Addressing adsorbent materials commercialization challenges for water treatment in European markets through productization

Figures & data

Table 1. Framework for business model (modified from Suikki et al. [2006]).

Dimensions	Components	Evaluation dimensions
Offering	Configuration	Fit Internal consistency Distinctiveness Efficiency Value capture capability Financial aspects Future potential Feasibility
	Customer
	Sales approach
Value creation	Structure
	Network actors
	The size of the network
Revenue model	Basic logic
	Pricing and costs
	Market
	Total value share

Figure 1. Productization framework for adsorbent materials for water treatment.

Figure 2. Research process.

Table 2. Interview questionnaire structure.

Subject	Topics of the questions
Business model	Value creation, offering, and revenue logic Customer segmentation, identity, and role Pricing and cost structure Challenges
Productization	Product, service, and technology introduction and source Adoption challenges Identifying products and services Technical and commercial structure Processes and resources

Table 3. Case companies and interviewees.

Sector	Case company	Interviewee position
Consultancy and process design [for example, water or wastewater treatment plants design, consulting and planning, laboratory testing, research and development]	A	Process Engineer
	B	Process Engineer
	C	CEO
Production and distribution of adsorbents [manufacturing of adsorbent materials and their distribution]	D	CEO
	E	CEO
Operation of water or wastewater treatment plant [provision of clean drinking water and/or management of wastewater generated by the public or industries]	F	Development Manager
	G	Laboratory analyst

Table 4. Business model framework in the adsorbent materials domain.

Business model elements	Components	Description	Evaluation dimensions
Offerings	Product or service identification	What is offered?	Technical treatment performance Strategy alternatives Cost structure (less expensive) Regeneration vs. disposal Quality R&D Suitability and availability Customer feedback
	Identifying customers	Who are our customers?
	Sales, distribution, and invoicing	How do we deliver the offering? How will the customers pay?
Value creation system	Value-adding activities identification	What is the customer paying for?
	Information on product for commercialization	What information do the customers need?
	Customer structure (size and number)	How many customers?
Revenue model	Pricing and cost structure (value or cost)	What is the production cost? What affects the cost?
	Structure of the offering	Who are the customers that are served?
	Network creation	What type of network is needed?

Table 5. Adsorbent materials for water and wastewater treatment business model.

Offerings	Offer (product) identification	Customer identification	Sales, distribution, and invoicing		Evaluation dimensions
	Product-oriented adsorbents	Municipalities and industrial companies	Efficient marketing, logistics, installation, and after-sales service	Cost per adsorbent mass delivered	Technical treatment performance Disposal or regeneration Customer feedback R&D Match and availability
	Result-oriented adsorbents			Cost per unit product weight used and / or water amount delivered or disposed
Value creation system	Value adding work identification	Information	Customer structure		Dimensions for value evaluation
	Safe and clean drinking water, removal of pollutants	e.g. costs, legislation, test result, disposal, regeneration.	Amount of customers, customer sector		Strategy alternatives Lower costs Quality
Revenue model	Cost and pricing	Offering structure	Network creation		Revenue evaluation dimensions
	Price based on costs, competitive pricing structure	Market and customer segments	Interacting with customers, making tenders		Cost structure Network links

Figure 3. Productization framework of adsorbent material as product-oriented sales item using activated carbon as an example.

Figure 4. Productization framework of adsorbent materials in result-oriented items approach.

Suikki, R. M., Goman, A. M. J., & Haapasalo, H. J. O. (2006). A framework for creating business models a challenge in convergence of high clock speed industry. International Journal of Business Environment, 1(2), 211. https://doi.org/10.1504/IJBE.2006.010685

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