According to the Hydrocarbon Statistic Bulletin (COES), the natural gas and crude import has considerably increased reaching up to 57.429 millions of tons. The same happens with the consumption of oil derived products, increasing in some cases even up to a 7.8% between the 2002 and 2003 years. Due to this, 5.902 millions of euros are going to be invested in gas infrastructures in the next 6 years, which converts the suppliers of Repsol YPF, CEPSA, ENAGAS and others, in high candidates to modify their Strategic Plans.
So much imports of oil and gas involves high security measures in the transportation, storage and polish, for which strong safety and quality standards will be implemented that any company to wants to compete in said market shall follow.
The main competitors of Siemens in said sector are General Electric (GE), Asea Brown Boveri (ABB), Honeywell, Yokogawa and Triconex among other, being GE and ABB the ones with highest quota in the market. They are two completely different groups since GE is growing in the sector and ABB is going through a phase of desinvestment, for which our reference will be made to GE.
Once the sector is studied and structure of Siemens is understood, some threatens, opportunities, weakness and strengths regarding the Group may be detected. Some of the external analyses are detailed, such as the high dependency in crude import in Spain, the strong safety and quality standards, the growth in the demand of diesel oil in auto motion, and adaptation to the polish processes due to the Kyoto protocol, clean energy solutions and strong investments in the sector. As far as the Siemens internal analysis goes we obtained a lack of knowledge and organization but a high world presence, a wide portfolio, sectorial treatment, work groups and competition centers created at a center level and complete solutions such as the case of the offshore rigs in Norway.
Using the SiemensOne concept and outlining the Plan with the Company’s policy the goal is to be at the top 3 suppliers in the market, increasing the quota by increasing the sales in the next years.
The policy to be followed at the Marketing Mix is as follows: the prices shall be adjusted to the divisions, applying discounts on sales; as for products, services and solutions, the majority of investigations of the principal house will come, producing operative models for the main clients; the distribution will be made mainly for the
Plan de Marketing del Sector Oil & Gas
Pablo Lacasa Horno