marketing for oil contractor 2016

Marketing Strategies for Oil

Contractors

Presented by: Toufan Ramezani (PMI-RMP, PMP & PfMP)

What is Marketing?

Marketing is the activity, set of institutions, and processes for:

Creating

Communicating

Delivering

Exchanging offerings

Reference: American Marketing Institution (Approved July 2013)

that have value for:

Customers

Clients

Partners

Society at large

Why Marketing is important?

The heart of your business success lies in its marketing.

Marketing is a process by which a product or service is introduced

and promoted to potential customers.

Without Marketing??!!

Without marketing, your business may offer the best products or

services in your industry, but none of your potential customers

would know about it.

Without marketing, sales may crash and companies may have to

close.

Is any organized effort to gather information about target

markets or customers.

It is a very important component of business strategy.

Market research:

The goal of a Market Analysis is to:

Determine the attractiveness of a market.

To understand its evolving opportunities and threats as they

relate to strengths and weaknesses of the firm.

Market Analysis:

Dimensions of a Market Analysis:

Marketing Strategies:

Market Penetration

Market Development

Product Development

Diversification

Market

Products/Services

Market Penetration

Market Development

Product Development

Diversification

Existing Products/Services New Products/Services

Existing Markets

New Markets

The Ansoff Matrix

Market Penetration-Case Study for X CompanyExisting Services Existing Markets

Offshore MarketStatus

Onshore MarketStatus

Up Stream Drilling ‐ Drilling ‐

Exploration ‐ Exploration ‐

Development ‐ Development ‐

IOR/EOR ‐ IOR/EOR √

Mid Stream Subsea Pipeline ‐ Pipeline & Facilities √

Down stream Production Platforms ‐ Oil Refineries ‐

FLNG ‐ Gas Refineries √

FSO ‐ LNG Plants √

FPSO ‐ NGL Plants √

CBM/SBM √ Pump Stations ‐

FSO ‐ Compressor Stations √

FPSO ‐ Transmission Pipelines

Subsea Cable ‐ Tank Farms √

IMR √ Petrochemical Complexes

Market Region

Domestic Regional International

√ ‐ ‐

Number of Clients

Number of Partners

10 5 0

Number of Subcontractors & Vendors

40 20 10

By: Toufan Ramezani (PMI-RMP, PMP & PfMP)

Market Development-Case Study for X CompanyExisting Services Existing Markets

IOR/EOR ‐ IOR/EOR √

Mid Stream Subsea Pipeline ‐ Pipeline & Facilities √

FLNG ‐ Gas Refineries √

FSO ‐ Compressor Stations √

Subsea Cable ‐ Tank Farms √

Market Region

√ √ ‐

Number of Clients

15 4 0

Number of Partners

12 8 0

50 25 15

Service Development-Case Study for X CompanyExisting Services Existing Markets

IOR/EOR √ IOR/EOR √

Mid Stream Subsea Pipeline √ Pipeline & Facilities √

FLNG √ Gas Refineries √

FSO √ Compressor Stations √

Subsea Cable √ Tank Farms √

Market Region

√ ‐ ‐

Number of Clients

Number of Partners

10 5 0

40 20 10

Diversification-Case Study for X CompanyExisting Services Existing Markets

Development √ Development ‐

IOR/EOR √ IOR/EOR √

Mid Stream Subsea Pipeline √ Pipeline & Facilities √

FLNG √ Gas Refineries √

FSO √ Compressor Stations √

Subsea Cable √ Tank Farms √

Market Region

√ √ ‐

Number of Clients

15 4 0

Number of Partners

12 8 0

50 25 15

Marketing Structure in some Oil Contractor

Companies

Marketing Organizational Chart:

Marketing organizational chart helps marketing employees and

other employees of the company to understand what the role of

each person is in the marketing department.

TOYO Engineering

Appendixes

Market penetration:

In market penetration strategy, the organization tries to grow using its existing

offerings (products and services) in existing markets.

In other words, it tries to increase its market share in current market scenario.

This involves increasing market share within existing market segments.

This can be achieved by selling more products or services to established

customers or by finding new customers within existing markets.

Market penetration:

Here, the company seeks increased sales for its present products in its present

markets through more aggressive promotion and distribution.

This can be accomplished by:

(i) Price reduction

(ii) Increase in promotion and distribution support

(iii) Acquisition of a rival in the same market

(iv) Modest product refinements

Market development: In market development strategy, a firm tries to expand into new markets

(geographies, countries etc.) using its existing offerings.

This can be accomplished by:

(i) Different customer segments

(ii) Industrial buyers for a good that was previously sold only to the

households

(iii) New areas or regions of the country

(iv) Foreign markets

Market development:

This strategy is more likely to be successful where:

(i) The firm has a unique product technology it can leverage in the new

market.

(ii) It benefits from economies of scale if it increases output.

(iii) The new market is not too different from the one it has experience of.

(iv) The buyers in the market are intrinsically profitable.

Product development: In product development strategy, a company tries to create new products and

services targeted at its existing markets to achieve growth.

This involves extending the product range available to the firm's existing

markets.

Product development:

These products may be obtained by:

(i) Investment in research and development of additional products

(ii) Acquisition of rights to produce someone else's product

(iii) Buying in the product and "branding" it

(iv) Joint development with ownership of another product who need access

to the firm's distribution channels or brands.

Diversification: In diversification an organization tries to grow its market share by introducing

new offerings in new markets.

It is the most risky strategy because both product and market development is

required.

(i) Related Diversification - Here there is relationship and, therefore, potential

synergy, between the firms in existing business and the new product/market

space.

(a) Concentric diversification

(b) Vertical integration

Diversification:

(ii) Unrelated Diversification: This is otherwise termed conglomerate growth

because the resulting corporation is a conglomerate, i.e. a collection of

businesses without any relationship to one another.

A strategy for company growth through starting up or acquiring businesses

outside the company’s current products and markets.

Thanks for your Attention

toufanrpk@yahoo.com

(+98)9126239067

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