attempt to
create a “back channel” to class discussion but admits, “This back channel idea has never worked
as successfully for me in class as it has at an actual conference” (Sample, 2010).
Example of webinar from Nereda:

“FREE WEBINAR FOR UTILITIES MANAGERS, POLICY MAKERS AND ENGINEERS IN THE WATER SECTOR:
Tuesday 12 May 2020 at 14:00 CET (13:00 GMT)
Don’t miss the follow-up webinar to our introduction to Nereda® aerobic granular sludge technology.
We are hosting a webinar on Nereda® and the introduction of Kaumera® Nereda® Gum. The session
will include a short recap on the drivers behind the success of Nereda, before moving onto the
production, harvesting and application of a new raw bio-based material that can be extracted from
the sludge granules. This innovation is Kaumera Nereda Gum, and besides the production of a
valuable resource, it results in 10-20% less residual sludge waste requiring final disposal.
Please register here: https://bit.ly/2KJJGkM for the second in a series of sessions. If you have any
questions please e-mail Mariette.Doeff@rhdhv.com”
LinkedIn
6|Page
As businesses everywhere prioritize the well-being of their communities, many organizations have
started to look for alternatives to in-person gatherings. With LinkedIn Events, Nereda can bring its
professional community together, safely, in real-time (Zielinski, 2019).
LinkedIn Live is another tool, which enable user to broadcast real-time videos addressed to specific
groups or all platform members worldwide. Furthermore, with nearly 5000 members on LinkedIn,
Nereda is able to share with its member about its webinar to create sense of community in the social
media.
1.5.2. Consideration stage is essential!
Figure 18 Customer Journey (source?)
As explained above, Nereda must concentrate on the consideration stage, which is including
webinars, case studies, social media promoting, etc. (so these are part of your Strategy?)
The target audience is already aware of the presence of Nereda on the wastewater treatment
industry. Therefore, it is essential to create the solid marketing campaign in order to generate lead
and inquiry via digital media of Nereda.
Implementation: This strategy will be implemented via social media, media publication (LinkedIn &
Twitter) and also events of Water industry
1.5.3. Guerrilla Marketing Strategy: Interaction!

Definition: Guerrilla marketing refers to using multiple techniques and practices in order to establish
direct contact with the customers. The goal of this interaction is to cause and emotional reaction in
the clients, and the goal is to get people to remember products or brands in a different way (Creative
Guerrilla Marketing, n.d).
Why Nereda should use it: During the research, it is definitely not easy to get contact with the
person who is responsible for the water industry. Therefore, the researcher believe that the water
event will be the best way to reach out to the target audience directly. Furthermore, real-life
experiences are more engaging and can shape the memories much more profoundly than anything
else. Additionally, Business like technology and water service industry relies heavily on in-person
events. (See Appendix 8: Nereda Events calender for more information about Events) According to
7|Page
the calendar of Nereda, there are around 81 events about water around the world in 2020, Nereda
should participate on these event in order to generate more leads and inquires
(what guerilla actions do you propose? Relation to Digital?)
Table 5 Upcoming Events
Implementation: This strategy will be implemented via the water event.
2. Implementation & planning
This chapter is about implementing your proposed activities in the

strategy, some of the text below is about new activities…..)
8|Page
2.1. Implementation
Figure 19 See Think Do Care Model (Kleinsman, 2020)
For Social Media, Nereda should focus on using the channels that the corporation already has are
LinkedIn and Twitter. As mentioned in the strategy part, social media channels are used to
implement the authority-based and CSR-focused strategies. According to the digital media analysis of
Nereda’s current channels (see Appendix 6 for more information), it can be seen that the growth of
Nereda’s digital media has been reaching a deadlock because there is lack of marketing factor on the
digital media and there are no update . (should this be mentioned earlier, e.g. Strategy?)
Therefore, it is important to show more variety of content on the social media to increase brand
awareness and engagement rather than only focus on driving website traffic.
Some recommendation can be infographics about the benefits of Nereda or videos, image about
more than 61 plants around the world or stories of people behind Nereda, etc.
White paper?
A white paper is an informational document, usually issued by a company or an organization, to

promote or highlight the features of a solution, product, or service (Hayes, 2020).
 White paper is often written as sales and marketing documents used to entice or persuade
potential customer to learn more about or purchase a product, service, technology, or
methodology.
The aim of White paper is to promote the feature and advantages of Nereda technology to the target
audiences
LinkedIn: 12 posts per month with one sponsored post/ month
Twitter: 12 posts per month
Online presence
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 Article/blogs
 White papers/ case studies: 1 White paper per 3 months/ 1 case study per month
 Newsletter: Quarterly
 Video & Animation: 1 Video & Animation per 3 months
 Testimonial: weekly
 Webinar: 1 webinar every month
The reason for having one sponsored post on LinkedIn is because this platform is designed for
business, unlike other social media channels which also have a personal and familial element in it.
97% of B2B marketers also use LinkedIn for content marketing purposes. And the reason for this is
because out of 500 million LinkedIn users, 61 million of them are senior – level influencer, 40 million
decision -makers which most businesses are targeting in their B2B marketing campaigns (Iron Paper,
2018), which makes it an ideal ‘place’ to reach decision makers. The research has also showed that
many water engineer and water expert are also use LinkedIn to read articles and keep up to date
with news in the field. Therefore, it is reasonable to use advertisement with one post in LinkedIn
because Nereda can reach out more the target group by specifying the job title, education level,
seniority
2.1.1. Package plan content (reader does not understand this)

The Nereda brand is known worldwide, and associated with corporate value: Thought leadership,
innovation, sustainability, small footprint, high quality treated water, enhanced control and
automation, lower power consumption and little or no chemical use
Name of the service: Nereda Package Plant
 Innovative reliable technology

 Sustainable low carbon, low power, little or no chemicals
 Enhancing the Environment & Social impact
Table 6 Package of Nereda
Package Nereda Nereda
- 500 – 2,000 PE Denotes a - 2,000 – 10,000 PE - 10,000 – 2,600,000 PE

‘Packaged’ out-of-the-factory - Develop simple standardized - Fully bespoke solution
scalable solution design including containerized - Quality & benefits
- Simplified control factory build of major M&E & and
- Fast on-site assembly & start modular standard onsite
up construction
Advantages:
 Build on good brand name in the Netherlands, UK, and Brazil water market
 Giving a full market coverage of Nereda
 Clear patent protection and intellectual property
Disadvantages:
 Could harm Nereda brand name if package plants do not meet expectations
 Could lead to confusion (Less instruments)
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 Risk of push back when requesting additional license fees during international expansion
2.1.2. Digital media posts

According to the company’s culture, the Basic concept: one company, one brand, one website,
therefore, the researcher must follow the desired concept of the corporation to make the consistent
digital media.
Figure 20 Visual template of Nereda for posts, flyers, white paper, etc.
2.1.3. Events, exhibitions

Name of the event: Build more save more!
Hashtag #Buildmoresavemore
Reason behind the ideas:
The concept is to create the positive feeling toward the brand. It is obviously that no one wants to
be exposed right away. Therefore, the concept is to be sustainable and saving by building more
wastewater treatment plants.
According to the Centers for Disease Control and Prevention, there are more than 780 million people
do not have access to an improved water source, an estimated 2.5 billion people lack of access to
improved sanitation (More than 35% of the world’s population) (CDC, 2016). Consequently, Nereda
thinks that every action, every work to recycle the water will be matters to save money, time and
even life.
Goals
The researcher does not want to use game or activities because the vibe of these events is formal
and serious. Nevertheless, the goal is to promote the Nereda Package plan and create lead or
11 | P a g e
inquiries to the CRM of Nereda. Furthermore, Nereda can spread awareness to save the water by
showing videos or figures.
Figure 21 Stand visuals
2.2. Planning
Because of the COVID 19 pandemic, many events have been postponed and reschedule into another
time later this year, however, the researcher does not know exactly when it will be schedule.
Forthcoming exhibition
(See Appendix 8: Nereda Events calender for more information about Events)
 WEX Global – 9-11 March 2020

 Aqua Nederland – 17-19 March 2020
 Essener Tagung – 18-20 March 2020
 Global Water Summit – April 2020
 IFAT – 4-8 May 2020
 OZ Water – May 2020
12 | P a g e
 SIWW – 5-9 July 2020
 IWA Worldwide Congress – 18-23 October 2020
Table 7 Campagin Calender
ACTIVITY Q1 (3 months) Q2 (3 months) Q3 (3 months) Q4 (3 months)
CAMPAIGNS: Internal campaign: Internal campaign:

Developing messaging for internal &
AQUASUITE / NEREDA External stakeholders Package Plant training Package Plant training
PACKAGE NEREDA
PACKAGE NEREDA PACKAGE PLANT LAUNCH PACKAGE NEREDA

PACKAGE NEREDA PREP (UK, NL, BR)
LAUNCH (UK, NL, BR) (Globally) (Globally)
ONLINE: SEO ANALYSIS SEO-PROOF CONTENT PAID ADVERTISING PAID ADVERTISING

SEO/SEA
WEBSITE OPTIMIZATION CAMPAIGN LANDING

LEAD CAPTURE FORMS LEAD GEN TOOLING
PAGES
CRM BUILDOUT
ANALYTICS & DASHBOARDING TRAINING MARKETING AUTOMATION (1) DRIP CAMPAIGNS (2) DRIP CAMPAIGNS (1)
SOCIAL MEDIA & NEWS

ANALYTICS INSTALLATION CONTINUOUS REPORTING
(3X) WEEKLY SOCIAL POSTS / MEDIA RELATIONS
CONTENT GENERAL WEEKLY (52) / UK BI WEEKLY (26)
ARTICLES / BLOGS
WHITE PAPER (1)/ CASE STUDIES (3) WP (1) / CS(3) WP (1) / CS(3) WP (1) / CS(3)
QUARTERLY QUARTERLY
QUARTERLY NEWSELETTER QUARTERLY NEWSELETTER
NEWSELETTER NEWSELETTER
VIDEO (2) / ANIMATION VIDEO (2) / ANIMATION

VIDEO (1) / ANIMATION (1) VIDEO (2)
WHITE PAPERS / CASE STUDIES (1) (1)
NEWSLETTERS
WEBINARS (3) (1 WEBINAR / 1 MONTH)
VIDEO & ANIMATION
INTERNAL COMMS. CUSTOMER JOURNEY
INTERNAL SALES TRAINING CUSTOMER JOURNEY UK
INDUSTRY
CRM SALES TRAINING (AMP 7)
KNOWLEDGE SHARING PERSONAS WORKSHOP

PERSONAS WORKSHOP UK
INDUSTRY
SUCCESS STORIES
WATS WINNING / MONTLY NEWS & INNOVATION NEREDA
EVENTS & CONFERENCES ESSENER TAGUNG FORUM: UU SWWWS FORUM: SEVERN TRENT
GLOBAL WATER SUMMIT WIAA / IFAT EWWM IWA WORLD WATER CONGRESS
SMART WATER 2020 DIGITAL WATER SUMMIT WASTE WATER EXPO WATER INDUSTRY INNOV. TECH
1|Page
August September October November December Jan-20 February March April May
05-Aug 12-Aug 19-Aug 26-Aug 02-Sep 09-Sep 16-Sep 23-Sep 30-Sep 07-Oct 14-Oct 21-Oct 28-Oct 04-Nov 11-Nov 18-Nov 25-Nov 02-Dec 09-Dec 16-Dec 23-Dec 30-Dec 06-Jan 13-Jan 20-Jan 27-Jan 03-Feb 10-Feb 17-Feb 24-Feb 02-Mar 09-Mar 16-Mar 23-Mar 30-Mar 06-Apr 13-Apr 20-Apr 27-Apr 04-May 11-May
Digital Marketing
Nereda.net
Review and update
Monthly check
Ongoing updates
MyNereda
Review and update
Monthly check
Ongoing updates
Web articles
Three month lookahead
Upload new article
Social media
Tweet and post
WWW
Provide information
Events
Exhibitions
Agree activity
Prepare and attend WEFTEC AIWW IWS WEX Aqua GWS IFAT
Nereda events
Support and promote
Thought leadership
Develop ideas/proposal
Implement
Awards
Develop awards calendar
Agree/prepare entries
Webinars
Develop proposal
Film presentation
Upload
Media relations
Press releases
Develop and issue
Case studies
Develop and issue
Features
Develop and issue
Visual media
Marketing collatral
Audit existing literature
Develop catalogue
Identify and develop
Photography
Audit existing images
Identify photography req
Arrange new photography
Video
Identify suitable projects
Gain client approval
Arrange filming
Other
Develop new material
Building communities
Nereda community
Identify key contacts
Set up monthly contact
Regular meetings
Other products
Identify key contacts
Set up monthly contact
Regular meetings
3.
4. Media objective
Lead & Inquiries

See text research report, it is not about the Netherlands, but Asia and America, next to Brasil, UK and
NL!!
There are approximately 390,000 people in the Netherlands working in engineering occupations,
including about 172,000 engineers, 212,000 engineering technicians and 6,500 geoscientists (Alberta,
2012).
Social media (Twitter)

By the end of 2020, Nereda will generate 5% of Leads and Inquiries from potential engineer and
wastewater engineer from social media post. Form the in-depth interview, the target audience does
not spend much time using social media.
LinkedIn
By the end of 2020, 10% of potential engineer and wastewater engineer will be exposed to the
Nereda webinar, blog post, etc.
Online presence
By the end of 2020, 10% of potential engineer and wastewater engineer will visit the online presence
of Nereda.
5. Accountability
5.1. Key Performance Indicators
5.1.1. Social media (is far more than Twitter??)
Social Media is precious tool for building personal Connection with audience and it can also be a very
helpful tool in boosting revenue, reach and ROI (Sukhraj, 2017)
Twitter:
 Engagement: This KPI is simply measured by the amount of Like, shares, comments, clicks
and social mentions that Nereda social update receive
 Reach: reach rate shows how effective the message is and how wide it is spread. It can be
calculated by number of followers, number of Impressions generated, number of social
media influencers and share of voice (Sherman, 2019)
 Conversions: Finally, in order to have a successful social media, number of leads or inquiries
that Nereda generates can’t be missed.
5.1.2. LinkedIn
A LinkedIn KPI us a measurement tool used in company LinkedIn pages to weigh and trach their
influence via specific goals such as: engagement, interactions, or connections with the target group
(Datapine, n.d)
 Followers’ demographics: the follower’s characteristics of Nereda profile can be distributed

by the percentage of the follower number by company, industry, size, and few other sectors
(Datapine, n.d). This calls the LinkedIn mectrics which is very crucial to know if Nereda is
willing to connect with the target group within the water industry in order to earn a boarder
view of business impact.
 Impressions & reach: the increase in number of impressions and reach to strengthen the
influence
1|Page
 Post views & engagement rage: it is essential to manage the performance so that Nereda
has a clear overview of what kind of content works best with its audiences, and the
understanding of what draws the higher number of comments, like and shares.
5.1.3. Online presence

 Top page by viewers: Nereda must specify and send their top information to the publisher to
make sure the content bring value as much as possible in order to generate lead & Inquires.
The sucees depends on several factors such as: the topic of the page, the important of the
information and the appealing of the article.
 Average clicks per page: this is the metric that Nereda wants to know along other indicators
the bounce rate. This indicator allows Nereda to collaborate with the newspapers to evaluate
the click efficiency in order to have a better understanding of its performance
 Call-to-action (Contact): Finally, this is an important indicator that show how many people
contact to the sale person of Nereda. In another word, how can online presence generates
Lead & Inquiries
5.1.4. Events/Exhibition
 Event check-ins: This key metric directly indicates the number of attendees who have arrived
and checked in at the event. Nereda should make sure there are people check in at the stand
of Nereda.
 Attendee Satisfaction Surveys: The most immediate way that Nereda will know if attendees
enjoyed the event is by asking them. Survey responses clarify attendee satisfaction and
ensuring that future events exceed their expectation
 Leads & Inquires: This is the key indicator to know does the event succeed or not and this is
also the objective of Nereda.
5.2. Funnel of response

Inquiries (100%)
Leads (30%)
Go / No Go form (30%)
Outline Design
(30%)
Fo
Initial
rm
quoteal (8%)
qu
ot
e
(2
%)
2|Page
6. Budget
Table 8 Budget
Website Analytics Integration 17,000
Website redesign (Corporate)
Paid Advertising
SEO
Content Whitepapers 37,000
Customer Case Studies
Customer videos
Animations Product
Blogs (in-house)
Infographics
Design (photos, visuals, etc.)
PowerPoint presentation
Plant Photography
Events All intl. events & Incl. Package Plant events 32,200
Package Plant Less package plant campaign event(s) 17,700
Total (Include VAT) 103,700

(appendix: please specify the above costs, in business, costs are always excluding vat…))
Pre-ROI
Table 9 Pre-ROI
Total cost (Incl VAT) 103,700
Sales/Conversion (0) 0
Gross Margin 0
Total Revenue 0
Pre-ROI (0-103,700)/103,700 x 100% = (-100%)
According to the table above, the pre-ROI of the whole campaign is (-100%) as a result of no sales.
Sales are not part of this campaign because the main concentration is to generate inquires and lead
via digital media. Thus, a pre-ROI of (-100%) is reasonable.
Estimate how many plants will be sold thanks to digital media in the conservative market, profit, pay-
back time.
7. Evaluation & Organizational Consequences

7.1. Organizational consequences
7.2. Social consequences
1|Page
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Appendix
Appendix 1: Internal analysis
Organizational structure
First and foremost, by understanding the organizational structure, culture of Nereda, it can provide an
overview look of the internal factor that affects this company. These elements contribute to the company’s
internal communication. Therefore, a competing value framework (Cameron & Quinn) will be applied to
research Nereda®®’s current internal communication.
In this framework, there are four types of organizational structure: Collaborate (Clan), Create (Adhocracy),
Control (Hierarchy) and Compete (Market) (Find more information on Appendix 4)
The culture which fits Nereda® the most is Create (Adhocracy). Create (Adhocracy) focuses on the
breakthroughs of the company with innovative outputs and the transformation of the newest and most
effective technologies. As mentioned above, Nereda®is a highly adapted technology organization with
innovative and advanced biological wastewater treatment technology. Innovation, sustainable, and cost-
effective are the three main keys to Nereda®in the wastewater treatment industry. Royal HaskoningDHV
has achieved its latest award win in 2019 when a new-build construction project using Nereda® technology
won ‘Wastewater Project of the Year’ at the prestigious Global Water Awards 2019, which is acknowledge
the most important achievements and technological breakthroughs in the water sector worldwide.
Furthermore, Nereda®’s goal is to be recognized as a thought leader in the water sector. Because a Create
(Adhocracy) is all about innovation and development, management aims to continuously improve the
update & integration of marketing material that reflects Nereda® technology, flexibility, and also the
challenges of employees, laboratories, and techs.
Identity (Answer of sub-question 2)

Mission
RHDHV’s purpose is to Enhance Society Together through our expertise, partnerships, and innovations. The
company combines its knowledge and expertise with our clients’ strengths to co-create solutions that are
designed to enhance the lives of communities around the world. RHDHV experiments with new ideas and
invests in new technologies to make even more impact for its clients and society as a whole (Rhdhv, n.d).
Royal HaskoningDHV focuses on delivering added value for its clients while at the same time addressing
the challenges that societies are facing. These include the growing world population and the consequences
for towns and cities; the demand for clean drinking water, water security, and water safety; pressures on
traffic and transport; resource availability and demand for energy and waste issues facing the industry.
6|Page
Royal HaskoningDHV aims to minimize its impact on the environment by leading by example in the
projects, the company’s business operations and by the role, the company sees in “giving back” to society.
 Nereda®’s mission
 Nereda® works towards a world where all communities have access to high quality, chemical-
free, sustainable wastewater treatment
 Nereda® believes in the power of collaborative engagement with stakeholders, partners, and
clients within the Nereda®Community
 Nereda®works as a technology frontrunner supporting a circular economy
Promise
By 2050, Royal HaskoningDHV’ll has welcomed two billion extra humans to its planet. The company
strongly believes everyone deserves equal opportunity to lead a healthy, happy, and prosperous life. By
pooling the internal collective intelligence and its practice with clients and partners, the organization can
create a positive impact on people, its living environment, and the economy.
Royal HaskoningDHV is savvy engineers, project managers, and consultants who design smart cities,
airports, ports, buildings and more, making them more environmentally friendly and healthier. The
organization reinvents industries; co-create clean energy and fresh water by using smart data and digitizing
information flows and models and thus connecting the digital world with the physical world people live in.
Royal HaskoningDHV drives impact through co-creation and innovation. Royal HaskoningDHV drives
inclusive sustainable devolvement with its clients in areas that it masters and can actively influence.
Vision
“Creating impact through co-creation and innovation”.
Our ambition is to be a strong international and independent engineering and consultancy firm, leading to
innovation and sustainability (Rhdhv, n.d).
RHDHV wants to be the company that offers these solutions through its qualified expertise of the built and
the digital environment. the ability combines their perspectives with those of the clients means that
together, the company will deliver the results they need. This aligns with its mission to enhance society
together.
 Nereda®’s vision
Nereda®’s vision is to be the technology leader in innovative sustainable wastewater treatment.
Values
The corporation is driven to make a positive impact. To achieve it, the company co-creates with its clients
and with society. RHDHV embraces renewal, is inquisitive, goes beyond to make things happen. Its
approach is no-nonsense and the corporation acts with integrity in all of its activities.
 Nereda®’s core value
Nereda® has Nereda®’s technology, which is an innovative and advanced biological wastewater treatment
technology that purifies water using the unique features of ‘Aerobic granular biomass’. More cost-effective
than traditional water treatment methods, Nereda® plants are up to four times smaller than traditional
installations, consume only half the energy, and require no chemicals for the treatment process.
7|Page
Digital media of Nereda®(Answer of sub-question 1 and sub-question 4.1)
Website (Online presence)
www.Nereda®.net
Figure 22: Nereda®'s online presence
Basic concept: one company, one brand, one website

For the online presence, a consistent and professional presentation is essential. The website should
deliver a strong and consistent brand, with relevant and high-quality content, in a related context.
Through the web site, the corporation conveys who RHDHV is and what RHDHV does. The web site is a
showcase for the company: it is our ‘shop-window’ (Rhdhv, n.d).
Nereda® has a showcase website www.Nereda®.net provides an opportunity to present the projects,
showcase the technology, and keep people up-to-date on Cnews and views from the business. The site is
currently well-populated, nevertheless, it must be kept up-to-date and relevant. The corporate website is
designed and established on the 22 nd of October 2012. Since then, this online presence hasn’t been
changed much. Therefore, the website needs to be restructured to solve the challenge of the conservative
market.
The online presence has been developed by someone in the company and it has the same structure as its
mother company, Royal HaskoningDHV.
Social media
 LinkedIn Nereda®@rhdhv.com #Nereda®: 4,597 followers
8|Page
Figure 23: Nereda®’s LinkedIn page
 Twitter Nereda®_RHDHV, #Nereda®: 858 followers
Figure 24: Nereda® Twitter Page
 YouTube channel: Royal HaskoningDHV
Figure 25: YouTube channel of Nereda®from Royal HaskoningDHV
9|Page
Current digital marketing situation (facts & figures)
Current marketing is still strong, through a consolidated brand. However, in the past year marketing
activities have been kept at a minimum
Many of the activities undertaken are reactive and do not form part of an overall cohesive strategy.
For more data on the online presence of Nereda®®, see more in Appendix 5.
Year Users Sessions Pageviews Bounce rates

2016 11,528 (22.5%) 17,988 59,950 (27%) 50.9 % (12.6)
(34.2%)
2017 12,436 (7.9%) 19,957 (11%) 67,271 (12.2%) 51.2% (0.7%)
2018 15,197 (22.2%) 23,820 87,975 (30.8%) 40.1% (-21.8%)
(19.4%)
2019 16,490 (8.5%) 24,582 (3.2%) 89,993 (2.3%) 33.5% (-16.3%)
Table 10: Nereda®®.net data from 1/1/2016 - 31/12/2019
Graph 1 Nereda® Website Google Analytics (2016-2019)
 The Pageviews from 2017 to 2018 increase dramatically (67,271 – 87,976), however, it is
completely slow down from 2018 to 2019 (87,975 – 89,993). The Users’ data and Sessions’ data
has the same problem as Pageviews’ data.
 The good news is bounce rates are decreasing stable especially from 2018 - 2019
 Inevitably, the target audiences have already been well-informed about the technology,
consequently, there is such little number of new viewers from the website.
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Table 11: Other digital marketing media facts
 Daily posts have been boosted
 Because of the NCOV19 pandemic, there are not many events in 2020
 However, there is still room for improvement: Online approach (Knowledge sharing/ content
creation & distribution)
 Though leadership positioning
 Education & Lead conversion (Enabling sales with relevant materials)
Lead & inquiries (Answer to Sub-question 5)

Lead
In the sale context, a lead refers to a potential customer, also known as a “Prospect”. Depending on the
organization, the definition of the term “lead” may vary. Some companies define “Lead” as a contact
already determined to be a prospective customer, whereas other companies’ other companies consider a
“lead” to be any sale contact (Atinternet, 2019).
Inquiry
An inquiry could involve someone providing the corporation with its contact information when it takes an
action such as downloading a brochure or subscribing to the service of Nereda® (MyNereda®). A marketing
inquiry is an individual who has expressed interest in understanding how the product or service is can solve
its challenge (Brenner, 2019).
Normally, the inquiries are aligned in the Website and Events of Nereda®. The leads come from the
Licensees, which are also partners of Nereda®. The leads are additionally generated from the website
(Nereda®.net) and offline (Events) by the capture form and the registration form. After that, all the Leads
will automatically upload into the CRM of Nereda®.
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Figure 26: Lead Cycle
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Appendix 2: Actual image of Nereda via Social media
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Appendix 3: CSP
Mission
RHDHV’s purpose is to Enhance Society Together through our expertise, partnerships, and innovations. The
company combines its knowledge and expertise with our clients’ strengths to co-create solutions that are
designed to enhance the lives of communities around the world. RHDHV experiments with new ideas and
invests in new technologies to make even more impact for its clients and society as a whole (Rhdhv, n.d).
Royal HaskoningDHV focuses on delivering added value for its clients while at the same time addressing
the challenges that societies are facing. These include the growing world population and the consequences
for towns and cities; the demand for clean drinking water, water security, and water safety; pressures on
traffic and transport; resource availability and demand for energy and waste issues facing the industry.
Royal HaskoningDHV aims to minimize its impact on the environment by leading by example in the
projects, the company’s business operations and by the role, the company sees in “giving back” to society.
 Nereda®’s mission
 Nereda® works towards a world where all communities have access to high quality, chemical-
free, sustainable wastewater treatment
 Nereda® believes in the power of collaborative engagement with stakeholders, partners, and
clients within the Nereda®Community
 Nereda®works as a technology frontrunner supporting a circular economy
Promise
By 2050, Royal HaskoningDHV’ll has welcomed two billion extra humans to its planet. The company
strongly believes everyone deserves equal opportunity to lead a healthy, happy, and prosperous life. By
pooling the internal collective intelligence and its practice with clients and partners, the organization can
create a positive impact on people, its living environment, and the economy.
Royal HaskoningDHV is savvy engineers, project managers, and consultants who design smart cities,
airports, ports, buildings and more, making them more environmentally friendly and healthier. The
organization reinvents industries; co-create clean energy and fresh water by using smart data and digitizing
information flows and models and thus connecting the digital world with the physical world people live in.
Royal HaskoningDHV drives impact through co-creation and innovation. Royal HaskoningDHV drives
inclusive sustainable devolvement with its clients in areas that it masters and can actively influence.
Vision
“Creating impact through co-creation and innovation”.
Our ambition is to be a strong international and independent engineering and consultancy firm, leading to
innovation and sustainability (Rhdhv, n.d).
RHDHV wants to be the company that offers these solutions through its qualified expertise of the built and
the digital environment. the ability combines their perspectives with those of the clients means that
together, the company will deliver the results they need. This aligns with its mission to enhance society
together.
 Nereda®’s vision
Nereda®’s vision is to be the technology leader in innovative sustainable wastewater treatment.
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Values
The corporation is driven to make a positive impact. To achieve it, the company co-creates with its clients
and with society. RHDHV embraces renewal, is inquisitive, goes beyond to make things happen. Its
approach is no-nonsense and the corporation acts with integrity in all of its activities.
 Nereda®’s core value
Nereda® has Nereda®’s technology, which is an innovative and advanced biological wastewater treatment
technology that purifies water using the unique features of ‘Aerobic granular biomass’. More cost-effective
than traditional water treatment methods, Nereda® plants are up to four times smaller than traditional
installations, consume only half the energy, and require no chemicals for the treatment process.
Appendix 4: Direct Competitors

This is table of the direct competitors of Nereda
Veolia Veolia Water Technologies develops and implements innovative and

efficient municipal water and industrial water treatment solutions. The
patented technologies include, among others, microfiltration
and lamellar settling techniques, wastewater treatment and sludge
management processes (such as anaerobic digestion, solar drying,
etc), biogas production as well as the desalination of seawater.
Veolia can install requested solutions/equipment with a large variety of
services that help optimize expenditure as well as your overall water
footprint.
Services:
Audit,
Commissioning,
(Re) engineering of installations,
Spare parts,
Water quality monitoring, evaluation and monitoring systems – installed
on-site or accessed remotely via the cloud (AQUAVISTATM platform),
Chemical preconditioning of process water (Hydrex range),
Mobile water treatment units that meet all temporary and emergency
requirements,
The renowned Veolia after-sales service including operational assistance,
as well as preventive and corrective maintenance of your entire
installation.
USP
Optimize the capacity, availability and uptime of your water
treatment and drinking water supply facilities,
Anticipate and more efficiently manage supply disruptions and other
emergencies,
Maintain water quality and output at optimized performance levels,
Improve the environmental impact of facilities, and in some cases even
exceed the requirements of local, national and community standards and
regulations,
Rationalize your operating costs, through optimizing the consumption of
the resource and recycling all elements that can be used in process
15 | P a g e
water.
Degremont Degremont® technologies:
The technical know-how, the methods and the processes internationally
recognized of SUEZ water treatment specialists allow them to offer a large
range of solutions for water treatment and sanitation. These solutions
meet the environmental issues worldwide and are adapted to regulatory
and economic constraints. all the degremont® products for:
Drinking water production
Desalination
Wastewater treatment
Sludge treatment
Air treatment
According to the online presence of Degremont, some technologies are
still in the process of development, therefore, there are not much
application plants compared to Nereda.
SBR suppliers SBR suppliers is combination of companies in wastewater treatment
industry around the world:
WeDoTanks: based in Sahuarita, ARIZONA (USA).
ATB Water Gmb: based in Porta Westfalica, GERMANY.
Cyclator: based in Gyöngyös, HUNGARY.
EKO-SYSTEMY Sp. Z o.o.: based in Radom, POLAND.
IMR E&T S.r.l: based in Romans d`Isonzo, ITALY.
Center Enamel Co., Ltd: based in Guangzhou, CHINA.
GreenPath Technologies: based in Gainesville, GEORGIA (US) (USA).
BIOGEST AG: based in Taunusstein, GERMANY.
And many other wastewater treatment companies
Appendix 5: Competitors’ digital medias

Veolia
Website
Twitter: 441 Following, 650 Followers
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LinkedIn: 254,413 followers
Degremont (Suez)
Website
Twitter: 21,2k followers
LinkedIn: 180,480
followers
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Appendix 6: Current digital marketing situation (Facts & Figures)
Current marketing is still strong, through a consolidated brand. However, in the past year marketing
activities have been kept at a minimum
Many of the activities undertaken are reactive and do not form part of an overall cohesive strategy.
Year Users Sessions Pageviews Bounce rates

2016 11,528 (22.5%) 17,988 59,950 (27%) 50.9 % (12.6)
(34.2%)
2017 12,436 (7.9%) 19,957 (11%) 67,271 (12.2%) 51.2% (0.7%)
2018 15,197 (22.2%) 23,820 87,975 (30.8%) 40.1% (-21.8%)
(19.4%)
2019 16,490 (8.5%) 24,582 (3.2%) 89,993 (2.3%) 33.5% (-16.3%)
Table 12: Nereda®®.net data from 1/1/2016 - 31/12/2019
Graph 2 Nereda® Website Google Analytics (2016-2019)
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 The Pageviews from 2017 to 2018 increase dramatically (67,271 – 87,976), however, it is
completely slow down from 2018 to 2019 (87,975 – 89,993). The Users’ data and Sessions’ data
has the same problem as Pageviews’ data.
 The good news is bounce rates are decreasing stable especially from 2018 - 2019
 Inevitably, the target audiences have already been well-informed about the technology,
consequently, there is such little number of new viewers from the website.
Table 13: Other digital marketing media facts
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 Daily posts have been boosted
 Because of the NCOV19 pandemic, there are not many events in 2020
 However, there is still room for improvement: Online approach (Knowledge sharing/ content
creation & distribution)
 Though leadership positioning
 Education & Lead conversion (Enabling sales with relevant materials)
Appendix 7: External Analysis

Market definition (Conservative market)
This wastewater treatment market is conservative because it is not usually open to change. Like other
technology, any kind of corporation will wait for novelty technology to become more established. This can
be the case in any of the target groups and would be specific to the individual entity. In general,
engineering, municipal and industrial service, tend to be conservative because every wastewater is
technically different, and the conditions are vary based on the region.
Market analysis
Nereda® has optimized more than 78 plants all over the world to more than 70 institutional partners and
end-users. Brazil, UK, and the Netherlands are the three biggest markets for Nereda®. However, Nereda®'s
ambitions are to expand the business to bigger markets like Asians and the Americas. Till 2025, Nereda®
plans to open around 200 plants globally.
Porter’s Five Forces model

Porter’s Five Forces Framework is a method for analyzing competition of a business (Team, 2020). It is a
simple and powerful tool for understanding the competitiveness of the business environment, and for
identifying Nereda® strategy’s potential profitability.
Porter has identified five forces that make up the competitive environment, these are Competitive Rivalry,
Supplier Power, Buyer Power, Threat of Substitution, and Threat of New Entry.
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Figure 27: Porter's Five Forces Analysis (Porter, 1979)
A. The threat of New Entrants

Government policies, legal and references
Royal HaskoningDHV/ Nereda® is an international corporation with many partners and suppliers around
the world, however, Brazil, the UK, and the Netherlands are the three biggest markets. This analytic
concentrates on these three markets. Every country has its own legal and references.
UK: Legal & Insurances
 Quotation & contract Documents PSSC prepared and submitted

 Other agreements in progress; EUL, OSSA
 Insurance for different delivery options
 Initial discussions with potential non-exclusive UK licensee/JV partners (Eliquo/Hydrok, supra
fit, EPS)
 Develop licensee/ JV agreements/ Sub-Contract Documents
 Programmed Delivery Contract Documents to be agreed
 Internationalization; Amendment of existing Corporation/Licensee Agreements
The Netherlands: Implementation EC Urban Wastewater Treatment Directive
The Council Directive 91/271/EEC concerning urban wastewater treatment was adopted on 21 May 1991.
Its objective is to protect the environment from the adverse effects of discharges and discharges from
certain industrial sectors and concerns the collection, treatment, and discharge of:
 Domestic wastewater
 Mixture of wastewater
 Wastewater from certain industrial sectors (Environment, 2020)
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References:
 The collection and treatment of wastewater in all agglomerations of >2000 population

equivalents (p.e.).
 Where the establishment of a collecting system is not justified either because it would
produce no environmental benefit or because it would involve excessive costs, individual
systems or other appropriate systems that achieve the same level of environmental
protection will be used.
 Secondary treatment of all discharges from agglomerations of > 2,000 p.e., and more
advanced treatment for agglomerations >10,000 population equivalents in designated
sensitive areas and their catchments.
 A requirement for pre-authorization of all discharges of urban wastewater, of discharges
from the food-processing industry and industrial discharges into urban wastewater collection
systems.
 Monitoring of the performance of treatment plants and receiving waters.
 Controls of sewage sludge disposal and reuse, and treated wastewater reuse whenever
appropriate.
(Environment, 2020)
Brazil: Conama Directive 357/2005 for the protection of water bodies
CONAMA: Ministerio do Meio Ambiente
IBAMA: Institute of the Environment and Renewable Natural Resources
Brazil is a federative union, divided into states. Setting up and controlling the environmental legislation is
at the federal level a task of the National Environmental Council (CONAMA 8) and its executive branch
(IBAMA 9). The federal law applies at the national level. Each state has also a state environmental council
and an executive agency. Besides dictating the state environmental policy, the council has the
responsibility of licensing and controlling polluting activities, with the technical support of the
environmental agency (Sperling, 2020).
Economy of scale
According to the Fortune business insights on April 2020, the global water and wastewater treatment
market size was USD265.30 billion in 2018 and is projected to reach USD 465.68 billion by 2026, exhibiting
a CAGR of 7.1% during the forecast period (Business insights, 2020) (see appendix 6 for more information)
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B. Supplier Power
Suppliers
Figure 28:Suppliers (HaskoningDHV, 2020)
First and foremost, Aerzen is renowned for delivering reliable, high performing, and energy-efficient
blowers and screw compressors worldwide. The company, which has developed from a single machine
factory into a global player, has a long history of producing high-quality blowers and compressors, along
with a reputation for innovation in its field of complex and demanding applications. (HaskoningDHV, 2020)
Secondly, Endress+hauser is a global leader in measurement instrumentation, services, and solution for
industrial process engineering. Thirdly, FESTO is an independent family company with its headquarters in
Esslingen, Germany . It has more than 20,000 employees worldwide, across 250 locations. The company is
considered industry-leading, thanks to its innovations and problem-solving competence in all aspects of
automation, as well as its unique range of industrial training and education programs. Fourthly, Royal
HaskoningDHV collaborates with GEA to have its sludge dewatering decanter centrifuges certified for the
Nereda® technology. Finally, for more than 80 years, Hach® has provided innovations to support its
customers. Hach gives customers confidence in their water analysis by delivering expert answers,
outstanding support, and reliable, easy-to-use solutions. Hach analytical instruments, services, software,
and reagents are used to ensure the quality of water in a variety of industries in more than 100 countries
globally.
Cost
As Nereda® technology does not need to apply membrane filtration to achieve excellent treated effluent
quality, the investment and operations costs are profoundly more attractive. The Nereda® process’ cost
efficiency is further increased thanks to easy operation and maintenance, while MBR requires significantly
more operation and maintenance inputs than conventional activated sludge systems. Furthermore,
whereas maintaining high biomass concentrations in MBR results in significantly reduced aeration
efficiencies – thank the granular biomass – in Nereda® no energy penalties apply. Finally, the expensive
membranes need regular replacement while chemical cleaning requirements further boosts the operation
cost differences.
Easy to operate
Nereda® has proved in operation to satisfy the most stringent purification requirements. Thanks to the
nature of the technology, the operational plant is easy and process performance is robust. Every Nereda®
plant is equipped with an AquaSuite® Nereda® controller, a smart, integrated process controller. This
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ensures a fully automated plant operation, reliable performance, and ease-of-operation. It even enables
unmanned or remote control
 Easy plant operation.

 Robust and reliable process performance.
 Integrated AquaSuite® Nereda® controller process controller.
 Fully automated plant operation with an option for remote control.
C. Threats of substitute technology

[ CITATION
Reactor Retention
Placeholder1 \l Oxygen supply Removal
Volume Time
1033 ]
90% - 95% organic matter
Activated sludge Pressurized air 10 m3 4-6 hr
90% - 95% suspended solids
Biologic rotary
Air 1 m3 1-3 hr 90% - 95% organic matter
discs
50% - 60% organic matter
Ascendant flow Anaerobic 2 m3 24 hr
57% suspended solids
Anaerobic 40% - 50% organic matter
Anaerobic 2 m3 36 hr
filtration 52% suspended solids
Septic tank Anaerobic 2 m3 36 hr 25% organic matter
Hydroponic
Aerobic/Anaerobic 6 m3 12 hr 65% - 75% organic matter
cultivation
Table 14 Comparative Performance of Sewage Treatment Systems (Pérez, n.d.)
Currently, Nereda® is a leader of the wastewater treatment industry with innovative and advanced
biological technology that purifies water using the unique features of ‘aerobic granular biomass’. However,
it is uncertain that new and better technology in the wastewater industry might be developed soon, thus,
Nereda® technology will be substituted.
Treatment Advantages Disadvantages

Type
Aquatic Systems
Stabilization Requires a large area of land
Lagoons Low capital cost May produce undesirable odors
Low operation and maintenance costs
Low technical manpower requirement
Aerated Requires relatively little land area Requires mechanical devices to

Lagoons Produces few undesirable odors aerate the basins
Produces effluents with a high
suspended solids concentration
Terrestrial Systems
Septic tanks Provides a low treatment efficiency
Can be used by individual households Must be pumped occasionally
Easy to operate and maintain
Requires a landfill for periodic
Can be built in rural areas
disposal of sludge and septage
Constructed Removes up to 70% of solids and bacteria Remains largely experimental
wetlands Minimal capital cost Requires periodic removal of excess
Low operation and maintenance requirements and plant material
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costs Best used in areas where suitable
native plants are available
Mechanical Systems
Filtration Minimal land requirements: can be used for Requires mechanical devices
systems household-scale treatment
Relatively low cost
Easy to operate
Vertical Highly efficient treatment method High cost
Biological Requires little land area Complex technology
Applicable to small communities for local-scale Requires technically skilled
reactors
treatment and too big cities for regional-scale manpower for operation and
treatment maintenance
Needs spare-parts-availability
Has a high energy requirement
Activated Highly efficient treatment method High cost
Sludge Requires little land area Requires sludge disposal area
Applicable to small communities for local-scale (sludge is usually land-spread)
treatment and too big cities for regional-scale Requires technically skilled
treatment manpower for operation and
maintenance
Table 15: Advantages and Disadvantages of conventional and Non-conventional Wastewater Treatment Technologies
(Pérez, n.d.)
D. Competitive Rivalry (the answer of sub-question 3.1)

Competitors
This is the indirect competitors
 At UV Technology: UV technology (UV disinfection systems)

 Strong flow (Support all major water treatment technologies)
 Flootech (water and wastewater treatment solutions): Floobad MBBR
 Savetera
 FWF (Finish water forum in Finland)
 Aquazone Ltd (Turnkey solutions reusing water from wastewater)
 Aprotech Ltd (Sludge management, solid/liquid separation)
 Hydrotech (WWTP technology, sewage WWTP, wastewater treatment plants)
 Samco
Top direct competitors
 Veolia: The Kaldnes RAS solution, Veolia Water Technologies, and Biothane – Veolia
water technologies (Biological water technologies)
 Degremont: SUEZ water treatment (SUEZ water technologies & solutions), water
treatment, sludge treatment
 SBR suppliers
Competitive Profile Matrix

The Competitive Profile Matrix (CPM) is a strategic analysis that allows the organization to the competitors,
in such a way as to reveal Nereda®’s strengths and weaknesses.
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This matrix will give the insight to inform the strategic decision making. Moreover, it highlights the relative
strengths and weaknesses of both its competitors and its organization. Furthermore, it also uncovers
potential opportunities in the marketplace (Denis, 2019).
In order to compare the technologies, marketing, brand reputation and many other things more with the
competitors, the researcher have made this Competitive Profile Matrix, hence, it will show how potential
Nereda is.
Nereda® Veolia Degremont (Suez) SPR suppliers

Critical Weighte
Weighted Weighted Weighted
Success Weight Score d Score Score Score
Score Score Score
Factor Score
Marketing 0.25 2 0.5 3 1 4 1 1 0.25
Brand
0.25 4 1 3 0.75 4 1 1 0.25
Reputation
Location 0.05 2 0.1 2 0.1 4 0.2 2 0.1
Product
0.1 4 0.4 3 0.3 3 0.3 3 0.3
Quality
Customer
0.2 2 0.4 3 0.6 2 0.4 3 0.6
Service
Customer
0.05 3 0.15 3 0.15 3 0.15 2 0.1
Loyalty
Cost-effective 0.25 4 1 2 0.5 2 0.5 2 0.5
Small physical
0.25 3 0.75 2 0.5 3 0.75 2 0.5
footprint
Easy to
0.25 4 1 4 1 3 0.75 2 0.5
operate
Sustainable 0.25 4 1 3 0.75 3 0.75 2 0.5
Plants 0.1 4 0.4 2 0.2 1 0.1 1 0,1
Total Score 6.7 5.85 5.9 3.7

Table 16: Nereda®Competitive Profile Matrix
 Nereda® is a leader in the wastewater industry with better technology, however, its competitors
do it better in branding
 In terms of USP, Nereda technology has been proved in operation to satisfy the most stringent
purification requirements. Nereda is also truly sustainable technology according to the extensive
life cycle analyses. Finally, compared to other technologies, Nereda has claimed that the
Operation & maintenance cost are much lower thanks to the reduction in mechanical equipment,
chemical-free operation, and the remarkably high energy efficiency of the process
 Degremont & Veolia has better marketing strategies with a better brand image in digital media
(Twitter and LinkedIn)
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Summary of the in-depth interview (Answer to sub-question 6)
(See Appendix 1 for more information)
Interviewee Keth Hayward Marten Hillen Matthew Baldry (Expert in Beutus van’t Wout Rutger Perdon (Sale
(Sales & Marketing (Regional Sales Water industry, follow-on – (T&P-T&E-Smart manager of Nereda®) –
Director) – External Director of Nereda®) – processor) – External Urban Environment Internal stakeholder
Stakeholder Internal stakeholder stakeholder expert RHDHV,
senior adviser at
road noise) –
Internal stakeholder
Recommendation Add more commercial “I think that in the “After this interview, we “You want to know “We should assure the
& “Marketing factor end, we need to know just that aside from what they want and message of Nereda®
into the website of potentially give our what I saw, what I looked if you know what and the objective of
Nereda® partners or to people at, it's a well-constructed they want, you can the website itself
Add interesting & that would deliver to easy to navigate Web site. guide them to just think it's
Attractive factor for the projects a more I thought the videos were a something where important we channel
digital channel of prominent position little bit basic. They're very they should look. the right questions to
Nereda® (emoji’s, for us to move to our nice in the in the rendering Nereda® successful our important
characteristics) sales a little quicker as and things like that. story, case study or stakeholders
Reaffirm that Nereda® we have the same Oh, when you've got one there is some legacy otherwise we bother
is a leader in WWTC” idea as you.” which is dubbed in English. Add the marketing them maybe with
“Nereda®should Okay. Which is annoying. In and communication something that is not
shows how successful English. Okay. factor to the online relevant to them and
we are, for example: But no it's not it there's presence of we will not get out of it
we can put the case nothing in the website to Nereda®” what we want”
study or the take offense to or anything “It should be a
successful story of like that, but there's customer journey
Nereda®” nothing there that really on the online
sort of stands out as presence of
thinking wow, isn't that a Nereda®, however, I
great Web site. miss it on the
It's not appealing. Right. It's website, there must
not appealing. It's just liked be something I can
a normal information hub fill in in order to do
for the user. Yes, I like business with”
that.”
“Yeah, it is structured like
that. And it's structured
very well. It functions very
well. And it's easy to
navigate. But there's
nothing in there that makes
you say wow, isn't that
clever.”
 Nereda® did a good job of providing information on the online presence of Nereda®
 Nereda® can be great in the future
 The only digital media of Nereda® that the interviewees know is an online presence
 There is no wow-factor on the digital media (Online presence)
 Nereda® should add more advertising or marketing factor on digital media because the goal
of the online presence is to generate more leads and inquiries.
 Nereda® should deliver a better message on the online presence of Nereda® to maintain the
lead in the wastewater treatment industry.
 The feedback and external communication are missing
 The information should be more well-structured
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Appendix 8: Nereda events calendar
Event Month Date Location Exhibiting Visiting BU / Partner
WWT Wastewater January 28 Birmingham, UK yes Aquasuite
WMCC 2020 January 12 - 14 Harbin, CN
IWS January 13 - 16 Abu Dhabi, UAE
WEX Global January 2- 4 Valencia, ES
New England WEA Conference January 26 - 29 Boston, USA Aqua-Aerobics
24th Joint Engineering Societies Conference January 29 - 30 Lafayette, USA Aqua-Aerobics
World Water-Tech Innovation summit February 25-26 London, UK
NYWEA Annual Meeting & Exposition February 3- 5 New York, USA Aqua-Aerobics
AWWA / MWEA Conference February 4-5 Lansing, USA Aqua-Aerobics
World Water-Tech innov. Summit February 25-26 London Yes Aquasuite
Aqua Nederland March 17 - 19 Gorinchem, NL YES YES RHDHV
Essener Tagung March 8 - 10 Essen, DE
Global Water Summit March 29 - 31 Madrid, ES Maybe Yes Aquasuite/ Nereda/ Digital Water
SC Environmental Conference March 15 - 17 Myrtle Beach, USA Aqua-Aerobics
American Membrane Technology Conference March 16 - 20 Pheonix, USA Aqua-Aerobics
WITtec March 30 - 1 Indianapolis, USA Aqua-Aerobics
Texas Water March 31 - 3 Fort Worth, USA Aqua-Aerobics
California WEA Conference March 31 - 3 Reno, USA Aqua-Aerobics
IWA Conference Water in Industry 2020 March 30 - 02 Nanjing, CN
AsiaWater March 31 - 2 Kuala Lumpur, MY Aqua-Aerobics (Environ Holdings)
Smart Water 2020 March 11 Birmingham, UK Yes Nereda
FWA dragons final March Aquasuite
Waterinfodag March De Bosch
WWT Smart Water Networks March Birmingham (UK) YES Aquasuite
Smart Water Systems April 20 - 21 London, UK YES Aquasuite
Digital Water Summit April 27 - 30 Bilbao, ES
NEWWA Spring Conference April 1- 2 Worchester, USA Aqua-Aerobics
Arizona Water April 14-16 Pheonix, USA Aqua-Aerobics
Global Water Summit London April London Yes Aquasuite
Expo Polen April Polen Aquasuite
Aquasuite user conference April NL Aquasuite
Smart Water Systems (SMI) April London (UK)
Digital Water Summit April 27-30 Bilbao Aquasuite
IWWTP2020 May 10 - 14 Vienna, AU
Utility Week Live May 19 - 20 Birmingham, UK Yes Nereda
IFAT May 4- 8 Munich, DE Yes Yes Nereda/ Aquasuite
IWRA World Water Congress May 11 - 15 Daegu, Korea
OZ Water May 5- 7 Adelaide, AU Aqua-Aerobics (Aquacel)
Residuals & Biosolids May Fort Lauderdale
KNW May Amersfoort (NL) Aquasuite
SWAN 10th Annual Conference May 13 Glasgow Abstract Aquasuite
LET2020 June 1- 5 Reno, USA Aquasuite
Nutrient removal and recovery conference June 8 - 12 Espoo, FI
coSTP2020 June 22 - 26 Milano, IT
IWA Leading Edg conference on Water and Wastewater June Edinburgh (UK)
IWA Leading Edge Conference on Water and Wastewater June 01-May Reno Aquasuite
WEF Collection Systems Conference June El Paso, USA
Conference 'Environmental Technology for Impact 2020' June 05/03/2019 Wageningen (NL) Aquasuite
BlueTech Research June 03-Apr Vancouver
WWT Water Industry Energy Conference June Birmingham (UK) Aquasuite
Global Leakage Summit June London (UK) Aquasuite
European Waste Water Management Conference July 14 -15 Birmingham, UK
Aquasuite
July 05-Jun Singapore Yes Yes
Singapore International Water Week – Water Convention 2020 Aqua-Aerobics (Environ Holdings)
European Waste Water Management Conference July Birmingham (UK) Yes Nereda
Small Water and Wastewater Systems August 14 - 17 Belo Horizonte, BR
Stockholm World Water Week August 23-28 Stockholm Aquasuite
Waste Water Expo September 16 - 17 Birmingham, UK Yes Nereda
WWT Sustainable Water Conference September Birmingham (UK)
http://www.trinkwassertagung.de/paderborn/index.html September Paderborn (D)
IWA World Water Congress & Exhibition 2020 October 18 - 23 Copenhagen, DK
IWA Conference on Sustainable Sludge Management October 10 - 12 Beijing, CN
Aqua-Aerobics
WEFTEC October 3- 7 New Orleans, US Aquasuite
Utility Week Congress October Birmingham (UK)
WWT Water Scotland Conference October 2 Glasgow
ICT Water Conference October Nieuwegein
IoW NI Autumn Conference October
World Water Congress Exhibition October 18-23 Copenhagen
World Water-Tech North America October 27-28 Los Angeles
Water UK Leakage Conference October Birmingham (UK)
WWT Water industry Innovation Technology November Birmingham, UK Yes Nereda
WWEM November TBA Telford (UK)
AWWA / SWAN International Smart Water Symposium November 10-Nov Austin, Texas, USA Maybe Aquasuite
European biosolids & organic resources November Manchester (UK)
November London (UK)
ACI’s 5th Future of Biogas Europe Conference November Amsterdam (NL)
KNW najaarscongres November ?
WWT Drinking Water Conference November 27 Birmingham (UK)
AWWA Water Loss Conference December TBC, USA
IWA Water Development Sri Lanka December 01-May Sri Lanka, Colombo
WWT Water industry Innovation Technology December 5 Birmingham (UK)
September/Oc
IWA-Aspire Conference and Exhibition Hong Kong (CH)
tober
Figure 29 Nereda Events Calender
28 | P a g e

Some FB Communication Advice v1 - Hoang Nguyen

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COMMUNICATION ADVICE

Keeping digital competitive edge in the

Customer Royal HaskoningDHV

Supervisor Rogier R. Pliester

9. Evaluation & Organizational Consequences...................................................................................1

Table 13: Other digital marketing media facts.....................................................................................20

About the company

Figure 1 Courtesy Delft University of Technology

Figure 2 Nereda® Achievements

1.1. Target groups

Figure 3 Partners of Nereda

The way of working

Figure 4 The way of working

Unique selling point

Advantages of Nereda® technology

Figure 5 Nereda® Wastewater Treatment Plant

Table 1 Advantages of Nereda® technology

Cost-effective Easy to operate Sustainable

2. Definition of communication problem

1.2. Problem definition

1.3. Research objective

1.4. Research questions

Sub-question 2: What is the brand’s value of Nereda®?

Sub-question 3.1: What are Nereda®’s competitors?

Sub-question 4: How to improve Nereda®’s digital media?

Sub-question 4.1: What is Nereda®’s online presence?

Sub-question 5.1: What are leads and inquiries?

Sub-question 6.1: what are the target audiences of Nereda®?

Sub-question 7: What is Nereda®’s communication tool to communicate with the clients?

2.1. Desk research

2.2. Field research

Quality criteria are missing (see appendix Assessment in Graduation Handbook!)

2.3. Restriction and limiting conditions

2.4. Theoretical framework

Figure 6 Value discipline model (Ordenes, 2018)

• Product leadership: a product leader focuses on offering leading-edge products and

• Customer intimacy: companies focused on customer intimacy segment their target

Figure 7 Product Leadership Operating Model (Administrator, 2020)

2.4.2. Community of Inquiry

Figure 8 Community of Inquiry model (Garrison, 2009)

Nereda® technology is an innovative and advanced biological wastewater treatment technology,

2.4.3. Customer Journey Model

Figure 9 The Customer Journey Model (Customerscope, n.d.)

Figure 10 Way of working in Nereda®

Figure 11 B2B buyer Journey and content marketing (Edmond, 2017)

Start-up & Commissioning: the controller is developed.

3. Research conclusions and analysis

(Is this all?)

3.1.2. Conclusions of external analysis

(Is this all?)

3.2. Stakeholders (= starting point Communication advice?)

Employees in Royal Royal HaskoningDHV has more than 8000 professionals,

Partners & Licensees

instruments, services, software, and reagents are used to

Figure 12 Stakeholders of Nereda

3.3. SWOT Analysis

Figure 13 SWOT Analysis Module (Helms,2010)

Table 4 Nereda®'s SWOT Analysis

 Newest technical advancements (Nereda®  Some digital media (Material) currently on

 Highly qualified expertise one.

Please check the literature!!

 To develop innovative marketing collateral including making use of visual media

3.4. GAP analysis

CHAPTER CONCLUSIONS IS MISSING!