Table of Contents

Executive Summary..................................................................................................................1
Introduction..............................................................................................................................2
Analysis....................................................................................................................................3
a. The company’s background...........................................................................................3
b. Overview........................................................................................................................3
c. Link to UN SDGs...........................................................................................................4
d. Challenge(s) of the project..............................................................................................5
1. Challenge overview:....................................................................................................5
2. Internal Challenges:...................................................................................................5
3. External Challenges:...................................................................................................6
e. Stakeholder analysis...........................................................................................................7
1. Main stakeholders related to the problems.....................................................................7
2. Empathizing with the stakeholders.................................................................................8
3. Identify the problems with regard to the defined stakeholders......................................12
Recommendations...................................................................................................................14
Problem 1: Lack of engagement with customers:.................................................................14
Problem 2: Insufficient Brand Differentiation......................................................................15
Conclusions.............................................................................................................................18
Reference................................................................................................................................19

Executive Summary
The O-We Water project competes in a market where corporations want more customers.
While the O-We Water project may operate in a competitive industry, it is important to note
that their focus on accessing clean water sources aligns with the United Nations Sustainable
Development Goals (UN SDGs), giving them a unique advantage in attracting customers who
prioritize sustainability. This report analyzes the challenges faced by O-We Water, including
a lack of customer engagement and insufficient brand differentiation in the market , and
proposes some recommendations for addressing these issues.
To address the problem of lack of customer engagement, the report suggests that they should
focus on social media marketing, such as Facebook, which gains an advantage over below-
the-line strategies due to increased online time and higher customer reach compared to
physical marketing.

On issues of insufficient brand differentiation, the report recommends prioritizing brand

messaging and storytelling due to their cost-effectiveness and potential to increase brand
awareness and emotional connection, making this a viable solution. Emphasize the
importance of interacting with customers through social media platforms and implementing
personalized marketing strategies.

Overall, the report highlights the importance of leveraging effective digital marketing
strategies in today's competitive business landscape to stay ahead of the competition and
drive business growth. At the same time, it is also an important factor for the project to be
able to overcome challenges while still maintaining the United Nations' goals of providing
clean water.

Introduction
The world is currently dealing with environmental issues like water contamination and a
shortage of clean water sources. Because of this, the O-We Water project at 1001 Fontaines
was established in 2005 with the intention of giving those who live far from the center and
have trouble accessing clean water potable water at fair costs (O-We n.d). With the goal of
providing clean water to every household, O-We Water is a pioneer in the kiosk water model
(O-We n.d). The World Health Organization (WHO) has verified and validated this model,
which produces water using six process steps (filter, RO, UV, etc.) and US technology (O-
We n.d). However, the company also has to face business issues such as distributing products
on a large scale and shaping the brand in the hearts of customers. Because there are countless
popular and long-standing water brands on the market, it is very difficult for O-We Water to
reach customers and make its brand appear in the minds of users, and this is also the problem.
problem that the company needs to solve as quickly as possible. The company is not
convincing enough for customers to choose its products. To understand more about other
aspects of the company, the following report will present the problems the company
encountered during project implementation, the analysis of stakeholders, and solutions to
help improve the efficiency of the company.

Analysis
a. The company’s background

Founded in 2004 in France, 1001 Fontaines seeks to supply clean drinking water to all people
on the planet (1001Fontaines n.d). Motivated by the statement made by Louis Pasteur that
"we transmit 90% of all diseases through drinking water," the group has made contributions
to nine out of the seventeen Sustainable Development Goals (SDGs) in the last sixteen years
(1001Fontaines n.d). 1001 Fontaines has created the O-We project, a sustainable water
solution, to offer safe and healthy water at a fair price, reasonably priced and healthful
(1001Fontaines n.d). To guarantee pure water quality, the team of professionals employs a 6-
step treatment process following US and WHO quality requirements (1001Fontaines n.d.). In
nations including Vietnam, Cambodia, Madagascar, and Myanmar, the project has gained
popularity (O-We n.d).

b. Overview

The Owe Clean Water Project in Vietnam is a crucial effort to address the challenges of clean
and safe drinking water in such environmental conditions. Its mission is to provide the
vulnerable urban population the purified water, where access to purified water is scarce. O-
We is a social enterprise that applies the most advanced technologies in purifying water and
selling it at an affordable price, the project not just only empathizes with the provision of
clean water but also environmental conservation practices. In addition, the project also
collaborates with the governments and local authorities to raise awareness about water
conservation and hygiene, solving both immediate and long-term needs. O-We aim to extend
its presence in every country it is available, especially regions affected heavily by water
pollution. This project brings solutions to crucial issues, providing a new approach to water
management and accessibility.

This report aims to analyze the O-We Water project and apply both theoretical and practical
knowledge to bring out effective solutions to real-world business problems. The primary
objective is to identify opportunities and barriers that the project encounters. Through this
comprehensive study, we aim to provide valuable strategies to address the challenges the O-
We Project are facing.

The study starts with an introduction, briefly describing the industry context and an overview
of the project. Following is an analysis section to analyze the challenges or any favorable
circumstances in this project. The conclusion of the report mainly proposes innovative and
practical solutions based on Design thinking method.

c. Link to UN SDGs

UN SDGs, short for "United Nations Sustainable Development Goals," is a global framework
based on 17 goals and 169 targets to promote sustainable development in various fields:
economic, social, and environmental fields (UN n.d).
For businesses, UN SDGs provide guidance and a legal framework for them to participate in
building a sustainable world. The UN SDGs emphasizes the importance of ensuring a balance
between achieving economic and social benefits, protecting the environment, and promoting
the reduction of inequality and poverty (UN n.d).

O-We Water has followed three UN SDGs:

Goal 3: Good health and well-being

1001Fontaines contributes to this goal by providing clean and safe drinking water to
communities, especially those in disadvantaged situations, helping to reduce the risk of
water-related infectious diseases. The company's motto is to ensure access to clean drinking
water for all, especially those in underserved communities, at an affordable price (O-We
n.d.).

Goal 8: Decent work and economic growth

O-We Water supports this goal by empowering residents to become retail agents, creating
employment opportunities for people in the community through training, and supporting local
"water entrepreneurs" in the management and operation of water kiosks (O-We n.d).

Goal 6: Clean water and sanitation

Finally, and most importantly, O-We Water creates clean drinking water stations through
water kiosks, helping to provide clean and safe water to communities where clean, affordable
water is not readily available (O-We 2021). Ensuring water is produced through American
technology and six process steps (filtration, RO, UV, etc) (O-We n.d.). This contributes
significantly to the goal of ensuring access to clean water and sanitation.

d. Challenge(s) of the project

1. Challenge overview:

O-We Water is one of the youngest companies that puts social purpose and quality first over
immediate profits. They aim for good values, providing clean water at reasonable prices,
especially for disadvantaged people and places that do not have access to clean water sources.
In addition, they also sponsor water for public places such as hospitals and schools (O-We
n.d) . O-We Water also creates jobs and uses river water to filter water rather than searching
for underground water sources (O-We n.d). All of the above points towards sustainable
development. But their project received very little attention. The project's marketing was not
really strong enough to create a viral effect in the community, leading to distribution agents
not knowing or not trusting them. Product recognition in supermarkets and agents is not
widespread. Next, we will analyze the two main factors that create this challenge: internal
and external factors.

2. Internal Challenges:

O-We Water is an emerging water brand, launched in 2019, and their most targeted
customers are low-income people, the working class, and people who do not have the
opportunity to come into contact with water sources. The company chose a price of 20,000
VND for a 20-liter water bottle (O-We n.d.). With this price and the use of advanced US
technology such as RO filtration, the budget for marketing product promotion is not enough.
This leads to investors not really knowing enough about O-We Water for them to trust the
project and invest in it. Lack of adequate product information and introduction can make
consumers unaware of the project's clean water products, leading to little interaction. O-We
Water can leverage social media platforms like Facebook, Instagram, and TikTok to reach a
wider audience and increase brand visibility. By running targeted ads on these platforms, O-
We Water can ensure that its message reaches its intended audience, such as low-income
people, the working class, and those who lack access to water sources. Additionally,
collaborating with influencers who have a strong presence in the target market can help O-
We Water gain credibility and attract more customers. Nevertheless, we can see they do not
really take advantage of that. Vietnamese people can only hear it from word of mouth or by
looking at websites. These things make them much slower than competitors such as Aquafina
and Lavie in the Vietnamese market. In addition, O-We Water's packaging is not really eye-
catching, making it easy for us to confuse it with brands like Lavie.

3. External Challenges:

According to the PESTLE analysis, it is evident that external factors have a significant
impact on the O-We Water project. O-We Water's challenges and problems can be attributed
to three primary external factors: societal influences, inequitable distribution, and competition
from rivals. Regarding social aspects, the level of awareness among Vietnamese individuals
regarding clean water is relatively low, and they lack an understanding of the significance of
clean water (O-We 2021). Working-class or disadvantaged individuals have little awareness
of the importance of drinking water for health. Moreover, the hindrance faced by O-We
Water is the uneven allocation due to the product's low price and limited variety in diversity.
For instance, Lavie and Aquafina offer a wide range of bottle sizes, ranging from 250 ml to 5
liters, and even 20-liter jugs. This makes them highly suitable for distribution in major
supermarkets like Co.Op Mart and Big C. However, O-We Water products are only with a
capacity of 20L, Vietnamese people prefer compact water bottles (Vietnam teaching jobs
2022). Due to their emphasis on customer segments characterized by low expenditure levels,
they have disregarded customers in the mid-range and high-end categories. The final aspect
pertains to competitors. The bottled water market in Vietnam presents a lucrative opportunity
for companies engaged in the manufacturing of drinking water. According to data, in 2024,
revenue in the bottled water market in Vietnam will reach 821.9 million USD (Statista 2023).
It is expected to have an annual growth rate of 6.18% (CAGR 2024–2027) (Statista 2023).
Overall, the bottled water market in Vietnam is poised for growth and offers significant
opportunities for the industry. Consequently, O-We Water will face numerous well-
established competitors in the industry, including Lavie and Aquafina. This is a concerning
matter for O-We itself as they are still novices in this market. Rival companies consistently
devise numerous strategies for promoting their products. As an illustration, Aquafina engages
celebrities for promotional purposes. Furthermore, the company collaborates with Vietnam
International Fashion Week (Vietnam News 2023). Indeed, the O-We project has enhanced
its product promotion strategy by partnering to supply purified drinking water to Bitis factory
employees and conducting workshops (O-We 2021). However, this initiative does not
significantly contribute to the company's success.

e. Stakeholder analysis

1. Main stakeholders related to the problems

Every business project, including O-We Water, naturally aims to generate profits. Many
stakeholders gain from and are valued by every economic initiative. Still, in this instance, we
will focus on the owners - internal stakeholders as well as external stakeholders like students.

a. Internal stakeholders:

Business owners are essential to the O-We program. The establishment of a strong brand is
the central focus of their efforts to guarantee both short-term financial viability and long-term
sustainability. This is bringing the initiative's message into the public eye with the aim of
attracting more attention and support. This fundamentally sound strategic approach is
essential to turning the initiative into a well-known brand. Increased public attention, possible
collaborations, and income are all sparked by elevated brand prestige. The project's success is
essential to the business's overall performance, demonstrating a mutually beneficial
connection.

b. External stakeholders:

Customers play a pivotal role in the success of the O-We project, emerging as primary
external stakeholders. Their active participation is essential to the initiative's sustainability
and financial health. Inadequate funding immediately affects users and could threaten the
initiative's advantages, especially regarding access to clean water. The success of the project
relies significantly on the collective support of users, ensuring access to clean water. In
essence, customers are active stakeholders, shaping the initiative's path toward enduring
success and meaningful impact.

2. Empathizing with the stakeholders

Understanding the challenges of the owner is vital, and utilizing an empathy map proves
effective in gaining deeper insights into their perspectives and needs. Actively engaging with
this tool helps us explore the nuances of the owner's problems, fostering a comprehensive
understanding and enabling the identification of tailored solutions.
Choosing a college-age student as the selected customer for our customer journey map is
driven by several pertinent considerations:

● Limited Monthly Allowance: College students often contend with a restricted monthly
allowance, making financial considerations a significant aspect of their purchasing
decisions.
● Growing Concern for Personal Health: At this stage, students typically become more
conscious of their personal health. This shift in awareness opens avenues for
promoting healthier lifestyle choices.
● Vulnerability to Attractive Coffee and Energy Drinks: Faced with the demands of
rigorous academic pursuits, college students may find it challenging to resist the
allure of coffee and energy drinks, particularly after prolonged study sessions.

Targeting college-age students, our customer journey map seeks to highlight the interaction
between financial constraints, health consciousness, and susceptibility to specific beverage
choices. This strategic focus ensures that our initiatives are tailored to the distinctive
circumstances and preferences prevalent in this demographic.
Essentially, this comprehensive customer journey map serves as a dynamic blueprint. It
enables us to adapt and innovate in real time, forging a lasting connection with college-age
students and fostering brand loyalty through a genuinely customer-centric approach.
3. Identify the problems with regard to the defined stakeholders

a. Identify the problems

O-We Water encounters operational challenges that merit thorough identification and
analysis. In the upcoming studies, we will explore these difficulties, aiming to gain a
thorough understanding of their nature, impact, and potential resolutions.

Through a comprehensive analysis using a problem-priority matrix, key challenges for O-We
were identified. The most pressing issues include low brand awareness and a small proportion
of market share. Additional challenges contributing to low brand awareness include a lack of
diversity in communication channels and promotional contents.

b. Root causes

Several root causes can be identified as contributors to the low brand awareness and low
market share for O-We Water.

● Lack of engagement with customers:

O-We faces challenges in building brand awareness within its target customer segment, as
evidenced by limited social media interaction and a minimal market share in the bottled water
industry. The lack of variety in channels like TV ads, posters, flyers, and TikTok, which are
popular with Vietnamese low-income households, makes the goal of increasing brand
awareness harder (AJ Marketing 2023). The company might be lagging behind in harnessing
these advanced technologies to gain profound insights and build more meaningful
connections with its customer base.

● Insufficient Brand Differentiation:

O-We Water faces difficulties standing out in a saturated market for water products,
potentially leading to low brand recognition. The abundance of similar products on the
market creates a competitive environment where standing out becomes increasingly
challenging. Customers could not see strong enough incentives to select O-We Water over
competing products if there is not a clear distinction in terms of quality, values, or innovation.
Overcoming this challenge requires establishing a distinctive and memorable presence in the
competitive landscape.

● Inadequate use of resources:

O-We Water has a significant obstacle as a result of its over-reliance on its merchants, which
has left it without control over the cost and delivery of its goods. The lack of O-We's budget
may make it more difficult for the company to set aside enough funds to grow by opening
exclusive retail locations. As such, the organization has to deal with a shortage of resources,
which restricts its capacity to expand its customer base and improve its store network. To
overcome challenges, O-We Water should reassess its resource allocation, focusing on a
balanced approach to support retail expansion. Establishing a robust supply chain and
investing in retail infrastructure are key steps to regain control over product pricing and
distribution, fostering sustainable growth in a competitive market.

c. External factors

The customer’s behaviors can contribute to O-We’s failure to have a stand in the market.
When making purchases, consumers are inclined to choose visually appealing and well-
established brands. This decision is also influenced by the familiarity and comfort of using
things they have used in the past. The difficulty lies not only in ensuring safety but also in
creating designs that enthrall customers and motivate them to make unconventional decisions,
deviating from their ingrained tastes.

d. Summarize:

This study focuses on addressing two main root causes, which are a lack of engagement with
customers and insufficient brand differentiation. Through a comprehensive analysis, we aim
to understand its impact, explore various dimensions, and propose strategies to enhance the
brand's visibility in the market. Our goal is to provide valuable insights for developing
effective initiatives that strengthen O-We Water's presence and resonate with its target
audience.

Recommendations

Problem 1: Lack of engagement with customers:

Solution 1: O-We Water should concentrate on above-the-line marketing (ATL), which

entails producing online content and allocating funds for Facebook advertising in order to
reach a larger audience and boost customer interaction. Despite having a Facebook fan page
established, O-We Water only have 200 followers, and their material hasn't drawn in any
business. The first level of Maslow's hierarchy of needs—the physiological level—should be
the main emphasis of the content. When O-We Water targets low-income individuals as its
client base, it needs to convey the narrative and comprehend the customer insight.

Solution 2: Additionally, we also can put effort on below-the-line (BTL) marketing, which
entails placing a banner in strategic locations or distributing posters. The majority of
customers can become aware of this technique, and the results of the physical marketing will
stay in their minds for a longer period of time.

Choose a solution: To reflect the trend of marketing nowadays, above-the-line such as

Facebook still takes the advantage more than below-the-line marketing when people spend
more time online than in real life (Steele 2022). Moreover, the number of customers that can
be reached through social media will be much higher than through physical marketing.

Justifying the solution will work: Statistics show that 73.5% of people in Vietnam use
cellphones to access the internet (OOSGA 2023). This is a sizable fraction of the population.
Thus, there is no denying the appeal and promise of interacting with clients online (OOSGA
2023).
As a matter of fact, Facebook is the platform with the highest daily click through rate and the
most popular social commerce platform in Vietnam (OOSGA 2023). Certain firms, like the
cookie company Richy, have discovered that social media is the best medium for connecting
with Vietnamese consumers (OOSGA 2023).

Prototype and test: In order to turn the idea into a workable solution, we need to plan the list
of content that the business wants to deliver to the customer or the number of people who will
feature in their advertising. O-We Water should provide entertainment-oriented content in
order to capitalize on the current trend of watching and attract a larger viewership. For
instance, O-We Water may produce a humorous livestream to promote their product, or the
surrounding décor could draw attention to it. The video's unique feature—such as a term that
appears multiple times to pique viewers' interest—is the most effective component of the
marketing campaign. Ultimately, the company may determine the effectiveness of their
promotion by looking into viewership numbers from those who watch the livestream or the
quantity of clients who decide to purchase their goods. In order to target the appropriate
customer base based on the age or income of the consumer persona that they have
concentrated on during the livestream, O-We Water should also pay for the Facebook
advertising in order to boost the campaign's success.

Problem 2: Insufficient Brand Differentiation

Solution 1: Brand messaging and storytelling

To execute O-We Water's brand messaging and storytelling strategy, the organization needs
to develop an engaging brand story that is suitable for Vietnamese culture and resonates with
the target audience. The story will emphasize O-We Water's commitment to providing safe
and affordable drinking water to low-income households in urban areas. This strategy can be
done through visual storytelling, such as images and videos of O-We Water's activities. By
integrating local culture elements, customer testimonials, and success stories, such as health
improvements and cost savings, O-We Water aims to make emotional connections with their
audience. This initiative's main goal is to not only differentiate O-We Water in the
competition but also to establish a connection with their consumer segments, therefore
developing trust and support from their community (Raeburn 2023).

The brand messaging and storytelling initiative for O-We Water is highly feasible. By using
visual storytelling, cultural components, and customer testimonials, O-We Water can
implement this initiative efficiently with the popularity of social media platforms and
influencers. According to an article by Upwork (2022), the cost of running a social media
campaign can range from a few hundred dollars to tens of thousands of dollars or more. By
implementing social media campaigns, O-We Water can reach a large audience—over four
billion users across various platforms (Dixon 2023).

Overall, the brand messaging and storytelling initiative for O-We Water has the potential to
significantly improve brand awareness. Furthermore, the suggested solution not only works
well with the limited budget of O-We Water but also promises a significant impact by
establishing an emotional connection with the stakeholders.

Solution 2: Brand identity and packaging

Focusing on brand identity and packaging is another recommended approach to enhancing

the recognition of O-We Water. This approach requires O-We Water to reevaluate and
redesign their current brand identity and packaging to create a more memorable image that
effectively conveys their messages. Moreover, the package design should not only represent
the organization's commitment to safe and affordable drinking water but also stand out on
shelves, grabbing attention in a competitive market.

This initiative will require significant investment in research, design, and marketing efforts.
According to Jessica Jones Design (n.d.), the cost of rebuilding a brand identity can range
from 30,000 to 250,000 dollars, depending on the agency. To ensure cultural authenticity, the
reevaluation and redesign process can involve working with skilled designers, conducting
market research , and collaborating with experts. O-We Water has to plan and manage their
costs carefully to consider implementing this strategy. Although there will be a large
investment, the long-term benefits of a strong brand and attractive packaging could be worth
it for O-We Water.
This approach has the potential to significantly influence customer attitudes and enhance the
visibility of the product. It could also differentiate O-We Water from its competitors and lead
to increased sales and market share (Gwilliam 2019). In addition, unique packaging can
enhance shelf visibility, potentially attracting more consumers to select O-We Water over
alternative choices.

Overall, despite initial investments, improving brand identity and packaging strategy holds
potential for long-term benefits, differentiating the brand, attracting customers, and ensuring
market success.

Choose a solution: Based on the financial situation and long-term goals of O-We Water, it
would be better to implement building brand messaging and storytelling first due to its cost
effectiveness. Moreover, the potential to significantly improve brand awareness and establish
emotional connections makes it a feasible and impactful solution.

Justifying

The brand messaging and storytelling solution for O-We Water will work well for several
reasons:

Cultural Alignment: By creating a story tailored to Vietnamese culture, this cultural

integration establishes a genuine relationship with the targeted audience.

Conveying O-We Water messages: By emphasizing O-We Water's commitment to

providing safe and affordable drinking water, the initiative directly addresses the concerns of
low-income households in urban areas. This will position O-We Water as a reliable and
socially responsible choice.

Efficient Implementation: Due to the popularity and cost-effectiveness of launching

campaigns on social media platforms with influencers, the initiative will be able to reach a
large audience quickly and effectively within O-We Water's limited budget.

Potential Impact: Beyond improving brand awareness, the brand messaging and storytelling
initiative will set the stage for creating a community of supporters. who advocate for O-We
Water's mission and values. This emotional connection may create shared values and
purposes beyond a consumer-brand relationship. It can lead to long-term loyalty and
engagement (Ghorbanzadeh and Rahehagh 2021).
Prototyping and Testing

Prototyping the brand messaging and storytelling solution for O-We Water involves
comprehensive research into Vietnamese culture, storyboard conceptualization, and visual
content creation. After completing the prototyping process, O-We Water needs to launch
social media campaigns to gain some feedback, make adjustments, and improve their
storytelling approach.

Firstly, the initial step is to conduct comprehensive research into Vietnamese culture and
consumer preferences. To ensure cultural authenticity, O-We Water should consult local
experts and create the foundation for a story that genuinely connects with the target audience.
This will help O-We Water effectively communicate their brand message and establish a
strong emotional connection with their customers. The second phase is to conceptualize the
story's outline, which involves creating an in-depth storyboard. This storyboard will outline
some key elements of O-We Water's story, such as their commitment to providing safe and
affordable drinking water. Moreover, it will highlight the impact of their initiatives on local
communities. Visual content creation is the next step in the prototyping journey. To bring the
O-We Water story to life visually, the organization needs to collaborate with skilled designers
and videographers.

After finishing these steps, O-We Water should launch a social media campaign. The
campaign should focus on key emotional touchpoints, such as health improvements and cost
savings, aiming to build a genuine connection with the audience. In addition, the process of
gathering feedback and making the necessary adjustments is an essential part of the prototype
and test process. By analyzing metrics such as engagement levels and emotional responses, it
will provide valuable insights to guide improvements in the storytelling approach. Finally, O-
We Water can iteratively implement these steps to continuously enhance and optimize their
storytelling approach.

Conclusions
Undoubtedly, we must acknowledge the commendable contributions of O-WE Water to both
the community and the promotion of sustainable development. Our top priorities are the
promotion of our interests, the satisfaction of our customers' desires, and the preservation of
the environment. Our company possesses highly intelligent and impactful strategies that have
the potential to captivate numerous customers and investors. However, these individuals have
yet to recognize the advantages that these strategies can offer. Companies must overcome
challenges such as internal factors, advertising strategy, packaging design, distribution, and
uneven competition. We have prioritized the examination and recognition of problems in a
compassionate manner with key individuals such as marketers, customers, and competitors.
O-We faces significant challenges in securing adequate funding for marketing while also
supporting community projects and ensuring affordable water provision and production. Our
proposed solution suggests that O-we Water should develop a strategy to alter customer
perception and enhance the promotion of its products on a broader scale. In order to expand
their brand and raise awareness of clean water, it would be advisable for them to solicit
funding from external organizations and supply schools with clean water. We anticipate that
O-We Water will achieve significant advancements in both its business ventures and
community assistance initiatives, which have the potential to expand and flourish in the
coming years. Furthermore, there exist numerous untapped opportunities that we have yet to
fully capitalize on. Presumably, our solutions can provide assistance. We alleviate the burden
of marketing products, securing funding, and establishing a strong presence in the drinking
water industry, all while remaining steadfast in our primary objective of delivering clean
water to individuals facing challenges in accessing it.

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