Oil and Gas

Objective

• An Oil drilling equipment company wanted to deep-dive on the thinking process and understand customer mindset while purchasing / leasing drilling equipment’s. The client also wanted to understand how the thinking process evolves when equipment is purchased / leased online instead of offline

Methodology

• Conducted in-depth interviews with customers who had either leased or considered leasing (N = 50) to understand thinking process involved in leasing equipment, especially leasing equipment through online platform
• Conducted customer survey (N = 350) in 2 weeks across 10 cities (mix of metro, tier 1 and tier 2 cities) for different customer archetypes across geographies, age-groups, income, and employment categories to understand key considerations while leasing / purchasing drilling equipment and propensity to purchase / lease online
• Created a flow chart enumerating the 4-step thinking process customers follow while choosing vendors to lease / purchase from including reasons thereof
• Identified where purchase vs leasing fits in the entire thinking process and how customer decides between purchase and leasing once equipment requirement enters the consideration set

Impact / Outcome

• Client clearly understood the entire thought process behind purchasing / leasing products and the additional nuances that appear if purchase / leasing is through online platform

Let's talk

Objective

• An oil and gas equipment manufacturer wanted to assess customer need for multiple user segments
• The client also wanted to understand the drivers of adoption for the brand, reasons for churn, and improvement areas to re-establish engagement

Methodology

• Surveyed 300+ drilling contractors, EPC companies, Oil field services companies, and Pipeline companies in India, Southeast Asia, and MENA
• Conducted 20+ in-depth interviews with churned users to understand factors of promotion/detraction and key pain points with the existing products used
• Analysis of various use cases, type of equipment required, avg. spend on equipment for sub-segments based on geography, placement in the value chain, the scale of the company
• Willingness to pay was analyzed for key service parameters for different customer archetypes

Impact / Outcome

• Oil and gas industry participants segmented into archetypes and drivers/barriers of adoption
• Key identifiers of churn and initiatives that could re-establish engagement were also identified

Let's talk

Objective

• An Oil manufacturer wanted to stream-line its vendor on-boarding process and wanted to parameterize the vendor selection for each raw material

Methodology  

• Conducted in-depth interview with multiple stakeholders (N = 10) and in-depth interview the current vendor base (N = 30) to understand the current vendor onboarding process 
• Conducted interviews with industry experts (N = 5) to understand the best practices for onboarding vendors
• Created dashboard for mapping vendor onboarding process helping visualize step by step progress for vendor onboarding

Impact / Outcome

• Client revamped the vendor onboarding process and streamlined the onboarding process reducing the number of touchpoints required for vendor

Let's talk

Objective

• A leading Oil manufacturer wanted to understand its perception amongst customers vs other competing companies along with reasons for stickiness and detraction. 

• Conducted customer survey (N = 500) of customers in 2 weeks across 10 cities (mix of metro and tier 1 cities) for different customer archetypes based on age groups, employment status, gender, income, educational qualification, educational background and years of job experience 
• Calculated NPS across different customer segments to understand reasons for difference in customer satisfaction across different segments  
• Conducted in-depth interviews (N = 20) with customers to understand key reasons for stickiness and propensity to switch to Oil company 
• Used proprietary NPS framework to identify key action items detailing specific improvement points along with identifying relative strengths and weaknesses 

• Client developed clarity on perception, preferences and feedback as compared to its competitors with action points on how to improve NPS

Let's talk

Objective

• A leading Oil and gas-oriented SaaS wanted to understand the level of adoption of supply chain participants with respect to digital processes. Further, the client wanted to understand willingness of supply chain participants to adopt a digital product (for procurement and supply chain digitization) 

Methodology

• Conducted customer survey (N = 500) for across in 4 weeks across 10 cities (mix of metro and tier 1 cities) for different customer archetypes across geographies, turnover, type of organization, etc. 
• Mapped typical digital adoption journey to identify existing digital touch points and further opportunities for digitization 
• Conducted in-depth distributor and vendor interviews (N = 30) to understand the functionalities they want from a new digital product, the key drivers of digital adoption, importance of brand and their willingness to pay 
• Deep-dived into product and performance benchmarking of key players to identify level of digitization and functionality 
• Conducted in-depth competitor interviews (N = 10) to understand strategy towards customer acquisition for digital offerings and technological pipeline 

Impact / Outcome

• Client gained detailed insights on adoption of digital software across geos and extent of digitization across supply chain. The client also understood key strengths and improvement areas for different supply chain partners along with customer’s willingness to adopt a new product 

Let's talk

Objective

• An established Oil manufacturer wanted to understand supply chain cost. Further, the client wanted to understand strategy and tactics being used by the nearest competitors to optimize the cost associated with supply chain. 

Methodology

• Conducted an in-depth study on the different distributors and vendors (N = 30) with a focus on identifying costs associate the supply chain and key pain points associated with current supply chain 
• Conducted in-depth interviews (N = 25) with distributors of competitors and industry professionals (N = 10) to understand areas of optimizing the cost associated with supply chain 
• Identified areas of differentiation in terms of the business and operating models, with a deep dive on identifying cost heads that can be optimized 

Impact / Outcome

• The client developed a thorough understanding of cost associated with current supply chain and was able to understand the scope of optimizing the cost associated with the supply chain

Let's talk