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TABLE OF CONTENTS
1) Executive Summary
2) Company Description
3) Market Analysis
Target market
Profile of competitors
Your Competitive advantage
Marketing strategy
Sales Strategy
Pricing Strategy
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1. EXECUTIVE SUMMARY
This section after it have written the rest of the business plan. Here it should highlight all the key
messages from the rest of the document and sum up the following areas
2. COMPANY DESCRIPTION
NOV operates through three reporting segments: Rig Technologies, Wellbore Technologies, and
Completion & Production Solutions
Financial backers
Company structure and areas of responsibility
Shareholders names, no. of shares, % shareholding and cash investment to date (if
applicable)
Objectives
Break your long term aim down into specific milestones to be achieved by the company over the
period of the business plan.
3. Which actions can we do to minimized the weakness through the opportunities arose?
o Combined Opportunities + Weakness ( external + internal )
3. MARKET ANALYSIS
This section covers market research and competitor analysis. it must show the understanding about
the marketplace and that there is a viable market for the product or service. This will also justify the
sales projections made in your financial projections.
Target Market
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Describe the market to which you are planning to sell your product or service. You might want to break
your market down into different segments describing their relative size and characteristics.
You should estimate the value of your market segments so you can estimate your potential for sales. It
is also important to understand what is happening in these segments if, for example, they are growing
or declining. You can then adjust your plan to reflect your response to these trends.
Profile of Competitors
You need to know who your competitors are in your market place. You should illustrate who they are
and where they are, what they sell and what their unique selling point is.
• Schlumberger is seen as one of National Oilwell Varco's top competitors. Schlumberger was
founded in 1927, and is headquartered in Houston, Texas. Schlumberger operates in the Oil &
Gas Refining & Marketing industry. Schlumberger generates $29.1B more revenue vs.
National Oilwell Varco;
• Halliburton is a top competitor of National Oilwell Varco. Halliburton was founded in 1919,
and its headquarters is in Houston, Texas. Halliburton competes in the Oil & Gas Exploration
& Production industry. Halliburton has 23.111 more employees than National Oilwell Varco;
• Weatherford is National Oilwell Varco's #3 rival. Weatherford was founded in Houston, Texas}
in 1948. Weatherford is in the Oil & Gas Equipment & Services field. Compared to National
Oilwell Varco, Weatherford generates $2B less revenue.
1. Oilfield equipment manufacturer National Oilwell Varco (NOV) has signed a 10-year contract
with Transocean for services and media on 15 probes. "The goal for both parties is to reduce
total cost and maximize unit uptime," explained NOV chief executive Clay Williams. The
agreement covers some of NOV's key technologies, such as a condition monitoring system
that, according to Williams, reduces unnecessary maintenance and improves equipment
safety. NOV reduced its losses in the second quarter and posted a loss of $ 75 million in the
period compared to a loss of $ 217 million a year earlier.
2. The fierce dispute is expected, as Petrobras is preparing to supply floating production, storage
and offloading units of medium size that does not have a revitalization project center for the
Marlim field in the Campos basin.Possible newcomers to the Brazilian ring include the MISC
group from Malaysia and a partnership between Malaysia Yinson Holidings and the National
Oilwell Varco, based in Houston.
3. National Oilwell Varco (NOV), for example, is offering upgrade kits for some of its platforms
that are already in the field. The upgrade kit extends the life cycle and utilization of the
existing iron roughneck and increases torque magnitude to meet the emerging probe
application demands associated with longer side wells, according to NOV. And it's that kind of
efficiency improvement that can separate the winners from the losers.
4. REDMOND, Wash. — July 18, 2018 — On Wednesday, National Oilwell Varco, a leading
provider of technology, equipment and services to the global oil and gas industry, and
Microsoft Corp. announced an agreement to collaborate on digitally enhancing NOV’s sales
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platform and field service operations to deliver premier experiences, including project
management and drilling operations, to the oil and gas industry.
As oil and gas producers continue to push to optimize productivity and minimize downtime,
NOV is leveraging Microsoft Dynamics 365 to streamline business processes, access real-
time data and insights, and revolutionize field service operations with a digital, mobile-first
approach. With Microsoft cloud-powered solutions, NOV is enriching legacy systems and
processes to drive consistency and visibility across platforms. The goal is to increase revenue
generation while reducing revenue leakage and improve service margins through greater
efficiencies, higher levels of customer satisfaction, and better retention rates. Using Microsoft
Dynamics 365 is enabling employees across NOV’s departments to be more adaptable,
reliable and efficient.
Marketing Plan
You marketing plan must describe in detail how you will position your product or service in the market
and differentiate it from its competitors. You should set out:
Your marketing objectives which usually reflect your overall business objectives
Your brand positioning in the market place. You should be able to describe your positioning in
terms of one or more of:
Unique product features
Added value to the customer
Price positioning
As a driver of efficiency
Greater compatibility with existing systems
Include any independent validation or case studies
How you will set the price charged for your product or service. This must match up with the
figures in your financial projections. You will want to consider:
Competitors’ prices
Level of competition in the market
Perception of quality-price relationship by customers
Production costs and overheads
How you will promote your product to your key market segments. You might want to use one
or more of the following:
Advertising – where, when, how, to whom
Public relations
Direct marketing
Website and internet marketing
Exhibitions and conferences
Word of mouth
The resources you have to undertake your marketing
If appropriate you will also make reference to:
Potential customers have you already targeted
Any product or site testing you have already undertaken
Sales Plan
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Your Sales Plan will describe how you will sell your product or service to the target market. You might
use one or more of the follow routes to market but for each you need to explain the advantages and
practicalities of developing them and how they will deliver sales:
Directly
Retail
Distributor
Agent
Sales rep
Website
Management Team
Describe the team of people who will be responsible for managing the business, their experience and
expertise. You will need to consider how the key areas of your business will be structured. You might
also need to explain how the management team will increase or change as the business grows.
Staffing
Explain how and in what areas your employee numbers will grow as your business expands. You
should relate this to the skills and positions you will need rather than to individual people. It might be
useful to include an organisation chart in this section.
Training Plans
Outline the planned employee and management development to be undertaken in order to maintain a
skilled workforce. This should also tie in with the future market developments and any new product or
service developments.
Recruitment
Outline any planned recruitment activity including your policy and process for taking on new staff.
6. OPERATIONS
You need to think about how you will operate your business. What you will need in terms of
infrastructure to manufacture or deliver your product or service. You should consider:
Premises
Plant and equipment
Production processes
IT requirements
Transport and delivery
Suppliers
Insurance
Licences and regulatory/compliance obligations
Environmental impact
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MEASUREMENT
Measure success and progress
Define and monitor value-adding KPIs
Strive for a full costing measurement
Retention Rate - Percentage of expiring contract renewals vs dropoffs (for subscription business
models)
• Customer Churn Rate - Percentage of customers who cancel their contracts or fail to renew
them
• Customer Satisfaction Score – How satisfied customers are with your product or service (you
can use client surveys to track this metric)
• Support Requests - Number of calls or emails from customers reporting issues or requesting
help
• Support Calls – Number of calls made in response to requests for support
• Support Emails - Number of emails sent in response to requests for support
• Time to Resolution - How long it took to resolve customer support tickets
• Product Engagement - How much customers are using products that can be monitored, such
as SaaS software
Strengthening Relationships
In order to recognize new business opportunities—and be seen as strategic advisors when making
recommendations—your account managers and sales staff must demonstrate their value to the client.
This requires staying on top of each key account and making sure the customer feels supported and
confident working with your organization.
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• Strategic Calls – Number of calls made to offer best practices, strategic advice, consulting,
etc.
• Strategic Emails – Number of emails sent to offer best practices, strategic advice, consulting,
etc.
• Referrals - Number of new customers gained via referrals
• Outreach Engagement - The number of times a customer responds to account management
outreach, such as calls and emails
Growing Revenue
In the end, the goal of your account management effort is to increase revenue. For that reason, it’s
important to measure growth with key indicators or performance measures.
8. FUNDING REQUIREMENTS
Include this section if you are looking for external funding. State here the total funding requirements of
the business, and how those are intended to be provided. You will also need to state the approximate
breakdown of how these funds are to be used within the business.
9. RISK ANALYSIS
It is good practice to show that you have reviewed the risks that could affect your business and its
likelihood of success. You should also indicate how you will review and mitigate these risks should
they actually occur. Risks can include such things as:
The impact of competitor action on your business
Commercial issues such as an increase or decrease in sales, raw material prices or
deliveries
Operational issues relating to IT or production failure
Staff including skills, availability and cost
External issues such as changes in regulation, environmental or political changes
Acts of God such as fire or flood
You may find it beneficial to use a business assessment tools such as a PEST analysis looking at the
political, economic, social and technological external factors which may affect your business.
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