Communication Advice

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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Table of Contents
Executive Summary...................................................................................................................................................8
Chapter 1: Introduction...........................................................................................................................................11
About the company.................................................................................................................................................11
About Royal HaskoningDHV........................................................................................................................11
About Nereda®..............................................................................................................................................12
Unique selling point............................................................................................................................................14
Advantages of Nereda® technology..............................................................................................................15
1. Definition of communication problem...........................................................................................................16
1.1. Problem orientation...............................................................................................................................16
1.2. Problem definition.................................................................................................................................17
1.3. Research target group............................................................................................................................17
2. Theoretical framework...................................................................................................................................19
2.1. Value Discipline....................................................................................................................................19
2.2. Community of Inquiry...........................................................................................................................22
2.3. Customer Journey Model......................................................................................................................23
3. Formulate the objective..................................................................................................................................24
3.1. Marketing objective...............................................................................................................................24
3.2. Research objective.................................................................................................................................24
4. Research questions.........................................................................................................................................25
Main & Sub questions..................................................................................................................................25
MAIN QUESTION.............................................................................................................................................25
SUB QUESTION................................................................................................................................................25
5. Justification of research methodology............................................................................................................25
5.1. Desk research.........................................................................................................................................26
5.2. Field research.........................................................................................................................................26
5.3. Guideline for conducting in-depth interviews:......................................................................................26
Planning:.........................................................................................................................................................26
Developing instruments:................................................................................................................................27
Collecting data:..............................................................................................................................................27
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5.4. Reliability, validity, usability and representatively of research............................................................27
Reliability:......................................................................................................................................................27
Validity...........................................................................................................................................................28
Chapter 2: Research Part.........................................................................................................................................29
6. Research conclusions and analysis.................................................................................................................29
6.1. Formulate the conclusions of the internal & external analysis..............................................................29
6.1.1. Conclusions of internal analysis...................................................................................................29
6.1.2. Conclusions of the external analysis.............................................................................................31
6.2. SWOT Analysis.....................................................................................................................................32
6.3. GAP analysis.........................................................................................................................................35
Why Gap Analysis?........................................................................................................................................35
Desired Identity..............................................................................................................................................35
Actual Identity................................................................................................................................................36
7. Research Conclusion......................................................................................................................................38
Chapter 3: Communication advice..........................................................................................................................40
8. Communication problem................................................................................................................................40
9. Communication objective..............................................................................................................................41
Media objective..................................................................................................................................................41
Lead & Inquiries.............................................................................................................................................41
Twitter............................................................................................................................................................41
LinkedIn.........................................................................................................................................................42
Online presence..............................................................................................................................................42
10. Stakeholders...............................................................................................................................................42
10.1. Internal stakeholders.........................................................................................................................42
10.2. External stakeholders........................................................................................................................44
10.3. Communication target group............................................................................................................46
10.3.1. Target group personas...................................................................................................................46
11. Communication strategy............................................................................................................................49
11.1. The message......................................................................................................................................49
11.2. Tone of voice....................................................................................................................................49
11.3. Strategy.............................................................................................................................................50
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11.3.1. Nereda® Package Plant................................................................................................................50
11.3.2. Strategy: Leading by Educating!..................................................................................................53
11.3.3. The consideration stage is essential!.............................................................................................56
11.3.4. Guerrilla Marketing Strategy: Interaction!...................................................................................56
12. Implementation & planning.......................................................................................................................57
12.1. Implementation.................................................................................................................................57
12.1.1. Digital media posts.......................................................................................................................58
12.1.2. Events, exhibitions........................................................................................................................60
12.2. Planning............................................................................................................................................63
.................................................................................................................................................................................66
13. Accountability............................................................................................................................................67
13.1. Key Performance Indicators..............................................................................................................67
13.1.1. Social media..................................................................................................................................67
13.1.2. LinkedIn........................................................................................................................................67
13.1.3. Online presence............................................................................................................................67
13.1.4. Events/Exhibition.........................................................................................................................68
13.2. Funnel of response............................................................................................................................68
13.2.1. Online presence............................................................................................................................69
13.2.2. Social media (LinkedIn & Twitter)..............................................................................................70
14. Budget........................................................................................................................................................70
Pre-ROI...............................................................................................................................................................72
15. Evaluation & Organizational Consequences.............................................................................................72
16. Recommendations......................................................................................................................................72
Bibliography............................................................................................................................................................74
Appendix.................................................................................................................................................................79
Appendix 1: Internal analysis.............................................................................................................................79
1. Organizational structure........................................................................................................................79
2. Identity (Answer of sub-question 2)..........................................................................................................79
3. Digital media of Nereda®(Answer of sub-question 1 and sub-question 4.1)............................................81
Current digital marketing situation (facts & figures).....................................................................................85
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a. Lead & inquiries (Answer to Sub-question 5)..............................................................................................................87
Lead................................................................................................................................................................87
Inquiry............................................................................................................................................................87
Events.............................................................................................................................................................88
Formulate the conclusions of the internal analysis........................................................................................89
Appendix 2: Actual image of Nereda® via Social media..................................................................................90
Appendix 3: CSP................................................................................................................................................93
Mission...........................................................................................................................................................93
Promise...........................................................................................................................................................93
Vision.............................................................................................................................................................94
Values.............................................................................................................................................................94
Appendix 4: Direct Competitors.........................................................................................................................94
Appendix 5: Competitors’ digital medias...........................................................................................................97
Veolia..................................................................................................................................................................97
Degremont (Suez)..........................................................................................................................................97
Appendix 6: Current digital marketing situation (Facts & Figures)...................................................................99
Appendix 7: External Analysis.........................................................................................................................101
1. Market definition (Conservative market)............................................................................................101
2. Market analysis....................................................................................................................................102
3. Porter’s Five Forces model..................................................................................................................102
A. The threat of New Entrants..................................................................................................................102
B. Supplier Power....................................................................................................................................104
C. Threats of substitute technology..........................................................................................................105
D. Competitive Rivalry (the answer of sub-question 3.1).............................................................................................107
4. Competitive Profile Matrix..................................................................................................................110
5. Summary of the in-depth interview (Answer to sub-question 6)...............................................................................112
Appendix 8: Nereda® events calendar.............................................................................................................114
Table of Figures
Figure 1 Courtesy Delft University of Technology................................................................................................10
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Figure 2 Nereda® Achievements............................................................................................................................11

Figure 3 The way of working..................................................................................................................................11
Figure 4 Nereda® Wastewater Treatment Plant.....................................................................................................12
Figure 5 Partners of Nereda®.................................................................................................................................15
Figure 6 Value discipline model (Ordenes, 2018)..................................................................................................15
Figure 7 Product Leadership Operating Model (Administrator, 2020)...................................................................17
Figure 8 Community of Inquiry model (Garrison, 2009).......................................................................................18
Figure 9 The Customer Journey Model (Customerscope, n.d.)..............................................................................19
Figure 10 Way of working in Nereda®.................................................................................................................19
Figure 11 B2B buyer Journey and content marketing (Edmond, 2017).................................................................19
Figure 12 Nereda® Staff Contact...........................................................................................................................22
Figure 13 SWOT Analysis Module (Helms,2010).................................................................................................27
Figure 14 Gap analysis...........................................................................................................................................31
Figure 15 Do, Feel, Think model (Adwise Internetmarketing, 2017)....................................................................33
Figure 16 Nereda® Persona....................................................................................................................................39
Figure 17 Sign up form...........................................................................................................................................42
Figure 18 Community of inquiries (Garrison, 2000)..............................................................................................43
Figure 19 Customer Journey (Customerscope, n.d.)...............................................................................................46
Figure 20 See Think Do Care Model (Kleinsman, 2020).......................................................................................47
Figure 21 Visual template of Nereda® for posts, flyers, white paper, etc..............................................................48
Figure 23 Stand visuals...........................................................................................................................................50
Figure 22 QR Code.................................................................................................................................................50
Figure 24 Nereda® videos (Nereda®, 2020)..........................................................................................................51
Figure 25 Fixed Funnel of Response (Events)........................................................................................................56
Figure 26 Online presence Funnel of Response......................................................................................................57
Figure 27 Social Media Funnel of Response..........................................................................................................57
Figure 28 Developers' hourly rates (Golosovskaya, 2020).....................................................................................59
Figure 12: Nereda®'s online presence....................................................................................................................68
Figure 13: Nereda®’s LinkedIn page.....................................................................................................................70
Figure 14: Nereda® Twitter Page...........................................................................................................................70
Figure 15: YouTube channel of Nereda®from Royal HaskoningDHV.................................................................70
Figure 16: Lead Cycle.............................................................................................................................................71
Figure 17: Porter's Five Forces Analysis (Porter, 1979).........................................................................................83
Figure 18:Suppliers (HaskoningDHV, 2020).........................................................................................................85
Figure 29 Nereda® Events Calender......................................................................................................................93
Table of Tables
Table 1 Advantages of Nereda® technology..........................................................................................................13
Table 2 Nereda®'s SWOT Analysis.......................................................................................................................27
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Table 3 Confrontation Matrix.................................................................................................................................28

Table 4 Internal stakeholders..................................................................................................................................34
Table 5 External Stakeholders................................................................................................................................36
Table 6 Number of employed full-time engineering professionals in the United Kingdom (UK) from April 2018
to March 2019, by occupation (Statista, 2020).......................................................................................................38
Table 7 Package of Nereda®..................................................................................................................................43
Table 8 Campaign Calendar summary....................................................................................................................52
Table 9 Budget........................................................................................................................................................58
Table 10 Pre-ROI....................................................................................................................................................60
Table 2 Nereda® Keywords' rank...........................................................................................................................69
Table 3: Nereda®.net data from 1/1/2016 - 31/12/2019.........................................................................................71
Table 4: Other digital marketing media facts..........................................................................................................71
Table 5 Upcoming Events.......................................................................................................................................72
Table 11: Nereda®®.net data from 1/1/2016 - 31/12/2019....................................................................................80
Table 12: Other digital marketing media facts........................................................................................................82
Table 6 Comparative Performance of Sewage Treatment Systems (Pérez, n.d.)...................................................86
Table 7: Advantages and Disadvantages of conventional and Non-conventional Wastewater Treatment
Technologies (Pérez, n.d.).......................................................................................................................................87
Table 8: Nereda®'s competitors’ technologies.......................................................................................................90
Table 9: Nereda®Competitive Profile Matrix........................................................................................................91
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Executive Summary
This communication advice report is written by Hoang Nguyen, a fourth-year communication student at HAN
University of Applied Sciences. Hoang is doing his graduation assignment as the Marketing & Communication
intern for Nereda®, which is a product of Royal HaskoningDHV. Royal HaskonningDHV is an independent,
international engineering, consultancy, and technology provider with 135 years of experience. 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. The subject has been
done minor research and comes up with a challenge to improve digital media to bring value to the conservative
market. The Conservative market is not willing to change anything including internal & external communication.
Furthermore, minor research has shown that Nereda® has no significant change in the growth of digital media
(Online presence, LinkedIn, and Twitter). Besides, Nereda® goal is to maintain being a thought leader in the
wastewater treatment industry. Based on the challenge and goal, a solid marketing & communication plan has to
be made to tackle the challenge and fulfill the goal of Nereda®.
Hoang has researched a variety of aspects such as internal and external factors that might affect Nereda®’s
digital media and how digital media can bring value to the conservative market.
From the desk research, it can be concluded that although Nereda® has so many potentials in growing its
business via digital media, Nereda® is having a challenge in developing and improving the digital media of
Nereda® because the growth of the digital media (Twitter and LinkedIn) is reaching a deadlock. In another
word, Nereda®’s digital media has had no significant change since 2018. It is stated that online presence is one
of the most important channels to generate leads and inquiries. However, Nereda® did not fully utilize its
potential to become an actual ‘Shop window’. Despite the “Not-willing-to-change” factor of this wastewater
treatment, Nereda® can make use of traditional marketing channels (Events, exhibitions, conferences, etc.) to
create connections and expose target group to use digital media. On the other hand, regarding the external factors
that influence Nereda®’s businesses, it can say that Nereda® did not concentrate on delivering the right strategy
and message to brand itself within the digital media. According to the wastewater experts, Nereda® did not use
enough marketing factors to promote itself, therefore, the website is not an actual ‘shop-window’ to do business
directly in the online presence. Compared to Nereda®, its competitors did a really good job of promoting their
image via digital media by having a concrete online presence, solid marketing content, and better marketing
strategy.
After Internal and external analysis, the researcher recommends Nereda® to concentrate on leverage the
strengths to maximize the opportunities by implementing. According to the director of the marketing department,
the overall objective is to position Nereda® as the leading sustainable technology in wastewater treatment
worldwide. Moreover, it is crucial to increase sales by contributing to Nereda® as a hypergrowth BU in
RHDHV.
This will be achieved by:
 Supporting Nereda® positioning with key thought leadership strategies
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 Defining marketing parameters, and lead conversion rates from on-offline activities by an intern
(Monitoring & review reporting). The researcher will assist in solving parts of these objectives
 Increasing website optimization (decreasing bounce rate, increase leads)
 Developing a marketing framework and approach within Nereda®’s community of licensees, partners,
and customers and identifying marketing champions
 Updating & integrating marketing material that reflects Nereda® technology, and other RHDHV
products/services offerings, including marketing collateral, event partnerships, and key industry awards
The researcher suggests Nereda® implement four different strategies name: “Package plan content”, “leading by
educating”, “Consideration stage is essential” and “Guerilla Marketing strategy interaction!”, which will be
implemented via the channels/tools below:
 Package pan content: it is important to be practical to use this technology to solve the wastewater
challenge. This service will be promoted to prove that Nereda® can be a “big thing” in the future. To
bring value to the conservative market.
 Leading by educating: To generate the inquiry, the target group needs to understand the concept of
Nereda® technology. Therefore, they must learn and feel the presence in the online course. The
instructor uses social media to establish a 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 are 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).
 Consideration stage Is essential: Nereda® must concentrate on the consideration stage by updating &
integrating marketing material that reflects Nereda® technology, which is including webinars, case
studies, social media promoting, etc.
 Interaction!: During the research, it is not easy to get in contact with the person who is responsible for
the water industry. Therefore, the researcher believes 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.
The campaign will run from the first of July 2020 till the first of July 2020. The total budget is 184,200 EUROs.
KPI’s are specifically analyzed to keep track of the campaign and measure the outcomes of digital media.
Likewise, the media objective including reach, engagement, leads, and inquiries are also interpreted with
concretely reasonable numbers to decide the Nereda®’s budget of the campaign and the weighted number of
exposures. The researcher is confident that this campaign will bring more leads and inquiries from the CEO,
Chief Process engineer, engineering director, innovation manager, operation manager, and
investment/Commercial director to maintain the top position in the top priority market (NL, UK, and Brazil).
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Chapter 1: Introduction
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 the 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 the 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.
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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 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.
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Figure 3 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 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.
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Advantages of Nereda® technology
Figure 4 Nereda® Wastewater Treatment Plant
Table 1 Advantages of Nereda® technology
Cost-effective Easy to operate Sustainable
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Nereda® technology enables extensive Thanks to the nature of Extensive life cycle analyses reveal Nereda®
treatment in compact and technology, plant operations are technology as a truly sustainable technology.
uncomplicated designs. The amount of easy and process performance Compared to conventional processes,
mechanical equipment is much less than robust. Every Nereda® process Nereda® technology not only has
in conventional processes. plant is equipped with an significantly lower energy consumption but
Aquasuite® Nereda® controller, a also produces, commonly without the use of
This lowers the direct plant cost for
smart, integrated process controller waste generating chemicals, a remarkably
greenfield, brownfield, retrofit, or
ensuring fully automated plant high effluent quality. Besides, the technology
capacity extension application and often
operation. The transparent and requires fewer construction materials and less
enables that existing treatment sites can
fully user-adjustable control mechanical equipment resulting in a better
be utilized rather than purchasing new
algorithm further increases the environmental construction profile.
land.
ease-of-operation, efficiency, and
Operation & Maintenance costs are performance robustness.
much lower thanks to the reduction in
mechanical equipment, chemical-free
operation, and the remarkably high
energy efficiency of the process.
1. Definition of communication problem

1.1. Problem 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.
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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.
1.3. Research target group

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 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.
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Figure 5 Partners of Nereda®
2. Theoretical framework
2.1. Value Discipline
Figure 6 Value discipline model (Ordenes, 2018)
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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 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® provides 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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2.2. 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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2.3. 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.
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Sales: sign in the contract of Nereda® to build the wastewater treatment plant.
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. Formulate the objective

3.1. Marketing objective
According to the director of the marketing department, the overall objective is to position Nereda® as the
leading sustainable technology in wastewater treatment worldwide. Moreover, it is crucial to increase sales by
contributing to Nereda® as a hypergrowth BU in RHDHV.
This will be achieved by:
 Supporting Nereda® positioning with key thought leadership strategies

 Defining marketing parameters, and lead conversion rates from on-offline activities by an intern
(Monitoring & review reporting). The researcher will assist in solving parts of these objectives
 Increasing website optimization (decreasing bounce rate, increase leads)
 Developing a marketing framework and approach within Nereda®’s community of licensees, partners,
and customers and identifying marketing champions
 Updating & integrating marketing material that reflects Nereda® technology, and other RHDHV
3.2. 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.
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?
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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?
5. Justification of 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.
5.1. 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.
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5.2. 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.
5.3. Guideline for conducting in-depth interviews:

Planning:
Identifying stakeholders: staff from Nereda®, municipalities of UK or Brazil, representatives of waterboard in the
Netherlands.
Figure 12 Nereda® Staff Contact
1) The entire interview question will be list it out and send it to the supervisor to check beforehand.
2) Sending emails to stakeholders asking for an interview.
Developing instruments:
1) Setting up the interview by using skype meeting or face-to-face if it is possible.
2) The rules that guide the administration and implementation of the interviews. Put simply, these are
the instructions that are followed for each interview, to ensure consistency between interviews, and
thus increase the reliability of the findings (Boyce & Neale, 2006).
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Collecting data:
1) Setting up interviews with stakeholders (be sure to explain the purpose of the interview, why the
stakeholder has been chosen, and the expected duration of the interview).
2) The entire interview will be collected by having a transcript and/or review data.
5.4. Reliability, validity, usability and representatively of research

Reliability:
Definitions: Reliability is the agreement between two efforts to measure the same trait through maximally similar
methods (Hammersley, 1987).
In terms of desk research, the source of information will be collected from dependable websites, such as Google
Scholar and other marketing-related websites (e.p. Nereda®’s intranet, MarketLine). For the field research, an effective
internally interview will be conducted by asking valuable questions. Besides, the upcoming Research Report and
Communication Advice will follow the assessment form provided by supervisors and the Manager of Nereda®.
Finally, before coming up with communication advice, results will be double-checked by the researchers, and feedback
will be given by project supervisors.
Not generalizable: When in-depth interviews are conducted, generalizations about the results are usually not able to be
made because small samples are chosen, and random sampling methods are not used. In-depth interviews, however,
provide valuable information for coming up with the recommendation, particularly when supplementing other methods
of data collection. It should be noted that the general rule on sample size for interviews is that when the same stories,
themes, issues, and topics are emerging from the interviewees, then a sufficient sample size has been reached
Validity
Definitions: Validity is the extent to which the instruments that are used in the experiment measure exactly what the
researcher wants them to measure (Hammersley, 1987).
In terms of desk research, the student should find a reliable source, which is Google scholar or the intranet of the
company to get the quality data.
All conducted research is to be noted with APA sourcing using AAOCC criteria. The AAOCC criteria are authority,
accuracy objectivity, currency, and coverage (Elmer E. Rasmuson Library, 2015). This means that for sources used, the
author is someone credible and is knowledgeable on this subject, the information provided is specific, verifiable and
objective dated and is recent as possible. The sources used also adequately covers the question, and when one source is
not capable, multiple is used to provide the whole idea.
The interview questions are sent beforehand to the thesis supervisor, a research teacher, to check for content validity.
Once sent out, the interview question will no longer be adjusted in any way. If changes are needed, all previous results
will be discarded
Prone to bias: Because the stakeholders might want to show their feeling with the digital media, their interview
responses might be biased. Responses from community members and program participants could also be biased due to
their stake in the program or for several other reasons. Every effort should be made to design a data collection effort,
create instruments, and conduct interviews to allow for minimal bias.
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Time-intensive: Interviews can be a time-intensive evaluation activity because of the time it takes to conduct
interviews, transcribe them, and analyze the results. In planning the data collection effort, care must be taken to include
time for transcription and analysis of this detailed data.
The interviewer must be appropriately trained in interviewing techniques: To provide the most detailed and rich data
from an interviewee, the interviewer must make that person comfortable and appear interested in what they are saying.
The researcher must use effective interview techniques, such as avoiding yes/no and leading questions, using
appropriate body language, and keeping their personal opinions in check.
Chapter 2: Research Part
6. Research conclusions and analysis

6.1. Formulate the conclusions of the internal & external analysis
6.1.1. 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. Nereda® is heading in the right
direction Because Nereda® has one of the most advanced and innovative wastewater treatment technology in the
water industry. In the digital media, Nereda® has patently shown it to the audiences that the corporation is an
innovative leader in wastewater by displaying awards, advantages and the proves of being a top-tier water company
in the world. However, the number tells the difference. Nereda® has not reached the goal to be a leader in
technology as well as digital media.
In terms of 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’. Most 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. The application
from all these advantages is to build a Nereda® plant, which is consisted of three different kinds of categories:
Greenfields, Retrofit CAS, or SBR and Hybrid capacity extension. Every Nereda® plant has a different kind of
technical goals. Despite having these technological benefits from the Nereda® technology and Nereda®’s products,
the corporation can’t transform it into the digital benefits by not developing visual media via digital media.
According to the statistic of Nereda®’s online presence, 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
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2019. In detail, three top key performance leaders of Nereda®’s online presence (Users, sessions, page views) in
increase averagely only 4.5% in one year. It is not a good number as a leader in the water industry. Nevertheless, the
bounce rate is decreasing significantly, it means that the target audiences have already obtained the proper
information from the online presence. Consequently, Nereda® needs to increase website optimization includes
continuing to decrease the bounce rate and increase leads by producing continuous content (e.g. a blog post or case
study) and keeping website updates (alighted with RHDHV Website development).
In terms of SEO (Search Engine Optimization). The corporation has done a good job of making the keyword
“Nereda® technology” as a first place in the Google search engine. However, most of the keyword is on the 3rd or 4th
place especially “Wastewater treatment technology” and “Aerobic granular sludge”. It is bad news for a technology
company like Nereda® because Nereda® needs to represent as a leader in the wastewater industry.
In terms of Nereda®’s social media, the marketing activities have been improved radically from 2019 to 2020 (see
Nereda® digital media facts in Appendix 1). LinkedIn and Twitter posts have been increasing 2 to 3 times compared
to the previous year. The number of blog posts and Insight Posts has been positively transformed into an active
digital platform. Nonetheless, there is always room for improvement. The digital media lacks approved
photography, videos, contents, etc. Furthermore, the frequency of the activity needs to increase due to the inactive
movement from the administrators of Nereda®. End of the line, Nereda® needs to develop innovative marketing
collateral including marking use of visual media (photography, animation, videos, webinars, whitepapers, case-
study, testimonials, VR production, interactive content, etc.) to promote the benefits of Nereda® technology.
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®. The corporation has already had the list of events every year (See Appendix 1: Events for more
information), this is the good chance that Nereda® can connect the stakeholders to the digital media to generate
leads and educate the target group.
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. Additionally, it
is a good point that “flexible”, “High quality”, “Innovative” and “environment-friendly” are quite visible on
Nereda®’s website. From what has been researched, the corporation can make great use of digital media and visual
media to attract the target group and generate leads & inquiries via channels of Nereda®.
6.1.2. Conclusions of the external analysis

(See more information on Appendix 7)
After conducting some insightful external 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 the wastewater treatment industry. By using the Porter Five Forces Model, the researcher found out
that:
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There are three biggest markets in the wastewater treatment industry that Nereda® is concentrating on, which are
the Netherlands, Brazil, and the UK. On the political side, every country has different policies, legal, and
references in terms of doing business in digital media. Therefore, it is crucial to understand exactly what is these
political sides to work in these markets (See policies and regulations on Appendix 7: A The threat of New
Entrants).
Wastewater treatment is considered a conservative market because this is a complex business to business
requires many negotiations, contracts, and money. This kind of market does not want to change much. Any kind
of corporation will wait for novelty technology to become more established. 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. The marketing strategies might be the same as usual. However, with the
development of digital media, Nereda® must update and make use of the digital channel to promote technology
and communicate with the target audience by generating leads and inquiries.
The director assumed that these three markets can use the same language (English) to communicate via digital
media. Therefore, it is much better to maintain the leaders by improving the digital media of Nereda® rather
than expand it further.
In terms of the threat of substitute technology, Nereda® technology is still a leader in the sewage treatment
system (See more in Appendix 7: C. Threats of substitute technology). However, the current technology is
developing at a very fast pace, therefore, with product-leadership-organization like Nereda®, the objective is to
keep being a leader in the wastewater treatment industry and Nereda® should be aware of the substitute
technology from the competitors soon. Consequently, Nereda® must react fast and come up with a solid strategy
to deal with the substitution. In this communication advice, the researcher will not concentrate on how to counter
the substitution but trying to find the recommendation to keep the competitive edge in the wastewater industry
via digital media.
In terms of competitors, there are two different kinds of competitors, which are indirect competitors and direct
competitors. Nevertheless, the researcher focuses mostly on direct competitors because they are developing the
same technology aim to the same market with Nereda® (See Direct Competitors in 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®.
In terms of Supplier & Partner, a strong relationship with supplier, partner, and licensees is a key priority to
create collaboration in providing innovative water devices. There is five trusted supplier such as Aezen,
Endress+hauser, FESTO, GEA, and Hach®. Together, these companies made such a great connection to develop
a great service.
Last but not least, the researcher has done an In-depth interview with 5 experts in the wastewater treatment
industry including internal & external stakeholders of Nereda® (See more in 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, which is also the only digital media that they know from Nereda®. Although there are many
good and useful information in the online presence, the structure is outdated and unclear for the user to
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understand the message, which Nereda® is trying to convey. Furthermore, people found that it is hard to decide
after reading the information because there is no or too little number of call-to-action buttons on the online
presence. The actual form that target audiences can fill in is not compelling and too confused for the user.
Moreover, the online presence has no “wow” factor that people can interact with and remember. It is important
to show how successful the company is, some people suggest that Nereda® should add more marketing aspects
or fun factors into the online presence for example case-study, testimonial, visual media (Videos, infographics,
3d design of plants, etc.). Some people remarked that Nereda® should deliver a better message on the online
presence to generate leads and inquiries via the website. The second priority should be about developing
proactive marketing activity which will “make a difference” in the digital channels of Nereda®.
6.2. 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 2 Nereda®'s SWOT Analysis
Strengths Weaknesses
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 Newest technical advancements (Nereda® technology:  Some digital media (Material) currently on MyNereda®
Aerobic Granular Biomass) and Nereda®.net is out of date
 Over 65 Nereda® projects have been completed or are  Lack of good, approved photography, video, etc.
being delivered across the world identified or available. No “wow” factor
 MyNereda® developed are rolled out within the  Frequency of activity needs to be increased
Nereda® community (See Appendix 1 for more  No defined marketing budget so plan isn’t based on one.
information)  Partner opportunities being missed as there is currently no
 Nereda®.net has been developed to Nereda® technology line of communication other than from AMs and site level
and Developed a program of updating in place
 New possibilities of data and digital (See more information on the conclusion of the internal
 Nereda® has a strong foundation of over 135 years of analysis)
expertise and multidisciplinary from RHDHV
 An established brand in the industry with many awards
(example: Awarded GWA 2019)
Opportunities Threats
 Internationalization – Expanding into the Global market  SBR, MBBR, MBR alternatives (Competitors’
through licensees (Asia and American) technology) (See more on Appendix 7)
 Maintain a thought leader in the wastewater treatment  The challenges in the area of sustainability, climate
market (the UK, the Netherlands, and Brazil) change, digitization, cost-efficiency.
 Showcase Nereda® more widely at exhibitions and  The role in the value chain is changing continuously
conferences through exhibition stands and
presentations (See Appendix 1 for more information) (See more information on the conclusion of the external
 Work closely with Nereda® Partners to optimize joint analysis)
marketing opportunities (See the conclusion of external
analysis for more information)
Because of the detail from the internal analysis, the researcher has come up with colors to divide the aspect in the
SWOT analysis table:
 Strengths: Pink: technological advantages, Blue: Strong Foundation, Green: Awards

 Weaknesses: Pink: Digital media, Blue: In-line communication
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After conducting the information, the research should use confrontation matrix to analyze the table above
to come up with the proper strategies for the
Score:
 1 is assigned to the least important option

 2 is a good option
 3 is the best option
Table 3 Confrontation Matrix
Opportunities Threats
O1 O2 O3 O4 T1 T2 T3
Strengths Pink 1 2 2 1 2 2 2 12
Blue 2 2 3 2 2 1 1 13
Green 2 3 3 2 10
Weaknesses Pink 1 2 2 2 1 1 1 10
Blue 1 2 2 1 1 1 8
7 11 12 8 5 5 5
Based on the confrontation matrix above, Nereda® must use SO Strategies, which is leverage strengths to
maximize opportunities. This is also an ‘attacking’ strategy because Nereda® has many technical advantages in
developing water technology. Nereda® can leverage a strength to maximize an opportunity by:
 Developing innovative marketing collateral including making use of visual media (photography,
animation, video, and webinars), VR production, interactive content via digital media
 Supporting Nereda® positioning with key thought leadership strategies
 Work closely with Nereda® partners to optimize joint marketing opportunities
 Showcase Nereda® more widely at exhibitions and conferences through exhibitions stands and
presentations
 Identify award and sponsorship opportunities
 Develop communication campaign via LinkedIn and YouTube
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 Updating & integrating marketing material that reflects Nereda® technology, and other RHDHV
6.3. GAP analysis

Why Gap Analysis?
An organization needs 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 methodology to find out the difference between the
desired identity and the actual identity of Nereda®. Therefore, the researcher can come up with a better
recommendation based on the new CSP.
Desired Identity
(See more CSP on Appendix 3)
Nereda®®’s vision is to be the technology leader in innovative sustainable wastewater treatment.
Nereda®® digital
Nereda® core media
value: concept:has
Nereda®® oneNereda®®’s
company, one brand, onewhich
technology, website Forinnovative
is an the onlineand
presence, a consistent
advanced
and professional
biological presentation
wastewater is essential.
treatment technology The website
that should
purifies waterdeliver a strong
using the unique and consistent
features brand, with
of ‘Aerobic granular
relevant
biomass’.and high-quality
More content,
cost-effective thanintraditional
a related context.
water treatment methods, Nereda®® plants are up to four
times smaller
Through thansite,
the web traditional installations,
the corporation consume
conveys only halfisthe
who RHDHV energy,
and and require
what RHDHV no The
does. chemicals foristhe
web site a
treatment process.
showcase for the company: it is our ‘shop-window’
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
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Actual Identity
Nereda® has proved that Nereda® is a leader in innovative sustainable wastewater treatment throughout the
digital media. The corporation also shows the advantages of Nereda® in LinkedIn and Online presence. Some
stakeholders has asserted that Nereda® would be a “Big thing” in the future. (See more in-depth interview in
Appendix 7)
It is inevitable that Nereda® works towards a world where all communities have access to high quality,
chemical-free, sustainable wastewater treatment because Nereda® has more than 60 plants from around the
world. It has been shown in the online presence.
Images: Royal HaskoningDHV has achieved its latest award win this week, when a new-build construction
project using Nereda®® technology won ‘Wastewater Project of the Year’ at the prestigious Global Water
Awards 2019. The large wastewater treatment plant in Utrecht, Netherlands was budgeted at €120m and
brings improved wastewater treatment to approximately 430,000 customers. (see more on appendix 1)
In terms of Digital media image, Nereda® relies heavily on the online presence to lure the leads and inquiries.
it is a consistent and professional presentation to deliver a strong and consistent brand. However, digital media
did not bring much value to the company accept for being an information hub. It is not an actual shop-
window, where people can do business in.
(See an image, CSP and physical identity of Nereda® more on Appendix 1 & Appendix 2)
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Gap1: the difference between the
desired and the actual identity In short, there is no difference between the CSP of RHDHV/Nereda®
with the actual identity, actual physical Identity, and actual image. The
stakeholders are perceived as Nereda®/RHDHV as a great corporation
with advanced technology. Based on the reviews of the stakeholders,
Gap 2: Differences between the
RHDHV/Nereda® has 4.2 stars, and 92% of people will introduce to
desired and physical identity
their friends and family, which is very good for an engineering
company like Nereda®.
Gap 3: Differences between the
desired identity and the image
 The digital media looks fine, nothing special about it. There is
no “Wow factor” on the online presence.
 The website is not perceived as a strong and consistent brand.
 The online presence did not show an impact on the brand. It
has done a good job of providing information about
technology and the advantages. However, it is such a
challenge to attract new clients from digital media because the
Gap 4: Differences between the online presence is rarely changed.
desired digital media identity and  the online presence is not an actual shop window because of
the image the registration tool is not working. It is also hard to contact
the contact person because the base is in the Netherlands.
Figure 14 Gap analysis
 In General, Nereda® should define the message of digital media again to make the digital media into the
actual ‘Shop-window’.
 End-user marketing – producing and publishing interviews and content on sit to demonstrate to the real
advantage of Nereda®
 Increasing website optimization by increase leads and decrease bounce rate
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7. Research Conclusion
In a nutshell, by using both research methods which are desk research and field research, the writer broadens his
horizon about the current situation of Nereda® to draw the most suitable guidance to tackle the problems that this
company is facing with.
From the desk research, it can be concluded that although Nereda® has so many potentials in growing its business
via digital media, Nereda® is having a challenge in developing and improving the digital media of Nereda® because
the growth of the digital media (Twitter and LinkedIn) is reaching a deadlock. In another word, Nereda®’s digital
media has had no significant change since 2018. It is stated that online presence is one of the most important
channels to generate leads and inquiries. However, Nereda® did not fully utilize its potential to become an actual
‘Shop window’. Despite the “Not-willing-to-change” factor of this wastewater treatment, Nereda® can make use of
traditional marketing channels (Events, exhibitions, conferences, etc.) to create connections and expose target group
to use digital media.
On the other hand, regarding the external factors that influence Nereda®’s businesses, it can say that Nereda® did
not concentrate on delivering the right strategy and message to branding itself in the digital media. Compared to
Nereda®, its competitors did a really good job of promoting their image via digital media by having a concrete
online presence, solid content, and better marketing strategy.
By using SWOT and GAP analysis, Nereda® needs to deliver a solid message in the digital media to generate leads
and inquiries. The researcher has shown that Nereda® has many strengths and opportunities to come up with
suitable tactics to “attack” the market. With the advanced technological advantages, strong foundation, and many
big awards, Nereda® can maintain its top position in the wastewater treatment market by using digital media. This
will be achieved by developing a program of ongoing innovative marketing material that reflects Nereda®
technology, including new blog posts, marketing contents, animations, photography, and other marketing collateral.
The second priority is developing proactive marketing activity which will make a difference by improving the online
presence, update the information, and add the new tools for the website. In terms of GAP analysis, Nereda® must
close the Gap of being a ‘Shop-window’ by creating a comprehensive marketing strategy including case-study,
testimonials, white-paper, reference sign up list, etc.
Nereda® inevitably has many potentials to show on digital media to take over the conservative market. By
interviewing with the experts in the water industry, digital media is a vital marketing factor for every business to
promote the brands. Practically, Nereda® did not give attention to raise awareness of customers through the digital
media platform. Therefore, it is a call-for-action to come up with the relevant messages, strategies, and
communication channels in the next chapter of giving recommendations to bring value to the conservative market by
maintaining being a “Spearhead” in the wastewater treatment industry.
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Chapter 3: Communication advice
Nereda® inevitably has many potentials to show on digital media to take over the conservative market. By
interviewing with the experts in the water industry, Nereda® must use digital media to brand itself to the
conservative market. Therefore, it is a call-for-action to come up with the relevant messages, strategies, and
communication channels in this chapter of giving recommendations to leverage strengths to maximize opportunities.
In another word, Nereda® must be supported to be positioned with the key thought leadership strategies. The
strategies include updating & integrating marketing material that reflects Nereda® technology advantages and
benefits, using event partnerships from exhibition and key industry awards. The researcher will continue to develop
the used digital channel of Nereda® (Online presence, Twitter, LinkedIn, and the Events). The full plan and
strategies will be explained in detail further above.
8. 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.
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.
9. Communication objective
The researcher comes up with the communication
objective for three stages: Knowledge, attitude, and
behavior. Nereda® has inevitably been a leader in the
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.
Figure 15 Do, Feel, Think model (Adwise Internetmarketing, 2017)
Knowledge: 60% target group know about Nereda®
by the end of 2020, which is 1,080,000 engineers
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 The goal is to increase the knowledge and understanding of the target group to obtain an effect on creating
awareness that Nereda® is a thought leader.
Attitude: Lead and inquiries will become from 30% of this target group via the digital media of Nereda®. The
number of target group will be exposed about 324,000
 This is the chance Nereda® negotiate with the target group to consider becoming the potential new partners
to come up with special projects
Behavior: 0,2% of the target group will make the quotes, which are made some situations & distributed. The
number will be 648
Media objective
Lead & Inquiries
So, sum it up, there are approximately 1,800,000 engineers in the UK, the Netherlands, and Brazil.
Twitter
By the end of 2020, Nereda® will generate 5% of Leads and Inquiries from potential engineers and wastewater
engineers from social media posts. 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 engineers and wastewater engineers will be exposed to the Nereda® webinar,
blog post, etc.
Online presence
By the end of 2020, 10% of potential engineers and wastewater engineers will visit the online presence of Nereda®.
NL UK Brazil
Inquiries 360 360 360
Leads 120 120 120
Marketing Qualified Leads 91 91 91
Quotes 52 54 *
Contracts 2 TBD
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10. Stakeholders
10.1. Internal stakeholders
Table 4 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 sink
International sales them (Employee, 2017). This is the reason why an employee is
manager, technical, also very important to build a solid image.
Marketing &
communication, Sales,
Legal, Finance, and few
other departments.
Employees in Royal Royal HaskoningDHV has more than 8000 professionals, who
HaskoningDHV from are ready to offer state of the art sustainable solutions across the
main markets like Aviation, globe from 100 offices in 35 countries
Buildings, Energy,
Royal HaskoningDHV works in association with clients, project
Industry, Infrastructure,
partners, universities, government agencies, NGOs, and many
Maritime, Mining, Rural
other organizations to develop and introduce new technology.
Development, Urban
Development, and Water
Nereda® Marketing team
Joao Almeida – Director Joao has overall responsibility for marketing as part of his wider
of Operations, Water remit. He provides direction and support for the team. Joao acts
Products, and Innovation as marketing champion within the P&I team
Mariette Doeff – With a primary focus on the Nereda® Academy, Mariette gets
Consultant Nereda® involved with marketing projects on an ad-hoc basis. She has a
Academy, Water Products particular interest in supporting conferences, exhibitions, and
and Innovation wider events.
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Noelia Macedo – Project Noélia has a specific focus on developing the website and
Marketing Expert MyNereda® content. The MyNereda® activity involves
updating new photos and videos, PRS, and other marketing
content relative to existing projects and new ones. She is also
responsible for updating the main Nereda® presentation. The
website activity includes the structure, development of the
websites (Nereda®.net, Crystalactor.com), the implementation
and content inserting on the content management system used in
the company, imagery work regarding photos, design, videos,
etc. For this, Noélia liaises with the account and project
managers to gather information and visual content.
Clara Hughes – Marketing Clara helps develop and implement the marketing plan, working
Consultant across the team, and with the wider Nereda® community to
build relationships and maximize marketing opportunities for
the team. Clara and her team at Zebra have particular
responsibility for developing the copy.
10.2. External stakeholders

Table 5 External Stakeholders
Stakeholder Analysis
End customers – Private
The former includes at least three types: industry and business;
sector clients and public
infrastructure and utilities; and the intermediaries. The second
sector clients
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.
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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 instruments, services, software,
and reagents are used to ensure the quality of water in a variety of
industries in more than 100 countries globally.
10.3. Communication target group

In general, Nerada’s target groups are fallen into 2 parts. The first part is the 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 the private
sector, which is waterboards, municipalities, water-authorities.
At the beginning of the reported proposal, the researcher aims to expand Nereda® to Asia and American,
nevertheless, the strategy is to make use of the strengths to maximize the opportunities. Therefore, it is better to
maintain a position as being a leader in top priority markets like the Netherlands, the UK, and Brazil rather than
expand it into the other market.
According to the expert of Nereda®, the main communication target group can be an engineer or people work in
engineering occupations from any kind of industry because this target group can influence the decision of working
with Nereda®: CEO, Chief Process engineer, engineering director, innovation manager, operation manager and
investment/Commercial director.
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10.3.1. Target group personas
The target audiences are asset owners/concessionaires, utilities, and engineering firms/technology partners that can
promote Nereda® to their clients.
in the Netherlands, approximately 390,000 people are working in engineering occupations, including about 172,000
engineers, 212,000 engineering technicians, and 6,500 geoscientists (Alberta, 2012).
The Statistic below shows the number of employed full-time engineering professionals in the United Kingdom (UK)
from April 2018 to March 2019, by occupation. In total, there are about 495 thousand engineers in the United
Kingdom (Statista, 2020).
Table 6 Number of employed full-time engineering professionals in the United Kingdom (UK) from April 2018 to March 2019, by
occupation (Statista, 2020)
According to the Brazilian Federal Council of Engineering and Agronomy (CONFEA), there are 1,073,504
professionals registered in engineering and agronomy roles. For engineering, there are 926,321 people in 99
engineering categories (PWC, 2019).
According to the survey made by IBOPE Conecta, as in other countries, also career fairs, LinkedIn/social media
play role in the job/workforce search, networking, and socializing (PWC, 2019).
So, sum it up, there are approximately 1,800,000 engineers in the UK, the Netherlands, and Brazil.
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Figure 16 Nereda® Persona
11. Communication strategy

11.1. Strategy
11.1.1. Nereda® Package Plant
It is important to be practical to use this technology to solve the wastewater challenge. Nereda service must
promoted directly in the social media and website to prove that Nereda® can be a “big thing” in the future. To bring
value to the conservative market
This package plant approaches all the Utilities in NL, the UK, and BR by launching through the online presence,
support with an online landing page (Content & video, lead gen tool). There will be the sign-up form in the online
presence
Figure 17 Sign up form

Product:
Name of the service: Nereda® Package Plant
 Innovative reliable technology

 Sustainable low carbon, low power, little or no chemicals
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 Enhancing the Environment & Social impact
Table 7 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 design - Fully bespoke solution
scalable solution including containerized factory build - Quality & benefits
- Simplified control of major M&E & and modular
- Fast on-site assembly & start up standard onsite construction
Advantages:
 Build on the good brand name in the Netherlands, UK, and Brazil water market
 Giving 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 (Fewer instruments)
 Risk of push back when requesting additional license fees during international expansion
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11.1.2. Strategy: Leading by Educating!
Figure 18 Community of inquiries (Garrison, 2000)
To generate the inquiry, the target group needs to understand the concept of Nereda® technology. Therefore, they
must learn and feel the presence in the online course. The instructor uses social media to establish a 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 are 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 media 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 the target audience without physically being
there.
 Implementation on digital media of Nereda®:
Twitter
Twitter is a great platform for creating a sense of community among the target group. The 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 the platform when the hashtag is used as a tag for all class-related messages. For example, a professor at
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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 the webinar from Nereda®:
LinkedIn
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 enables the user to broadcast real-time videos addressed to specific groups or
all platform members worldwide. Furthermore, with nearly 5000 members on LinkedIn, Nereda® can share with its
member about its webinar to create a sense of community in social media.
“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”
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11.1.3. The consideration stage is essential!
Figure 19 Customer Journey (Customerscope, n.d.)
As explained above, Nereda® must concentrate on the consideration stage by updating & integrating marketing
material that reflects Nereda® technology, which is including webinars, case studies, social media promoting, etc.
Nereda® is already famous for its advanced technology and complete wastewater treatment service. Therefore, it is
essential to create a solid marketing campaign 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 the Water industry.
11.1.4. Guerrilla Marketing Strategy: Interaction!

Definition: Guerrilla marketing refers to using multiple techniques and practices to establish direct contact with
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 not easy to get contact with the person who is responsible
for the water industry. Therefore, the researcher believes 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 calendar for more information about Events) According to
the calendar of Nereda®, there are around 81 events about water around the world in 2020, Nereda® should
participate in these events to generate more leads and inquires.
The event will be a correlation to the digital media of Nereda®. The researcher will use VR videos and 3D Plants
design to amaze the target group to cause the emotional reaction in the target group, and the goal is to get people to
remember the digital media of Nereda®.
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Name of the event: Build more save!
1.1. 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 ASTEW ATER 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 CC ESSFU LLY C O U N T R IE S
G RA N U LA R CO M PLE TED 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 RLD 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
1.2. Tone of voice

The tone of voice in the communications should be in line with the key behaviors the customers will find in its brand
key: Driven (to make a 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
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 is why the corporation makes every heading playful and tries to use a
‘pun’ or use words that make people think e.g. 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 a combined perspective and expertise. Try to balance the corporation’s expertise
with insights the client or other stakeholders will bring.
Renewal and inquisitive
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Describe what is so innovative about its approach, the project, or techniques being used. Let the audience know that
RHDHV is always curious and want to explore to engineer the best possible for all the stakeholders.
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 corporation aims 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 cares about its clients, its staff, and society as a whole. The company delivers more than short-term
solutions; RHDHV takes responsibility; overcome obstacles; persevere to see things through.
2. Implementation & planning

2.1. Implementation
Figure 20 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
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more information), it can be seen that the growth of Nereda®’s digital media has been reaching a deadlock because
there is a lack of marketing factor on the digital media and there is no update. Therefore, it is important to show
more variety of content on social media to increase brand awareness and engagement rather than only focus on
driving website traffic. Some recommendations can be infographics about the benefits of Nereda® or videos, an
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).
 The white paper is often written as sales and marketing documents used to entice or persuade a potential
customer to learn more about or purchase a product, service, technology, or methodology.
White paper aims 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
 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 a 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 shown that many water engineers and water experts 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. 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 consistent digital media.
Nereda® can use these templates below to create the contents including blog posts, white paper, newsletter, Videos
& animations, testimonial, and webinar.
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Figure 21 Visual template of Nereda® for posts, flyers, white paper, etc.
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Example of Nereda® package plan
2.1.2. Events, exhibitions

Name of the event: Build more save!
Hashtag #Buildmoresavemore
The reason behind the ideas:
The concept is to create a positive feeling toward the brand. It is obvious 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 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 matter to save money, time, and even life.
Goals
The researcher does not want to use games 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 inquiries to the CRM of Nereda®.
Furthermore, Nereda® can spread awareness to save water by showing videos or figures.
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Figure 23 Stand visuals
QR code is the tool to direct to the website videos on the online

presence to introduce the brand itself as well as reflecting Nereda®
technology.
Using VR 3D image (Augmented reality) of plants or the VR (Virtual

reality) videos. For example, the plants that Could be done via VR is
the Utrecht plant.
The researcher recommends using Nanopixel, which is a market

leader in Belgium with high-quality 3D visualizations in all forms,
Figure 22 QR Code
groundbreaking digital experiences, and innovative tools for real
estate, industry & Entertainment. In the past, Nereda® has not
corporate with any 3D design corporation to produce the 3D design of Nereda® plants. This makes the website more
appealing and professional (Nanopixel, 2019).
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Virtual reality
A new level of interactivity was born with virtual reality, where the user finds himself in a completely virtual world.
From just looking around over walking around to manually interfering, customizing and configuring. This level of
interactivity can make an experience so powerful and meaningful. Choosing the right interactivity and possibilities
is therefore vitally important. It creates a bond between a brand and its customer, a trainer and trainee, a product,
and its buyer. VR can tell your story in a way that was unseen before(Nanopixel, 2019).`.
Augmented reality
With augmented reality, a virtual layer is added to the real world. AR can serve a lot of your business goals of
keeping a competitive edge in the wastewater treatment industry. Nanopixel combines Its creative expertise with in-
depth knowledge of business processes, so it can help from the first advice to sustainable implementation. Whether
Nereda® looking for ways to sell, attract, entertain, immerse, engage, or train, the result is always game-changing
for the organization.
Furthermore, Nereda® has already had a series of Videos introduce plants and the Nereda® granular sludge. This is
the opportunity that Nereda® can introduce it in the exhibition or event to promote its digital media.
Figure 24 Nereda® videos (Nereda®, 2020)
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 scheduled.
Forthcoming exhibition & events
(See Appendix 8: Nereda® Events calendar for more information about Events)
 WEX Global – 9-11 March 2020

 Aqua Nederland – 17-19 March 2020
 Essener Tagung – 18-20 March 2020
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 Global Water Summit – April 2020
 IFAT – 4-8 May 2020
 OZ Water – May 2020
 SIWW – 5-9 July 2020
 IWA Worldwide Congress – 18-23 October 2020
The media plan will be divided into 4 quarters, which is 3 months/ quarter.
 The Nereda® package plan will be including the Development of internal & external message, training,
preparation, launch.
 The online presence will consist of SEO analysis, website optimization, training marketing, automation,
and drip campaigns. Every week, there will be 3 social posts or media relation from social media (LinkedIn
& Twitter)
 The content from the digital channel will be more blogs, whitepaper/case-study, newsletter, video &
animation, testimonials, and webinar. The number of contents has been evaluated and explained on pages
16 and 17 of this report.
 According to the forthcoming exhibitions and events, this calendar will show how many events and
exhibition, Nereda® will participate in.
Table 8 Campaign Calendar summary
ACTIVITY Q1 (3 months) Q2 (3 months) Q3 (3 Q4 (3

months) months)
CAMPAIGNS: Internal
Developing messaging Internal campaign: campaign:
AQUASUITE / for internal & external
NEREDA® stakeholders Package Plant training Package Plant
training
PACKAGE
NEREDA®
PACKAGE PACKAGE
PACKAGE
PACKAGE NEREDA® PLANT NEREDA®
NEREDA® LAUNCH
PREP (UK, NL, BR) LAUNCH
(UK, NL, BR) (Globally)
(Globally)
ONLINE: SEO-PROOF PAID PAID

SEO ANALYSIS
SEO/SEA CONTENT ADVERTISING ADVERTISING
WEBSITE
LEAD CAPTURE CAMPAIGN LEAD GEN
OPTIMIZATION
FORMS LANDING PAGES TOOLING
56 | P a g e
DRIP DRIP
TRAINING
AUTOMATION (1) CAMPAIGNS CAMPAIGNS
MARKETING
(2) (1)
ANALYTICS
CRM BUILDOUT CONTINUOUS REPORTING
INSTALLATION
ANALYTICS &
DASHBOARDING (3X) WEEKLY SOCIAL POSTS / MEDIA RELATIONS
SOCIAL MEDIA &

CONTENT GENERAL WEEKLY (52) / UK BI-WEEKLY (26)
ARTICLES /
WHITE PAPER (1)/
BLOGS WP (1) / CS(3) WP (1) / CS(3) WP (1) / CS(3)
CASE STUDIES (3)
WHITE PAPERS /
CASE STUDIES QUARTERLY QUARTERLY QUARTERLY QUARTERLY
NEWSLETTER NEWSLETTER NEWSLETTER NEWSLETTER
NEWSLETTERS
TESTIMONIAL TESTIMONIAL TESTIMONIAL TESTIMONIAL
VIDEO &
ANIMATION
VIDEO (2) /
VIDEO (1) / VIDEO (2) /
TESTIMONIAL ANIMATION VIDEO (2)
ANIMATION (1) ANIMATION (1)
(1)
WEBINAR
WEBINARS (3) (1
WEBINAR / 1 MONTH)
EVENTS & FORUM:

CONFERENCES ESSENER TAGUNG FORUM: UU SWWWS SEVERN
TRENT
IWA WORLD
GLOBAL WATER
WIAA / IFAT EWWM WATER
SUMMIT
CONGRESS
WATER
DIGITAL WATER WASTEWATE
SMART WATER 2020 INDUSTRY
SUMMIT R EXPO
INNOV. TECH
57 | P a g e
3. Accountability
3.1. Key Performance Indicators
3.1.1. Social media
Twitter: Social Media is a precious tool for building personal Connection with the audience and it can also be a very
helpful tool in boosting revenue, reach and ROI (Sukhraj, 2017)
 Engagement: This KPI is simply measured by the amount of Likes, 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 the
number of followers, number of Impressions generated, number of social media influencers and share of
voice (Sherman, 2019)
 Conversions: Finally, to have a successful social media, the number of leads or inquiries that Nereda®
generates can’t be missed.
3.1.2. 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 metrics which is very crucial to know if Nereda® is willing to connect with the target
group within the water industry to earn a boarder view of business impact.
 Impressions & reach: the increase in the number of impressions and reach to strengthen the influence
 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, likes, and shares.
3.1.3. 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 to generate lead & Inquires. The success depends on several
factors such as the topic of the page, the importance of the information, and the appealing of the article.
 Average clicks per page: this is the metric that Nereda® wants to know along with other indicators the
bounce rate. This indicator allows Nereda® to collaborate with the newspapers to evaluate the click
efficiency to have a better understanding of its performance
 Call-to-action (Contact): Finally, this is an important indicator that shows how many people contact the
salesperson of Nereda®. In another word, how can online presence generate Lead & Inquiries
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3.1.4. 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 & Inquiries: This is the key indicator to know does the event succeeds or not and this is also the
objective of Nereda®.
3.2. Funnel of response
Website, social media, and events are 3 digital channels that generate inquires and leads. Moreover, it is hard to
estimate the number of leads or inquires in the events or exhibitions because the researcher does not know exactly
how many people will be participating in the events because of the COVID-19 pandemic. Consequently, it is better
to have inquiries and leads funnel rather than the target audiences' funnel. The funnel below is the fixed funnel from
Inquiries (100%)
Leads (30%)
Go / No Go form (30%)
Outline Design
(30%)
Fo
Initial
rm
quoteal (8%)
qu 59 | P a g e
ot
e
the organization that reflects how the formal quote can be generated from the inquires and leads. It is also
representing the funnel of response from the events and exhibition of Nereda®.
3.2.1. Online presence
1,800,000 Target audiences (100%)

 1,800,000 is the total target
540,000 Target audiences w ill aw ared of the audience of the Netherlands,
online presence (30%)
the UK, and Brazil.
162,000 target audiences visit the  There are approximately
w ebsite(30%)
30% of the target audiences
48.600 generates
are water engineer or people
Inquiries (30%)
78 who want to know more
3888 gnerate
Fo
leads
rm(8%) about the Nereda®
al technology, therefore, there
qu
ot will be 540,00 people will
e
(2 know Nereda®.
%)  However, not all of them
Figure 26 Online presnece Funnel of Response
have the right to decide. Only
the CEO, Chief Process engineer, engineering director, innovation manager, operation manager, and
investment/Commercial director will be interested in the new technology. The rest will be aware of the
brand. Therefore, there will be 162,000 (30%) people who will visit the website.
 The leads and inquiries number is the estimation based on the
3.2.2. Social media (LinkedIn & Twitter)
1,800,000 target audiences (100%)  Brazilian Federal
1,278,000 will reach the content on the social Council of

media(71%) Engineering and
38,340 will interact with the Agronomy, about
content (3%) 71% engineer is
10,002 generate using LinkedIn and
linquires (30%) Twitter to search
3,006
Fo
generate
rm for a job,
leads(30%)
al connection (PWC,
qu
ot
e
(2
%)
Figure 27 Social Media Funnel of Response
60 | P a g e
2019). Therefore, about 71% of the target group will be aware of the social media content, especially on
LinkedIn.
 Based on the internal research (see more on Appendix 1), about 3% of the target audiences will interact
with the content of the social media
4. Budget
Table 9 Budget
Except for the green highlighter, the rest cost is the fixed cost has already planning to do the marketing plan
AR cost:
Approximately, an enterprise-level AR App requires at least 1000 hours working, it also includes
 Sign in – 8 hours
 Catalog – 24 hours
 All-based recommendations – starting from 100 hours
 Recognition system – starting from 60 hours
 Sharing – 8 hours
 Snapshot -2 hours
 Content management system – 80hours
 Integration of 3D models – 4 hours for each
 Publishing on a store -16 + 8hours
It’s no big secret that the benefits of Augmented Reality in manufacturing are enormously rewarding. Augmented
Reality can be used for staff training and knowledge distribution, quick referencing, and cooperative work. It can
61 | P a g e
also help with indoor navigation and workload optimization (Golosovskaya, 2020).
Figure 28 Developers' hourly rates (Golosovskaya, 2020).
Approximately, Western Europe working hour is around 65 – 90 EUROS.
VR Cost
VR applications are built for different devices and these are required for proper development. Our Unity3D
developers have the most popular VR and AR headsets which are now available on the market at their disposal
including Oculus Rift DK1 and DK2, Samsung Gear VR, HTC Vive, and Microsoft HoloLends.
The average cost will be 5000 Euros per application (ThinksMobile team, 2011).
Pre-ROI
Table 10 Pre-ROI
Total cost (Incl VAT) 184,200
Sales/Conversion (0) (Approximately) 2 Plants
62 | P a g e
Gross Margin 0
Total Revenue 0
Pre-ROI (0-184,200)/184,200 x 100% = (-100%)
According to the table above, the pre-ROI of the whole campaign is (-100%). It is hard to estimate how many plants
can Nereda® build in the future and how much is it because every country has different references. Therefore, the
researcher cannot estimate sales. Furthermore, 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.
5. Evaluation & Organizational Consequences

The main communication objective is to generate leads and inquiries and improve the position of being a thought
leader in the wastewater treatment industry. Furthermore, this will improve the brand awareness of Nereda® and
increase the brand image in the wastewater treatment. Moreover, the strategy will create the communities within the
digital media of Nereda®.
These strategies will require some internal employees to take care of the social media and the online presence, for
example, a next intern position will be a good choice to update and integrate these digital channels (LinkedIn &
Twitter). Nereda® needs to employ more positions, either two extra interns in the media production and content
creator. This will ensure that digital media will have a significant change.
In terms of Nereda® Package Plant, the downside of this strategy is that it could ham Nereda® brand name if the
package does not meet expectations and could lead to confusion.
6. Recommendations
Before conducting the minor, the researcher has a challenge in finding the resources and the challenge in marketing
& communication because of the resignation from the marketing manager, who is also the company coach for the
researcher. Hence, it is important to hire a new marketing & communication manager as soon as possible because:
- The marketing manager will know the right direction to implement the strategy to the intern as well as the
marketing plan of Nereda®.
- According to chapter 1, product leadership is the most compatible value to Nereda®, thus, the company
should act fast to compete with the competitors. In terms of marketing & communication, the marketing &
communication manager has a responsibility to keep track of the digital channel and make the change
whenever Nereda® is needed
In terms of the online presence of Nereda®, there are some minor adjustments that Nereda® should take action to
change it to have a better online presence
- Search engines use Artificial intelligence
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- Add the homepage cover media: Promoting the MyNereda® application on the website, news & achievements
of Nereda®, Videos, and GIFs (graphics interchange format)
- Add more call-to-action button: subscribe, join us, contact now
- Change the name of the “quick-scan” sector to the “reference fill-up”.
- The structure of the website should be minimalized and prioritize.
- Considering adding more “fun part” like characteristics, cartoons animation in the online presence.
- Email marketing will be a potential option, however, Nereda® needs to employ more marketing &
communication to make a Marcom team
64 | P a g e
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Appendix
Appendix 1: Internal analysis
1. 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.
2. 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.
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
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 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 freshwater 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
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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.
3. Digital media of Nereda®(Answer of sub-question 1 and sub-question 4.1)

Website (Online presence)
www.Nereda®.net
Figure 29: 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 has not 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.
SEO (Search Engine Optimization)

SEO stands for “Search engine optimization.” It is the practice of increasing both the quality and quantity of website
traffic, as well as exposure to the brand, through non-paid (also known as “organic”) search engine results.
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It is about understanding what people are searching for online, the answers they are seeking, the words they’re
using, and the type of content they wish to consume. Knowing the answers to these questions will allow the
company to connect to the people who are searching online for the solution Nereda® offers.
The table below shows the top 10 keywords that most of the people regularly search for. The rank of this keyword
will demonstrate how important Nereda® is on the search engine like Google.
1. Nerada  Nereda® technology (1st rank)

 Wastewater treatment technology (4 rank)
th
 Sewage treatment plant (4 rank)

th
 Aerobic granular sludge (4th rank)

 Wastewater project (4 rank on the second page)
th
 Water treatment (3rd place)

 AquaNereda®
 Aerobic granular sludge advantages
 Granular sludge vs activated sludge
 Nereda® wastewater treatment process
 Nereda® name
 Nereda® tank
 Nereda® plants
 Wolf creek Nereda® (Google suggestion)
 Nereda® youtube (Google suggestion)
Table 11 Nereda® Keywords' rank
(See Appendix 3 for more information about the top competitor’s SEO’s keywords)
My Nereda®
During this challenging time, Royal HaskoningDHV is committed to embodying its company ethos of ‘Enhancing
Society Together’, in actions as well as words. The company has decided to open its MyNereda® portal to all its
clients, including those who don’t yet have an Operational Support services contract.
MyNereda® is the user support platform for the Nereda® community, where clients and partners can benefit from
the wide variety of tools and resources available, and even monitor their plants’ performance remotely in real-time.
João Almeida, Operations Director for the Nereda® team explains: “Using MyNereda®, operators can actively
monitor the performance of their plants. Plant performance graphs monitoring key operating parameters are
available, and alerts are triggered on relevant events. This provides operators with real-time insight about what is
happening on their plants and allows for timely action and intervention.”
He continues: “MyNereda® provides operators with the opportunity to upload Lab data, which keeps it centralized,
and facilitates the automatic population of performance graphs. MyNereda® also provides a connection hub for the
whole Nereda® community, with a range of discussion forums to encourage stakeholder engagement. Also, there
are training materials, such as Frequently Asked Questions and videos, which are also available to support all users.”
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The company is encouraging the entire Nereda® Community to take full advantage of the MyNereda® platform
during these unprecedented times. In this way, the community can monitor plant performance and stay connected
with their peers, to share the challenges they are facing, and the lessons learned.
Social media
 LinkedIn Nereda®@rhdhv.com #Nereda®: 4,597 followers
Figure 30: Nereda®’s LinkedIn page
 Twitter Nereda®_RHDHV, #Nereda®: 858 followers
Figure 31: Nereda® Twitter Page
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 YouTube channel: Royal HaskoningDHV
Figure 32: YouTube channel of Nereda®from Royal HaskoningDHV
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 17,988 (34.2%) 59,950 (27%) 50.9 % (12.6)
(22.5%)
2017 12,436 (7.9%) 19,957 (11%) 67,271 51.2% (0.7%)
(12.2%)
2018 15,197 23,820 (19.4%) 87,975 40.1% (-21.8%)
(22.2%) (30.8%)
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
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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 13: 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)
a. 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).
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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®.
Figure 33: Lead Cycle
Events
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 scheduled.
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
 SIWW – 5-9 July 2020
 IWA Worldwide Congress – 18-23 October 2020
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Table 14 Upcoming Events
Formulate the conclusions of the internal analysis

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.
In general, 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.
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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).
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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.
Appendix 4: Direct Competitors

This is a 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
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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 water.
Degremont Degremont® technologies:
The technical know-how, the methods, and the processes internationally recognized
by SUEZ water treatment specialists allow them to offer a large range of solutions for
water treatment and sanitation. These solutions meet 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 many application plants compared to
Nereda®.
SBR suppliers SBR supplier is a combination of companies in the 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
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Twitter: 441 Following, 650 Followers
LinkedIn: 254,413 followers
Degremont (Suez)
Website
Twitter: 21,2k followers
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LinkedIn: 180,480 followers
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 17,988 (34.2%) 59,950 (27%) 50.9 % (12.6)
(22.5%)
2017 12,436 (7.9%) 19,957 (11%) 67,271 51.2% (0.7%)
(12.2%)
2018 15,197 23,820 (19.4%) 87,975 40.1% (-21.8%)
(22.2%) (30.8%)
2019 16,490 (8.5%) 24,582 (3.2%) 89,993 (2.3%) 33.5% (-16.3%)
Table 15: Nereda®®.net data from 1/1/2016 - 31/12/2019
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Graph 2 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 16: 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)
Appendix 7: External Analysis

1. 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.
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2. 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.
3. 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.
Figure 34: 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
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 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)
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
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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)
B. Supplier Power
Suppliers
Figure 35: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.
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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 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
Ascendant flow Anaerobic 2 m3 24 hr
57% suspended solids
Anaerobic filtration Anaerobic 2 m3 36 hr
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 17 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
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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 disposal
Can be built in rural areas 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
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
reactors Applicable to small communities for local-scale Requires technically skilled
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 18: 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)
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 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
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 water.
Degremont Degremont® technologies:
The technical know-how, the methods, and the processes internationally recognized
by SUEZ water treatment specialists allow them to offer a large range of solutions for
water treatment and sanitation. These solutions meet environmental issues worldwide
and are adapted to regulatory and economic constraints. all the degremont® products
for:
 Drinking water production
 Desalination
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 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 many application plants compared to
Nereda®.
SBR suppliers SBR suppliers is a combination of companies in the 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
The table below is the competitors’ technology has claimed advantages as the same as Nereda®’s technology.
Table 19: Nereda®'s competitors’ technologies
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4. 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.
This matrix will give the insight to inform 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).
To compare the technologies, marketing, brand reputation, and many other things more with the competitors, the
researcher has made this Competitive Profile Matrix, hence, it will show how potential Nereda® is.
(See Appendix 7 for more information about the digital media of Nereda®’s direct competitors)
Nereda® Veolia Degremont (Suez) SPR suppliers
Critical Weighted Weighted Weighted Weighted

Weight Score Score Score Score
Success Factor Score Score Score 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 20: Nereda®Competitive Profile Matrix
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 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)
5. 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 Beutus van’t Wout Rutger Perdon (Sale
(Sales & Marketing (Regional Sales in Water industry, follow- – (T&P-T&E-Smart manager of Nereda®)
Director) – External Director of Nereda®) on 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 for little bit basic. They're very they should look. the right questions to
Nereda® (emoji’s, 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 otherwise
Reaffirm that Nereda® we have the same idea Oh, when you've got one there is some legacy we bother them maybe
is a leader in WWTC” as you.” which is dubbed in Add the marketing with something that is
“Nereda®should English. Okay. Which is and communication not relevant to them
shows how successful annoying. In English. factor to the online and we will not get out
we are, for example: Okay. presence of of it what we want”
we can put the case But no it's not it there's Nereda®”
study or the successful nothing in the website to “It should be a
story of Nereda®” take offense to or anything customer journey on
like that, but there's the online presence
nothing there that really of Nereda®,
sort of stands out as however, I miss it
thinking wow, isn't that a on the website, there
great Web site. must be something I
It's not appealing. Right. can fill in in order to
It's not appealing. It's just do business with”
liked a normal information
hub for the user. Yes, I like
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
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 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 36 Nereda® Events Calender
99 | P a g e
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COMMUNICATION ADVICE

Keeping digital competitive edge in the

Student name Hoang Nguyen

Student number 588931

e-mail address nhhnguyen97@gmail.com

Study programme Communication

Customer Royal HaskoningDHV

Company coach Joao Almeida

Supervisor Rogier R. Pliester

2nd assessor Mirjam Broekhoff

About the company.................................................................................................................................................11

About Royal HaskoningDHV........................................................................................................................11

Unique selling point............................................................................................................................................14

Advantages of Nereda® technology..............................................................................................................15

1. Definition of communication problem...........................................................................................................16

1.1. Problem orientation...............................................................................................................................16

1.2. Problem definition.................................................................................................................................17

1.3. Research target group............................................................................................................................17

2.1. Value Discipline....................................................................................................................................19

2.2. Community of Inquiry...........................................................................................................................22

2.3. Customer Journey Model......................................................................................................................23

3. Formulate the objective..................................................................................................................................24

3.1. Marketing objective...............................................................................................................................24

3.2. Research objective.................................................................................................................................24

Main & Sub questions..................................................................................................................................25

5. Justification of research methodology............................................................................................................25

5.1. Desk research.........................................................................................................................................26

5.2. Field research.........................................................................................................................................26

5.3. Guideline for conducting in-depth interviews:......................................................................................26

5.4. Reliability, validity, usability and representatively of research............................................................27

Chapter 2: Research Part.........................................................................................................................................29

6. Research conclusions and analysis.................................................................................................................29

6.1. Formulate the conclusions of the internal & external analysis..............................................................29

6.1.1. Conclusions of internal analysis...................................................................................................29

6.1.2. Conclusions of the external analysis.............................................................................................31

6.2. SWOT Analysis.....................................................................................................................................32

6.3. GAP analysis.........................................................................................................................................35

Why Gap Analysis?........................................................................................................................................35

Chapter 3: Communication advice..........................................................................................................................40

Lead & Inquiries.............................................................................................................................................41

10.1. Internal stakeholders.........................................................................................................................42

10.2. External stakeholders........................................................................................................................44

10.3. Communication target group............................................................................................................46

10.3.1. Target group personas...................................................................................................................46

11. Communication strategy............................................................................................................................49

11.1. The message......................................................................................................................................49

11.2. Tone of voice....................................................................................................................................49

11.3.1. Nereda® Package Plant................................................................................................................50

11.3.2. Strategy: Leading by Educating!..................................................................................................53

11.3.3. The consideration stage is essential!.............................................................................................56

11.3.4. Guerrilla Marketing Strategy: Interaction!...................................................................................56

12. Implementation & planning.......................................................................................................................57

12.1.1. Digital media posts.......................................................................................................................58

12.1.2. Events, exhibitions........................................................................................................................60

13.1. Key Performance Indicators..............................................................................................................67

13.1.1. Social media..................................................................................................................................67

13.1.3. Online presence............................................................................................................................67

13.2. Funnel of response............................................................................................................................68

13.2.1. Online presence............................................................................................................................69

13.2.2. Social media (LinkedIn & Twitter)..............................................................................................70

15. Evaluation & Organizational Consequences.............................................................................................72

Appendix 1: Internal analysis.............................................................................................................................79

2. Identity (Answer of sub-question 2)..........................................................................................................79

3. Digital media of Nereda®(Answer of sub-question 1 and sub-question 4.1)............................................81