Deciphering the Needs of Customers

Deciphering Customer Needs

A family friend tells a funny story about when his recently engaged son asked what it was like to be married. In paraphrase, here’s what he told the young man:

Years ago, your mother gave me two neckties for Fathers Day. As I got ready to go to brunch later that morning, I put on one of the ties to show my appreciation for her thoughtfulness. When I walked over to show her how nice the tie looked, she burst into tears and ran out of the room. Concerned, I followed her to find out why she was crying. After gathering herself, she replied, “You don’t like the other tie, do you?.”

EnergyPoint Research Man & Wife Illustration

Here’s the takeaway: no matter how hard we try, we can never be fully certain how others will respond to efforts to satisfy them.

While serving the oil and gas industry can certainly be rewarding for those suppliers that crack the customer-satisfaction code, it can be frustrating and financially taxing for those that never develop an understanding of customers’ needs and drivers.

One way suppliers can help their cause is to better understand the motivations and concerns of the individuals they deal with at customer companies.

For example, think a drilling or completions manager is only interested in the price at which a supplier can offer services? Think again. They are equally interested in how the supplier’s performance will reflect upon them. There’s nothing worse than being taken to task for a supplier’s non-performance. “You should have known” is usually the refrain.

By nature, oilfield customers typically try to avoid risks in who they deal with, what they purchase and how they interact with suppliers. Even for suppliers that pass the “safe operator” test, it can take years to make “approved” lists. The smallest insights into what drives customer satisfaction can mean the difference between success and failure.

To learn more about what might be rattling around in the heads of oilfield customers, and how suppliers might be better able to meet their needs, contact us regarding our Ratings & Analysis Reports. Both you and your customers will be glad you did.

New Tests Challenge Schlumberger

New Tests for Schlumberger Featured Image

As a capable giant in the oilfield, Schlumberger’s tentacles of services, manpower and ingenuity stretch into almost every major facet of exploration and production. Yet, from the purview of overall customer satisfaction, the company can appear more like a straw in a haystack.

To be sure, Schlumberger’s customer satisfaction ratings remain quite strong in the area of formation and well evaluation, a demonstration of strength at its core.  In fact, its acoustics-while-drilling and related wireline suite of products and services are considered by some to be must-haves these days.  Its scores are also strong in drill bits, drilling fluids, well testing, rotary steerable systems, deep water applications and international markets. Continue reading “New Tests Challenge Schlumberger”

The Grapevine: Halliburton

OIlfield Grapevine

Halliburton has seen a leveling off of its customer satisfaction marks recently, bringing to a halt the downward drift it experienced last year. Its plight going forward seems to increasingly hinge on the company’s Frac of the Future initiative.

Below are some observations on what we’ve read and heard from company management and its customers as of late, as well as input from others in the oilfield: Continue reading “The Grapevine: Halliburton”

The Emotive Power of Rankings

Emotive Power

In the 1970s, J.D. Power began publishing his ratings and rankings of initial quality as reported by new car buyers. The publishing of these results, which were based on comprehensive independent surveys designed and conducted by his firm, were notable for two reasons.

First, he published the entire set of rankings (i.e., top to bottom, first to last). This was not a common practice in those days, and is still relatively rare today. Second, the rankings consistently showed that U.S. auto manufacturers (General Motors, Ford, Chrysler and American Motors) were putting out products that were markedly inferior in terms of quality and customer satisfaction to those of their foreign counterparts, particularly the Japanese. Continue reading “The Emotive Power of Rankings”