Tag: Baker Hughes

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Surviving the Promises of Technology

Surviving Technology

Over the years, technology has played a heralded role in the oil and gas industry. It still does today. Pick up any trade publication and chances are you’ll find at least one well-worn tribute to its importance.

Yet, the fixation on hi-tech hasn’t been without problems. It’s even been value-destroying at times. We’d argue the industry’s intractable struggle with financial returns is due, in part, to spending on technology that isn’t justified. Continue reading “Surviving the Promises of Technology”

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Integrated Oilfield Suppliers Plot Divergent Paths

Integrated Suppliers Plot Different Paths - Featured Image

As the oil and gas sector stirs with a hopeful sense of purpose, several of its largest and most influential suppliers are pursuing distinctly different strategies. It’s not just about which products and services will propel the industry forward. To some extent, the balance of power between providers and customers is at stake.

On one end of the strategic spectrum sit Schlumberger and GE Oil & Gas. With the help of recent acquisitions, both companies hope to meld oilfield equipment and services into a new seamless network, one capable of generating and interpreting streams of data for use in improving performance across all phases of a well. If successful, the impact could be far-reaching. Continue reading “Integrated Oilfield Suppliers Plot Divergent Paths”

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GE Deal Offers Baker Hughes a New Beginning

GE Oil & Gas and Baker Hughes Hard Hats - Featured Image

GE Oil & Gas and Baker Hughes shocked the oil and gas world with the announcement they will come together to create the industry’s number two supplier. From a financial standpoint, the transaction is effectively an acquisition of Baker Hughes by GE. In practical terms, it’s more like a merger.

Both companies will contribute their respective businesses to a new publicly traded entity (“New” Baker Hughes). GE Oil & Gas will also contribute $7.4 billion in cash, which in turn will go to Baker Hughes shareholders in the form of a one-time dividend. GE will own 62.5% of the new company and run the overall show. Baker Hughes shareholders will own the remaining 37.5% and be represented in the boardroom with four of nine director seats. Continue reading “GE Deal Offers Baker Hughes a New Beginning”

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Halliburton & Baker Hughes: The Devil’s in the Details

It's Complicated

If the devil lies in the details when it comes to Halliburton making its acquisition of Baker Hughes work for stakeholders, so might the opportunity.

We’ve pointed out in the past the convergence of performance as seen by customers among the industry’s largest suppliers.  We see elements of this same effect in the latest customer satisfaction scores for Halliburton, Baker Hughes and Schlumberger.  With the exception of Schlumberger’s marks in engineering and technology, there’s generally little difference in the three companies’ ratings across several key performance and organizational attributes. Continue reading “Halliburton & Baker Hughes: The Devil’s in the Details”

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Halliburton’s Risky Bet on Consolidation

Risky Bet

The pending merger between Halliburton and Baker Hughes promises to be one of the most highly scrutinized corporate combinations in the history of the oil and gas industry.  Not only will the deal create, by some metrics, the largest provider of oilfield products and services in the world, it will irrevocably alter the balance of power for a customer base accustomed to long-standing rivalry among its largest suppliers.

Notwithstanding Halliburton CEO Dave Lesar’s contention that initial customer feedback regarding the deal was unanimously positive, customers have a right to be concerned any time two competitors of this size merge. Transformational transactions tend be troublesome for both shareholders and customers, and we suspect this deal could present its fair share of challenges. Continue reading “Halliburton’s Risky Bet on Consolidation”

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Global Shale: Potential Bonanza for Suppliers

Global Map

Shale-oil and -gas production in the U.S. has been revered by some as the fuel, engine and vehicle driving the nation toward energy independence and economic solvency. Astronomical estimates of reserves, millions of high-paying new oilfield jobs, enhanced competitiveness for American industry, greater tax inflows for state and federal governments, and incremental export revenues certainly justify the volume of discussion.

Shale has at once become both disruptive and transformative. It’s also here to stay. IEA estimates the share of U.S. shale oil and gas production to double by 2035. Continue reading “Global Shale: Potential Bonanza for Suppliers”

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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”

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The Grapevine: Baker Hughes

OIlfield Grapevine

Earlier this week, Baker Hughes reported financial results for the final quarter of 2012. As had been telegraphed, earnings were down compared to the same period a year ago. Revenues were off as well. Below are some thoughts regarding what we’ve read and heard from the company’s management and its customers, as well as some input from others in the oilfield:

  • We get the sense Baker Hughes is beginning to re-evaluate some of its strategic assumptions and decisions. For one, management is now rationalizing certain operations in global geo-markets whose prospects are questionable. This seems a smart, if overdue, move. Continue reading “The Grapevine: Baker Hughes”
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Baker Hughes Remains A Work In Progress

Under Construction

Transitions are hard, especially big ones. They’re even more challenging when they take a company from a well-plotted, successful path to an more uncertain one. Such is the story with Baker Hughes.

It’s been over three years since Baker Hughes embarked on its high-profile effort to transform from a relatively decentralized oilfield products and services provider to one determined to compete more widely and deftly via an expanded and deepened global footprint, along with a more integrated suite of products and services. To date, the promise of the strategy has yet to fully materialize. Continue reading “Baker Hughes Remains A Work In Progress”

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Can Weatherford Rise From The Ashes?

Weatherford

With the long-awaited restatement of its financials and resolution of tax issues expected to be completed shortly, Weatherford is looking to put one of the gloomiest chapters in its history behind it. And while the company faces challenges going forward, there’s evidence it could be closer than one might suspect to finding its natural place in the world.

An amalgam of acquired companies that provides everything from contract-drilling services to downhole completion tools, Weatherford has always possessed potential. Even its oilfield competitors acknowledge this. Yet, this potential has continually been arrested by an ongoing string of issues that, in whac-a-mole fashion, never seem to stop popping up. Continue reading “Can Weatherford Rise From The Ashes?”