Global Oil and Gas Survey 2012-2013: Market Trends, Marketing Spend and Sales Strategies in the Global Oil and Gas Industry

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Global Oil and Gas Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in the Global Oil and Gas Industry

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Synopsis

Global Oil and Gas Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in the Global Oil and Gas Industry is a new report by ICD Research that analyzes how oil and gas companies' media spend, marketing and sales strategies & practices and business planning are set to change in 2012–2013. This report provides the current size of the marketing and advertising budgets of global oil and gas suppliers and how spending by suppliers will change, providing insight into global marketing behaviour. In addition, the report also identifies future growth of buyers and suppliers and M&A activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.

Summary

Why was the report written?

This report is the result of an extensive survey drawn from ICD Research's exclusive panel of 279 leading global oil and gas industry executives. The report provides data and analysis on global oil and gas industry suppliers' media spend, marketing and sales strategies, and practices and business planning within the global oil and gas industry. This report includes key topics such as media channel spending outlooks, media budgets, marketing agency selection criteria, business challenges and sales tactics of leading suppliers within the global oil and gas industry. The report also identifies suppliers' future growth, M&A and investment expectations.

Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviours, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, ICD Research created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global oil and gas industry.

What is the current market landscape and what is changing?

Of respondents across the global oil and gas industry, 57% are 'more optimistic' about revenue growth for their company over the next 12 months than the previous 12 months.

What are the key drivers behind recent market changes?

This optimism is based on the implementation of cost containment measures, the growth of profitable markets such as the South East Asian countries, as well as China and India, and positive changes in business strategies for driving sales. Additionally, the top priorities for the global oil and gas industry in 2012 are 'improving operational efficiency', 'expand in current market' and 'stabilizing company finances'. Furthermore, according to 38% of respondents from the global upstream oil and gas industry and 48% from the downstream oil and gas industry, headcounts in their organizations in 2012 are expected to increase steadily by up to 2%.

What makes this report unique and essential to read?

"Global Oil and Gas Survey 2012–2013: Market Trends, Marketing Spend and Sales Strategies in Global Oil and Gas Industry" is a new report by ICD Research that analyzes how oil and gas industry companies' media spend, marketing and sales strategies & practices and business planning are set to change in 2012–2013. This report provides the current size of the marketing and advertising budgets of global oil and gas industry suppliers and how spending by global oil and gas industry suppliers will change, providing insight into global marketing behaviour. In addition, the report also identifies future growth of buyers and suppliers and M&A activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.

Scope

Project industry trends and revenue growth expectations in 2012 and understand business confidence to take informed business decisions.

Drive revenues by understanding future product investment areas and key growth regions.

Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business.

Formulate effective sales and marketing strategies by identifying how suppliers' marketing budgets are changing and direction of spend in the future. Better promote your business by aligning your capabilities and business practices with your customer's changing needs.

Secure stronger customer relationships by understanding the behaviour and changing strategies of industry suppliers.

Reasons To Buy

Benchmarks sales and marketing plans with industry competitors to effectively determine strategy. This report also promotes your business by aligning your capabilities and business practices with your customers' changing needs during these times of market uncertainty.

This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report promotes your business by aligning your capabilities and business practices with your customer's changing needs.

The report is based on primary survey research conducted by ICD Research accessing its B2B panels comprised of senior purchase decision makers and leading supplier organizations.

Key Highlights

Conferences and events', 'email and newsletters' and 'corporate and brand websites' to dominate future investment

'Conferences and events', 'email and newsletters' and 'corporate and brand websites' are expected to register the highest investment, as identified by 39%, 37% and 37% of respective respondents. Conversely, 'radio', 'television and video' and 'newspaper' advertisement are expected to attract the least investment.

'Customer retention', 'customer acquisition' and 'brand building or awareness' dominate key marketing aims of suppliers for 2012–2013

'Customer retention', 'customer acquisition' and 'brand building or awareness' are identified as key marketing aims for global oil and gas industry suppliers, with 61%, 40% and 38% of industry respondents respectively expressing that these were very important aims. The most significant strategy that suppliers plan to employ in 2012 is to 'focus sales efforts on generating new business' and to 'focus sales efforts on existing markets' as identified by 61% and 45% of respondents respectively.

Use of natural gas in commercial vehicles and industrial use is further driving up investment in storage infrastructure for refined petroleum products global refining capacity

The use of natural gas in commercial vehicles and industrial use is further driving up investment in storage infrastructure for refined petroleum products such as compressed natural gas (CNG) and liquefied natural gas (LPG). Companies are focusing on increasing their revenue generation by means of adding their refining and storage capacities with much of the global refining capacity additions coming into play within Asia.

The optimism level in the upstream oil and gas sector is expected to be fuelled by improved cash flows and credit metrics

The optimism level in the upstream oil and gas sector is expected to be fuelled by improved cash flows and credit metrics as a result of higher oil prices. In the case of the downstream and midstream oil and gas sector, contract backlogs and the rise in oil prices are expected to provide the required support to activity levels and credit profiles of companies operating in the sector.

North American companies most optimistic on revenue growth

Of all respondents, 69% from companies with operations in North America are optimistic about revenue growth over the next 12 months, as compared with 53% of respective respondents from Europe and the Rest of the World and 52% from Asia-Pacific. The credit worthiness of large integrated upstream oil and gas companies is set to improve in North America, driven by their oil-heavy upstream portfolios, sizable cash balances and reasonably low net debt levels.

Table of Contents

1 Introduction

1.1 What is this report about?

1.2 Definitions

1.3 Methodology

1) Online Survey

2) Secondary Research

3) Data Analysis and Report Writing

4) Quality Control

1.4 Profile of survey respondents

1.4.1 Profile of buyer respondents

1.4.2 Profile of supplier respondents

2 Executive Summary

3 Global Oil and Gas Industry Dynamics

3.1 Revenue Growth Projections in the Global Oil and Gas Industry

3.1.1 Revenue growth expectations by company type

3.1.2 Revenue growth expectations by region

3.1.3 Revenue growth expectations by turnover

3.1.4 Revenue growth expectations by senior level respondents

3.1.5 Company revenue growth optimism: cross industry comparisons

3.2 Future Developments in Business Structure in the Global Oil and Gas Industry

3.2.1 Future developments by buyers

3.2.2 Future developments by suppliers

3.2.3 Future developments by region

3.2.4 Future developments by turnover

3.2.5 Future developments by senior level respondents

3.3 Merger and Acquisition (M&A) Activity Projections in the Global Oil and Gas Industry

3.3.1 M&A activity projections by buyers

3.3.2 M&A activity projections by suppliers

3.3.3 M&A activity projections by region

3.3.4 M&A activity projections by company turnover

3.4 Capital Expenditure Forecast: Global Oil and Gas Industry

3.4.1 Forecast of capital expenditure by buyers

3.4.2 Forecast of capital expenditure by suppliers

3.4.3 Forecast of capital expenditure by region

3.4.4 Forecast of capital expenditure by company turnover

3.5 Planned Change in Staff Recruitment in the Global Oil and Gas Industry

3.5.1 Planned change in staff recruitment by buyers

3.5.2 Planned change in staff recruitment by suppliers

3.5.3 Planned change in staff recruitment by region

3.5.4 Planned change in staff recruitment by company turnover

4 Global Oil and GasIndustry Market Growth Outlook

4.1 Global Oil and Gas Industry: Demand in Emerging Markets

4.1.1 Demand in emerging markets by buyers

4.1.2 Demand in emerging markets by suppliers

4.1.3 Demand in emerging markets by region

4.1.4 Demand in emerging markets by company turnover

4.2 Global Oil and Gas Industry: Growth Expectations in Developed Countries

4.2.1 Growth expectations in developed countries by buyers

4.2.2 Growth expectations in developed countries by suppliers

4.2.3 Growth expectations in developed countries by region

4.2.4 Growth expectations in developed countries by company turnover

5 Threats and Opportunities for the Global Oil and Gas Industry

5.1 Global Oil and Gas Industry: Leading Business Concerns for 2012–2013

5.1.1 Leading business concerns for 2012–2013by company type

5.1.2 Leading business concerns for 2012–2013 by region

5.1.3 Leading business concerns by company turnover

5.2 Global Oil and Gas Industry: Key Supplier Actions to Secure Buyer Business

5.2.1 Actions to secure buyer business by buyer respondents

5.2.2 Actions to maintain and secure buyer business by region

5.2.3 Actions to maintain and secure buyer business by turnover

5.2.4 Actions to maintain and secure buyer business by procurement budget

5.2.5 Actions to maintain and secure buyer business by purchasing decision authority

6 Global Oil and Gas Industry: Supplier Marketing Spend Activity

6.1 Annual Marketing Budgets: Global Oil and Gas Industry Suppliers

6.1.1 Annual marketing budgets by region

6.1.2 Annual marketing budgets by company turnover

6.2 Global Oil and Gas Industry: Planned Change in Marketing Expenditure Levels

6.2.1 Planned change in marketing expenditure levels by region

6.2.2 Planned change in marketing expenditure levels by company turnover

6.2.3 Planned change in marketing expenditure levels vs. revenue growth expectations

6.2.4 Net change in planned marketing expenditure – cross industry comparison

6.3 Global Oil and Gas Industry: Future Investment by Media Channels

6.3.1 Future investment by media channel by region

6.3.2 Future investment by media channel by company turnover

6.4 Global Oil and Gas Industry: Suppliers' Future Investment in Marketing and Sales

6.4.1 Future investment in marketing and sales by region

6.4.2 Future investment in marketing and sales by company turnover

7 Global Oil and Gas Industry: Marketing and Sales Behaviors and Strategies in 2012–2013

7.1 Global Oil and Gas Industry: Key Marketing Aims of Suppliers for 2012–2013

7.1.1 Key marketing aims by region

7.1.2 Key marketing aims by company turnover

7.1.3 Key marketing aims by revenue growth expectations

7.2 Global Oil and Gas Industry: Essential Amendments to Marketing Activities in 2012–2013

7.2.1 Amendments to marketing activities by region

7.2.2 Amendments to marketing activities by company turnover

7.3 Global Oil and Gas Industry: Use of New Media for Business Prospects

7.3.1 Use of new media by region

7.3.2 Use of new media by company turnover

7.4 Global Oil and Gas Industry: Critical Success Factors for Choosing a Marketing Agency

7.4.1 Critical success factors by region

7.4.2 Critical success factors by company turnover

8 Appendix

8.1 Global Oil and Gas Industry Survey Results – Closed Questions

8.2 Methodology

8.3 Contact us

8.4 About ICD Research

8.5 Disclaimer

List of Tables

Table 1: Global Oil and Gas Industry Survey Respondents by Company Type, 2012

Table 2: Global Oil and Gas Industry Buyer Respondents by Job Role (%), 2012

Table 3: Global Oil and Gas Industry Buyer Respondents by Company Turnover (%), 2012

Table 4: Global Oil and Gas Industry Buyer Respondents by Region (%), 2012

Table 5: Global Oil and Gas Industry Supplier Respondents by Job Role (%), 2012

Table 6: Global Oil and Gas Industry Supplier Respondents by Company Turnover (%), 2012

Table 7: Global Oil and Gas Industry Supplier Respondents by Region (%), 2012

Table 8: Revenue Growth Optimism in the Global Oil and Gas Industry (%), 2012

Table 9: Revenue Growth Optimism in the Global Oil and Gas Industry by Company Type (%), 2012

Table 10: Revenue Growth Optimism in the Global Oil and Gas Industry by Region (%), 2009–2012

Table 11: Revenue Growth Optimism in the Global Oil and Gas Industry by Turnover (%), 2012

Table 12: Revenue Growth Optimism in the Global Oil and Gas Industry by Senior Respondents (%), 2012

Table 13: Key Expected Changes in Business Structure: Global Upstream Oil and Gas Companies (%), 2012

Table 14: Key Expected Changes in Business Structure: Global Downstream and Midstream Oil and Gas Companies (%), 2012

Table 15: Key Expected Changes in Business Structure: Global Oil and Gas Industry Suppliers (%), 2012

Table 16: M&A Activity: Global Upstream Oil and Gas Companies (%), 2012

Table 17: M&A Activity: Global Downstream and Midstream Oil and Gas Companies(%), 2012

Table 18: M&A Activity: Global Oil and Gas Industry Suppliers (%), 2012

Table 19: M&A Activity by Region: Global Oil and Gas Industry(%),2012

Table 20: M&A Activity by Turnover: Global Oil and Gas Industry(%), 2012

Table 21: Forecast of Capital Expenditure by Global Upstream Oil and Gas Companies(%), 2012

Table 22: Forecast of Capital Expenditure by Global Downstream and Midstream Oil and Gas Companies (%), 2012

Table 23: Global Oil and Gas Industry: Forecast of Capital Expenditure by Suppliers (%), 2012

Table 24: Global Oil and Gas Industry: Forecast of Capital Expenditure by Region (%), 2012

Table 25: Global Oil and Gas Industry: Forecast of Capital Expenditure by Turnover (%), 2012

Table 26: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Buyers (%), 2012

Table 27: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012

Table 28: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Region (%), 2012

Table 29: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Table 30: Demand in Emerging Markets: Upstream Oil and Gas Companies (%), 2012

Table 31: Demand in Emerging Markets: Downstream and Midstream Oil and Gas Companies (%), 2012

Table 32: Global Oil and Gas Industry: Demand in Emerging Markets by Suppliers (%), 2012

Table 33: Growth Projections in Developed Countries: Upstream Oil and Gas Companies(%), 2012

Table 34: Growth Projections in Developed Countries: Downstream and Midstream Oil and Gas Generation Companies (%), 2012

Table 35: Global Oil and Gas Industry: Growth Projections in Developed Countries by Suppliers (%), 2012

Table 36: Global Oil and Gas Industry: Leading Business Concerns (%), 2012–2013

Table 37: Global Oil and Gas Industry: Leading Business Concerns by Company Type (%), 2012–2013

Table 38: Global Oil and Gas Industry: Leading Business Concerns by Region (%), 2012–2013

Table 39: Global Oil and Gas Industry: Leading Business Concerns by Company Turnover (%), 2012–2013

Table 40: Global Oil and Gas Industry: Securing Buyer Business: Buyer Responses (%), 2012

Table 41: Global Oil and Gas Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012

Table 42: Global Oil and Gas Industry: Securing Buyer Business by Region (%), 2012

Table 43: Global Oil and Gas Industry: Securing Buyer Business by Turnover (%), 2012

Table 44: Global Oil and Gas Industry: Securing Buyer Business by Procurement Budget (%), 2012

Table 45: Annual Marketing Budgets: Global Oil and Gas Industry Suppliers (%),2012

Table 46: Annual Marketing Budgets in the Global Oil and Gas Industry by Region (%), 2012

Table 47: Annual Marketing Budgets in the Global Oil and Gas Industry by Turnover (%), 2012

Table 48: Planned Change in Marketing Expenditure Levels: Global Oil and Gas Industry Suppliers (%), 2012

Table 49: Global Oil and Gas Industry: Planned Change in Marketing Expenditure by Region (%), 2012

Table 50: Global Oil and Gas Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012

Table 51: Net Change in Planned Marketing Expenditure, All Industries (%) 2012

Table 52: Future Investment by Media Channels: Global Oil and Gas Industry Suppliers, 2012

Table 53: Global Oil and Gas Industry: Future Investment in Marketing and Sales (%), 2012

Table 54: Global Oil and Gas Industry: Future Investment in Marketing and Sales by Region (%), 2012

Table 55: Global Oil and Gas Industry: Future Investment in Marketing and Sales by Turnover (%), 2012

Table 56: Key Marketing Aims: Global Oil and Gas Industry Suppliers (%), 2012

Table 57: Global Oil and Gas Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Table 58: Amendments to Marketing Activities: Global Oil and Gas Industry Suppliers (%), 2012

Table 59: Global Oil and Gas Industry: Amendments to Marketing Activities by Region (%), 2012

Table 60: Global Oil and Gas Industry: Amendments to Marketing Activities by Turnover (%), 2012

Table 61: Use of New Media: Global Oil and Gas Industry Suppliers (%), 2012

Table 62: Global Oil and Gas Industry: Use of New Media by Region (%), 2012

Table 63: Global Oil and Gas Industry: Use of New Media by Company Turnover (%), 2012

Table 64: Critical Success Factors: Global Oil and Gas Industry Suppliers (% ), 2012

Table 65: Global Oil and Gas Industry: Critical Success Factors by Region (%), 2012

Table 66: Global Oil and Gas Industry: Critical Success Factors by Turnover (%), 2012

Table 67: Global Oil and Gas Industry Survey Results - Closed Questions

List of Figures

Figure 1: Revenue Growth Optimism in the Global Oil and Gas Industry (%), 2012

Figure 2: Revenue Growth Optimism in the Global Oil and Gas Industry by Company Type (%), 2012

Figure 3: Revenue Growth Optimism in the Global Oil and Gas Industry by Region (%), 2009–2012

Figure 4: Revenue Growth Optimism in the Global Oil and Gas Industry by Turnover (%), 2012

Figure 5: Revenue Growth Optimism in the Global Oil and Gas Industry by Senior Respondents (%), 2012

Figure 6: Company Revenue Growth Optimism: Cross Industry Comparison (%), 2012

Figure 7: Key Expected Changes in Business Structure: Global Upstream Oil and Gas Companies (%), 2012

Figure 8: Key Expected Changes in Business Structure: Downstream and Midstream Oil and Gas Companies (%), 2012

Figure 9: Key Expected Changes in Business Structure: Global Oil and Gas Industry Suppliers(%), 2012

Figure 10: Key Expected Changes in Business Structure by Region: Global Oil and Gas Industry (%), 2012

Figure 11: Key Expected Changes in Business Structure by Turnover: Global Oil and Gas Industry (%), 2012

Figure 12: Key Expected Changes by Senior Level Respondents: Global Oil and Gas Industry (%), 2012

Figure 13: M&A Activity: Global Upstream Oil and Gas Companies (%), 2012

Figure 14: M&A Activity: Global Downstream and Midstream Oil and Gas Companies(%), 2012

Figure 15: M&A Activity: Global Oil and Gas Industry Suppliers (%), 2012

Figure 16: M&A Activity by Region: Global Oil and Gas Industry (%), 2012

Figure 17: M&A Activity by Turnover: Global Oil and Gas Industry(%), 2012

Figure 18: Forecast of Capital Expenditure by Global Upstream Oil and Gas Companies (%), 2012

Figure 19: Forecast of Capital Expenditure by Global Downstream and Midstream Oil and Gas Companies (%), 2012

Figure 20: Global Oil and Gas Industry: Forecast of Capital Expenditure by Suppliers (%), 2012

Figure 21: Global Oil and Gas Industry: Forecast of Capital Expenditure by Region (%), 2012

Figure 22: Global Oil and Gas Industry: Forecast of Capital Expenditure by Turnover (%), 2012

Figure 23: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Buyers (%), 2012

Figure 24: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012

Figure 25: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Region (%), 2012

Figure 26: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Turnover (%), 2012

Figure 27: Global Oil and Gas Industry: Top Ten Growth Regions, 2012

Figure 28: Global Oil and Gas Industry: Top Five Emerging Markets , 2012

Figure 29: Demand in Emerging Markets: Upstream Oil and Gas Companies(%), 2012

Figure 30: Demand in Emerging Markets: Downstream and Midstream Oil and Gas Companies (%), 2012

Figure 31: Global Oil and Gas Industry: Demand in Emerging Markets by Suppliers (%), 2012

Figure 32: Global Oil and Gas Industry: Demand in Emerging Markets by Region (%), 2012

Figure 33: Global Oil and Gas Industry: Demand in Emerging Markets by Turnover (%), 2012

Figure 34: Top Five Developed Regions by Growth (%), 2012

Figure 35: Growth Projections in Developed Countries: Upstream Oil and Gas Industry (%), 2012

Figure 36: Growth Projections in Developed Countries: Downstream and Midstream Oil and Gas Companies (%), 2012

Figure 37: Global Oil and Gas Industry: Growth Projections in Developed Countries by Suppliers (%), 2012

Figure 38: Global Oil and Gas Industry: Growth Projections in Developed Countries by Region, 2012

Figure 39: Global Oil and Gas Industry: Growth Projections in Developed Countries by Turnover, 2012

Figure 40: Global Oil and Gas Industry: Leading Business Concerns (%), 2012–2013

Figure 41: Global Oil and Gas Industry: Top Five Leading Business Concerns, 2012–2013

Figure 42: Global Oil and Gas Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012

Figure 43: Global Oil and Gas Industry: Securing Buyer Business by Turnover (%), 2012

Figure 44: Global Oil and Gas Industry: Securing Buyer Business by Purchasing Authority (%), 2012

Figure 45: Annual Marketing Budgets: Global Oil and Gas Industry Suppliers (%),2012

Figure 46: Annual Marketing Budgets in the Global Oil and Gas Industry by Region (%), 2012

Figure 47: Annual Marketing Budgets in the Global Oil and Gas Industry by Turnover (%), 2012

Figure 48: Planned Change in Marketing Expenditure Levels: Global Oil and Gas Industry Suppliers (%), 2012

Figure 49: Global Oil and Gas Industry: Planned Change in Marketing Expenditure by Region (%), 2012

Figure 50: Global Oil and Gas Industry: Planned Change in Marketing Expenditure by Turnover (%), 2012

Figure 51: Planned Change in Marketing Expenditure by Revenue Growth Expectations (%), 2012

Figure 52: Future Investment by Media Channels: Global Oil and Gas Industry Suppliers, 2012

Figure 53: Global Oil and Gas Industry: Future Investment by Media Channels by Region (%), 2012

Figure 54: Global Oil and Gas Industry: Future Investment by Media Channels by Turnover (%), 2012

Figure 55: Global Oil and Gas Industry: Future Investment in Marketing and Sales (%), 2012

Figure 56: Global Oil and Gas Industry: Future Investment in Marketing and Sales by Region (%), 2012

Figure 57: Global Oil and Gas Industry: Future Investment in Marketing and Sales by Turnover (%), 2012

Figure 58: Key Marketing Aims: Global Oil and Gas Industry Suppliers (%), 2012

Figure 59: Global Oil and Gas Industry: Key Marketing Aims by Region (%), 2012

Figure 60: Global Oil and Gas Industry: Key Marketing Aims by Company Turnover (%), 2012

Figure 61: Global Oil and Gas Industry: Key Marketing Aims by Revenue Growth Expectations (%), 2012

Figure 62: Amendments to Marketing Activities: Global Oil and Gas Industry Suppliers (%), 2012

Figure 63: Global Oil and Gas Industry: Amendments to Marketing Activities by Region (%), 2012

Figure 64: Global Oil and Gas Industry: Amendments to Marketing Activities by Turnover (%), 2012

Figure 65: Use of New Media: Global Oil and Gas Industry Suppliers (%), 2012

Figure 66: Global Oil and Gas Industry: Use of New Media by Region (%), 2012

Figure 67: Global Oil and Gas Industry: Use of New Media by Company Turnover (%), 2012

Figure 68: Critical Success Factors: Global Oil and Gas Industry Suppliers (% ), 2012

Figure 69: Global Oil and Gas Industry: Critical Success Factors by Region (%), 2012

Figure 70: Global Oil and Gas Industry: Critical Success Factors by Turnover (%), 2012

Companies mentioend

BG Group Plc, Dart Energy, SSE Energy Supply Limited, Essar Oil Limited, International Energy Agency, Common Data Access, Oil and Gas UK, Schlumberger Information Solutions, New Zealand Refining Company, CGGVeritas, Det norske oljeselskap ASA, Tamrotor Marine Compressors, Technip, Petrobras, AWE Limited, Genting Berhad, New Zealand Oil and Gas Limited, Storm Ventures International, L'Enterprise Tunisienne d'Activites Petrolieres, Pacific Energy Development Corp, Blast Energy Services, DNO International, RAK Petroleum, Puma Energy, ExxonMobil, Teekay Offshore, Sevan Marine, Piranema FPSO, Weir Group PLC, Novatech LLC, URS Corporation, Flint Energy Services, Seadrill, Equion Energia, Garware Offshore, Azerbaijan International Operating Company, Emerson Process Management, Essar Energy, Kenya Petroleum Refineries Limited, Lux Assure, OGX Petroleo e Gas Participacoes, PPL Shipyard, Sembcorp Marine, Indian Oil Corporation, Lewa, Rolls-Royce, National Petroleum Construction Company, Oil and Natural Gas Corporation of India, Mitsubishi, Encana Corp, Tap Oil, Korean National Oil Corp, DNV, Accelerate Oil and Gas, World National Oil Companies Congress, Facebook, Twitter, LinkedIn, YouTube, ConocoPhillips,

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