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Market Segments

Market Segments

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Market Segments

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  1. Market Segments • Majors • Super Majors (BP, Shell, ExxonMobil, TOTAL, etc) • Majors (Agip, Repsol, ConocoPhillips, etc) • MRH • Investors (EGPC, etc) • Operators (Petrobras, Sonatrach, Yukos, Sonangol, etc) • Independents • Large independents (Apache, Anadarko EnCana, Dana) • Small, new entrants (Venture Production, Acorn, Tuscan)

  2. Majors • Majors are divided into two groups: • Super Majors • Majors • Operated Globally • Large reserves • Fully integrated • Finance available for investment • Growth and asset rationalization strategy

  3. MRH • Investors • Operators (Mature and New Entrants) • Large potential hydrocarbon reserves • Majority of operators have large percent of government investment • Politicized environment • Decision making process is slow • Revenue per employee is low • Lack of competency measurement • Limited training and recruitment programmes

  4. Independents • Large Independents • Small, New Entrants • Operate large fields in partnership with majors • Operate marginal and mature fields • Niche market strategy • Recruit highly professional and experienced staff • Use consultants. • The company often has a flat structure.

  5. Independent 12% Super Majors / Majors 46% Major Resource Holder 42% Market Segment Split In 2002*, Oil & Gas market is about $ 2 Trillion * Source: PIW 2002 and consultant’s estimates

  6. Trends for MRH’s • Globalization and consolidation • De-regulation and opening markets • Control of supply - demand • Technology drive

  7. Globalization and consolidation • Merging to remain independent, grow and diversify • Deal with strong competition • Manage international operations (“Production Sharing Agreements”, Labor Union…) • Comply with international HSE standards

  8. De-regulation and opening markets • Privatization programs • Market change and opening up “third world” market • Improvement of public services • Political change

  9. Control of supply- demand • Control of reserves in limited supply situations • On-shore and shallow off-shore potential exploited • Shifting to new and challenging exploration (gas monetization, marginal, mature field, deep water…) • Friendly environment for product supplies leading to new export businesses

  10. Technology drive • Access and transfer technology and technical expertise from foreigners to local people • Drive for self sufficiency, political objectives, retain local specialists,… • Develop commercial awareness for technical staff • Awareness of the latest technology (FPSO, ROV, 3D Seismic, horizontal drilling…)