ABSTRACT
This chapter examines the current development of water public-private partnerships in the U.S. water sector and how Veolia and Suez have adapted their business strategies over time. While Veolia has restructured its regional organization and created new business models and services, Suez has adopted more discrete lobbying practices and targeted large-scale and long-term projects. The territorialization of these strategies at the local scale is analyzed through the cases of the concession contract between Suez-United Water and Atlanta and the service contract between Veolia Water and the Milwaukee Metropolitan Sewerage District. The outcomes of these partnerships show that the territorial embeddedness of water and the local institutional frameworks have influenced the execution of these contracts as well as the operations of Veolia and Suez in both cities. Furthermore, both companies have undergone a process through which they have learned to create competitive advantages and adapt to the specificities of their national and local surroundings. Nevertheless, this chapter argues that in an increasingly competitive U.S. water market and following several high-profile scandals that led to early terminated contracts, Veolia and Suez will need to continue adapting and reinventing their business strategies if they intend to maintain their leadership in the coming years.
