<![CDATA[PT Puriva Bumi Segara (PBS), an Indonesian water and wastewater treatment company, has positioned Water-as-a-Service (WaaS), a subscription-based, outcome-oriented treatment model, as its strategic growth initiative, yet has acquired no customer and generated no recurring revenue under it. This paper reports a qualitative single-case study that develops a segmentation-targeting-positioning (STP) strategy, reinforced by Decision-Making Unit and Key Account Management concepts and the extended seven-Ps marketing mix, to diagnose and resolve this commercialisation failure. Six semi-structured interviews across industrial companies, industrial estate operators, and a regional water utility were analysed using Braun and Clarke’s thematic analysis, then tested against publicly available evidence on competing providers. The market resolves into four segments of differing fit; industrial estate operators are the strongest fit and the only segment in which PBS meets no competitor that is both better resourced and fully attentive. Resistance targets the loss of asset ownership inherent in a subscription, not the underlying technology, which every participant accepted. The study recommends PBS concentrate on this single segment and two lighthouse accounts, reposition WaaS as an SLA-backed outcome guarantee rather than a no-capital-expenditure subscription, and pursue a phased eighteen-month roadmap anchored on a reference pilot. The findings translate directly into prioritised managerial actions expected to produce PBS’s first recurring-revenue WaaS contract, and offer a replicable STP approach for commercialising outcome-based B2B service models in emerging-market infrastructure sectors.]]>
