Post on 20-Jul-2020
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
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● 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
©2001-17 Prime Resource Group. All rights reserved.
§ 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!
©2001-17 Prime Resource Group. All rights reserved.
Creating … very complex decisions for your customers
©2001-17 Prime Resource Group. All rights reserved.
§ 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 …
©2001-17 Prime Resource Group. All rights reserved.
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
©2001-17 Prime Resource Group. All rights reserved.
§ 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
©2001-17 Prime Resource Group. All rights reserved.
“The problem with communication … is the illusion that it has been accomplished.”
George Bernard Shaw
Value Communication vs. Value Clarity
©2001-17 Prime Resource Group. All rights reserved.
§ 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
©2001-17 Prime Resource Group. All rights reserved.©2001-17 Prime Resource Group. All rights reserved.
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
©2001-17 Prime Resource Group. All rights reserved.©2001-17 Prime Resource Group. All rights reserved.
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
©2001-17 Prime Resource Group. All rights reserved.
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
©2001-17 Prime Resource Group. All rights reserved.
§ 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
©2001-17 Prime Resource Group. All rights reserved.
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:
©2001-17 Prime Resource Group. All rights reserved.©2001-17 Prime Resource Group. All rights reserved.
“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
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Growth PlayBook Steps
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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
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Buyer Personas Putting Customers at the Center
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Experience Map Combining Marketing/Sales
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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
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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
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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
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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
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
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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
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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
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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
www.endeavormgmt.com/oil-and-gas 37
• 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
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