Accelerating Revenues in the New Oil and Gas Era · • Tradeshow marketing ... a link between...

Accelerating Revenues in the New Oil and Gas Era

www.endeavormgmt.com

●  Oil & Gas Market Recovery ●  Everything Changes in a New Era

●  Creating the Marketing & Sales Ecosystem to Ensure Success

Why We Are Here

Our Point of View It’s All in Ecosystem Design

ClarityofDirec.on

CoreCompetency

Meaningful/Ac.onableMonitoring

LeveragingDigital:•  OnlineandCRMIntegra.on

•  KPIandExperienceMonitoring

StandardizedProcesses:§  ComplexSales§  LeadGenera.on§  CompetencyManagement

SmartPlanning:§  GrowthPlayBook§  SegmentPriori.za.on§  PersonaDevelopment

www.endeavormgmt.com/oil-and-gas 3

●  Whereareyougoing?●  Howwillyougetthere?●  Whenwillyouarrive?

Developing the Roadmap

What&Why

JeffThull

How

JohnMcKeever

Designing the Ecosystem

©2001-17 Prime Resource Group. All rights reserved.

Accelerating Revenue and Profitable Growth  in the New Oil & Gas Era

Creating, Measuring and Capturing Complex Value

Jeff ThullPresident & CEOPrime Resource Group


§  Investing in and providing high-value solutions§  Internal development§  Acquisitions

§  Solutions are complex and multi-faceted§  Multiple sources of value§  Multiple impacts across customer organizations§  When integrated – provide optimal value

§  Implementations are highly supported§  High-level professional services§  Integrated customer support

The Majority of Companies are Doing Things Right!


Creating …  very  complex  decisions for your customers


§  Customer isolates decisions to point solutions vs integrated

§  Increases in 11th hour discounting – increasing size of discounts

§  New solutions miss market projections:   revenue / share / margin / EPS

§  High percentage of forecasted opportunities end in “no decision” – the customer does nothing

§  Revenue forecasts are volatile

§  Research by CSO Insights

2008 2012 2015

Wins 49% 45% 41%

Competitive Loss 30% 28% 31%

No Decision 21% 26% 28%

Resulting in …


The Three Eras of Business Development

Tools

Skills

Role

Questions Needs Analysis

Listening

Trust Building

Problem Solver

Consultant

Sales Script

Presenting Closing

Persuader

Precision Dx  Business Simulation

Business Knowledge

Program Mgmt

Source of Business Advantage

Era 1 1955

Era 2 1975

Era 3 2000


§  Challenge 1: Decision Customers typically do not have a thorough, cross-functional, and objective process for making the types of decisions you are asking them to make. 

§  Challenge 2: Change Buying involves changing, and change is full of risk. The customer will not change unless the risk of staying the same is clearly greater than the risk of changing. 

§  Challenge 3: ValueThe customer is unable to recognize and quantify the unique value (net-profit) at risk in their current situation, or your solution’s impact on that risk (pre-sale), and is unable to measure the value achieved with your solution (post-sale).

The Three Execution Challenges of Era 3


“The problem with communication … is the illusion that it has been accomplished.”

George Bernard Shaw

Value Communication vs. Value Clarity


§  Eight recent projects§  Oil & gas consulting§  Medical facilities§  Industrial chemicals§  Process Licensing§  Jet engines§  Outsourcing services§  Software§  Analytical instruments

§  Findings:  All were going to market without Value Clarity. Less than 9.7% of their value was quantified  with a dollar amount the customer believed.

Unquantified Value

Quantified Value

Challenge: Value Leakage

©2001-17 Prime Resource Group. All rights reserved.©2001-17 Prime Resource Group. All rights reserved.

Valueas

Intended & PerceivedInternally

Go-to-Market Cycle

Conceived

ValuePerceived

by Customer

Valu

e C

apab

ility

?

Perceived

Value Leakage Challenge


Value Leakage

? Value 

Leakage

? Value 

Leakage

? Value 

Leakage

? ? Value Leakage

Paid

Valueas

Designed,Engineered

&Built

ActualSolution

Value

Value as

Communicatedby

Messaging Collateral &  

Product  Training

ValuePaid by

Customer

Value Comprehended

by Customer

Valueas

Intended & PerceivedInternally

Value Comprehendedby Field Sales

Solution Go-to-Market Cycle

Conceived

Created

Marketed

Packaged

Sold

ValueAchieved

by Customer

What is the Current Amount of Your Value Leakage?So

lutio

n Va

lue

Achieved


Product Process Performance

Total Value

Return

Level of Service and Support Provided

Identified, Quantified, & Agreed Average of 9.7%

•  Speed •  Networked •  Lower maintenance •  9x faster •  70% more accurate

•  Sample prep time •  Reduce revalidation •  Shorten validation cycle time •  Regulatory compliance

•  First to Market •  More new drugs •  Less head count

Analytical Instruments

$3.46m

$75.56m

$306m

0%

100%

Value Leverage


1.   Have you identified all of your solution’s value?2.   Have you connected your value to the customer’s business

drivers and performance metrics?

3.   Have you been able to isolate the performance impacts to specific job responsibilities?

4.   Have you been able to quantify potential performance impact with a number with which the customer agrees?

5.   Have you been able to identify customer value constraints? 6.   Have you provided your customer with the ability to address

those constraints and manage the changes? 7.   Are you able to measure the value delivered and has your

customer agreed with the amount measured?

Value Clarity Questions


§  Strategic Value Clarity§  Bring into focus the impact of the performance inefficiencies

they are facing§  Financial Value Clarity

§  Quantify the status quo – “no change,” “no decision”§  Place a precise financial value on your solution’s value impact

§  Execution Clarity§  Understand the “change” required and the constraints/risks§  Have the ability and confidence to lead change, safely and

predictably§  Decision Clarity

§  Provide a thorough, cross-functional, evidence-based decision process to make a fully informed, quality decision

§  Simulation Technology§  Enable an objective, transparent and scalable execution of the

very complex decisions you are asking your customer to make

A Customer Focused, Value Driven Approach


Client SolutionAverage Revenue  per Sale

Cycle Time  per 

DecisionConversion

RateSales ForceReduction

Oil & Gas Performance Improvement

+ 8x400k-3.2MM 1/3 76% 62%

RadiologyServices

+ 13x300k-3.9MM 1/5 100% 75%

LocomotiveElectric Motor Manufacturing

+ 18x1.3MM-26MM 1/10 100% 84%

Accelerating Revenue Results: 


“If you can provide a higher level of certainty in a world that is very uncertain, you will possess a considerable competitive advantage,

and a reliable path to predictable and profitable sales results.” 

Uncertainty defeats decisions … Value Clarity defeats uncertainty!

Best Practices Going from Good to Great

Tasks*Developingmarke.ngstrategyandplans

Capturingmarketinsights

Connec.ngwithcustomers

Buildingstrongbrands

Shapingthemarketofferings

Deliveringvalue

Communica.ngvalue

Crea.ngsuccessfullong-termgrowth

WorstCaseBasedonbudget,then

figureitout

Justrelyonthesalesforcefeedback

Adver.singandtradeshowsareenough

Brandsdon’tmaWer

Thisisfortheengineerstofigureout

Thisisanopera.onalissue

Takeordersfromregions

Execu.vesareresponsibleforthis

BestCasePlansbasedonobjec.vestoformulatethestrategy/plans

Usebesttoolstodevelopinsightsfromglobalrespondents

Directcustomerengagement

Strategytoalignmessagesandexperiencesisdefined

Weengagecustomersforbestfit–price,benefits

Customerexperienceismonitored

Globallyintegratedmarke.ngprogram

Globalpriori.esandchallengesareframedbymarke.ng

*Source:AdaptedfromKotler,MarkeAng

Managementwww.endeavormgmt.com/oil-and-gas 20

Growth PlayBook Establishing a Market Focus


Growth PlayBook Steps


UNDERSTAND

ExternalAppraisal

InternalAppraisal

MarketSegmenta.on

OpportunityAnalysis

CREATE

ScenarioDevelopment

Ini.a.veDevelopment

Ac.onPlanning

DEPLOY

StrategyExecu.on

InternalPromo.on

ExternalPromo.on

MONITOR

PlanPerformance

MeasureResults

Conjoint Analysis Prioritizing Segments

Logitregressiones.matestherela.veimportance(“u.lity”)ofeachaWribute.

Analysis2.

U.lityScoresforEachAWribute

MarketSimula.ons

Purchaselikelihoodandshareofpreferencearethencharacterizedacrosssegments.

3.

ShareofPreference

Simulatedinten.onstovisitprovidedataonconvenience,price,performance,loca.on,brandtradeoffs

Survey1.

ChoiceSimula.on


Buyer Personas Putting Customers at the Center


Experience Map Combining Marketing/Sales


Need Procure Project AdvocacyAwareness

•  Website•  Tradeshowmarketing•  Salescalls•  Whitepapers•  Pressreleases•  Advertising•  Associations•  Communityevents•  SiteVisits

•  Lunchandlearns•  Leveragenetworks•  Introductionsthrough

contractors

•  Productcollateral•  Qualification•  Tenderspecs

•  Projectinitiation(on-site)•  Training•  Collaborationamongvendors•  Safetymonitoring•  Servicequalitymeetings

•  Troubleshooting•  Invoicing•  Feedback(project)•  Feedback(seniorlevel)•  Recommendationsto

colleagues/industry

•  Sitetour(on-site)•  Proposal•  Premiumjustification•  References•  Pricing–costs,buy,

resell,competitor

•  Agreement

Digital Maturity Determining Your Current State


Marke.ngisusedforpromo.on;CRMfortrackingsalesac.vi.es(ifatall)

Maturity

Impact

Promo.on Messagesandtac.csaremanagedamongsalesandmarke.ng;thereisalinkbetweeninquiresamonginquirychannels

Aligned Systemsarecoordinatedbetween

marke.ngandsalesareresultsaremeasuredtoallowfordripcampaignsandothermessageadjustments

Performance

Lead To Revenue Online and CRM Integration


Initiatives & Activities

InternalApplications---------------

Systems of Record

MARKETING CLOUD

DASHBOARDS + REPORTING

SG2

CRM + PRMNurture and engage your customers with the right message at the right time. Stable, flexible platform to capture,

store and report data about your customers their experience across

touchpoints and channels.

Inference-free data for accurate competitive insight and market sizing

Highly visual, interactive data visualizations that are easy to share and portable as needed.

CustomerExperience

Awareness to AdvocacyAcross Touchpoints

Multi-Channels

Voice of Customer

MarketData

Activities

Segment

Customize

Prioritize

STRATEGY ANALYZE

DELIVER CAPTURE

DATA

ACTION

INSIGHTS

Holistic Engagement Digital Marketing


Email

Call

Web Form

Pager

Fax

MQ Lead

Lea

d

Appointments

Call Center

Scheduling

Service Line

Conve

rsio

n

Mar

ketin

g/R

efer

ral C

han

nel

s

Lead Nurturing

NPR Volume in Target Scope

Assigned Attribution

$ per New Patient

CreateAppt?

New Lead

Existing Patient S

ervi

ce C

han

nel

sNo

Yes

Marketing*Strategy

Email

Call

Web Form

Pager

Fax

Lea

d

Sal

es/R

efer

ral

Ch

ann

els

Marketing & Communication Channels

Mea

sure

men

t

Paid | Earned | Owned

Impr

essi

ons

Doweknowwhereourleadscomefrom?Arewenurturingleads?Wherearewelosingcustomers?Whatisourcustomeracquisi.oncost?Areweengagingourcustomersfromawarenesstoadvocacy?Whatisourcustomerlife.mevalue?WhatistherightPaid,Owned,Earnedmixformybrand?

Existing Customer

New Lead

$ per Project

Attribution

NPR Target Operations

Sales

SMEs

Team-based Selling

Customer360 Performance Monitoring


Currentperformanceversustargets

Experiencemetricsfrommul.pleperspec.ves:Partners,Customers,Employees

Programperformancetogoals

Sa.sfac.ontrendedwithfinancialmeasures

KPIs

KRIs

AlignsthecultureCreatesasharedvision

Buildstrustonalllevels

Modelsmoralbehavior

Advocatesforthecustomer

Motivatestheheart

Challengesthestatusquo

DevelopsandenablesotherstoactTransformationalleadershipistheprocess

wherebyapersonengagesothersandcreatesaconnectionthatraisesthelevelofmotivationandmoralityinboththeleader

andthefollower(Northouse).

It Starts With You Seizing the Opportunity

Transformation Recognizing What’s Involved


Envisionthedesiredfutureoutcomeandaligntheleadership

EngagetheorganizaAontoseehowtoachievethe

outcome

EnergizetheorganizaAontopursue

theendeavor

1. Frame:DevelopcommonunderstandingofsituaAondrivers

2.Diagnose:IdenAfythecurrentcharacterisAcsoftheorganizaAon

3.Map:Connectpeople,processandtechnologytobusinessimperaAve

4.Design:PrioriAzecriAcaltransformaAoncomponentsandplanprogram

5.Implement:Execute,monitortransformaAon,andcelebratesuccess

6.Sustain&Renew:Createstewardshipthroughmodeling,feedback,andcoaching

EnabletheorganizaAonto

perform

RTB…CTB Taking Action


Today’sBusinessModel

FutureBusinessModel

TheRedZone

Run

Employees

formationalLeaders

Managers

OurexperienceindicatesthatorganizaAonsgothroughatransformaAonalgrowthcurve.ThisisalifecyclethroughwhichtheorganizaAonwillmovebasedonitsabilitytodefinethedesiredfuturestate.

RedZonemanagementrequiresamoAvatedworkforce,asharedvision,energizedacAviAestoachievesuccessquicklyandthesupportsystemstostaythecourse.

“WemustconAnuedoingbusinesstodaywhilesimultaneouslychangingthewaywedobusiness.”

●  Whereareyougoing?●  Howwillyougetthere?●  Whenwillyouarrive?

Recap

What&Why

JeffThull

How

JohnMcKeever

Designing the Ecosystem

Our Value How We Work with Clients

We Appreciate the Opportunity Thank You

Scope of Services Oil & Gas

BusinessTransformaAon ExpertAdvisoryGroup RevenueGeneraAon

OuroilandgasconsultantshelpidenAfyandimplementkeyissuescriAcaltoachievingorganizaAonalsuccess.

OurExpertAdvisoryGroupbringsdecadesofexperiencetacklingtheindustry’smostchallengingprojectsworldwide.

FromnewproductcommercializaAontoservicedelivery,wehelpmarketleadersoutpacecompeAtorswithintheirspaceandacrosstheindustry.

•  MissionCriAcalProjectDelivery•  OperaAonalEffecAveness•  CriAcalCompetency&Capability•  StrategyDevelopment&

ImplementaAon•  LeadershipDevelopment&

ExecuAveCoaching

•  Offshore,Subsea&MarineEPCI

•  FieldDevelopment•  DueDiligence•  ReservoirEngineering•  ArcAcTeam•  Decommissioning

•  StrategicPlanning•  FinancialAnalysis•  RevenueCycleImprovement•  OperaAonalExcellence•  OrganizaAonalTransformaAon•  QualityandSafetyAssurance•  ExecuAveTransiAon

Gulf Research Panel Reaching Decision Makers


•  JointventureofGulfPublishingandEndeavorManagement

–  Since2001,annualmulA-clientsurveysonmarkeAngeffecAveness,brandequity,technologyneedsandHRissuesintheoilandgasindustry(upstreamanddownstream)

–  Opt-indatabaseof100,000WorldOilandHydrocarbonProcessingreadersusedexclusivelyforindustrysurveys

–  PanelistscerAfiedbyBPA

•  WeusethisdatabaseforconducAngproprietarymarkeAngresearchstudies

–  Weinterviewthousandsofoilandgasindustrypersonnelworldwideeachyearusingonlinesurveys,phoneandin-personinterviewsandfocusgroups

–  MainareasofconsulAngaremarkeAngstrategy,brandstrategyandnewproducts

About Us Weareastrategicbusinessadvisoryworkingmajoroil&gasindustryclientstodeveloptransforma.onalbusinessini.a.vesleadingtorapidgrowthinrevenuesandprofits.

Wehaveahistoryofservicetotheenergyindustryatallpointsinthevaluechain:explora.on,produc.on,transporta.on,trading,processing,marke.ngandsuppor.ngservices.

OurO&Ggroupworksin3keyareas:

●  BusinessTransforma.on●  ExpertAdvisoryGroup●  RevenueGenera.on

www.endeavormgmt.com/oil-and-gas

Accelerating Revenues in the New Oil and Gas Era · • Tradeshow marketing ... a link between...

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