2018年-德勤全球_Turning_downstream_disruption_into_competitive_advantage_9页_1mb

Deloitte: Turning Downstream Disruption into Competitive Advantage

Core Content

This document outlines the challenges and opportunities facing downstream oil and gas companies in the context of a rapidly evolving digital landscape. It emphasizes the need for these companies to adapt their strategies to meet the growing expectations of tech-savvy customers and distributors, who now demand more seamless, personalized, and efficient digital experiences.

The key message is that traditional methods of engagement, such as phone calls and face-to-face meetings, are becoming obsolete. Instead, companies must embrace digital transformation to remain competitive, enhance customer relationships, and drive growth.

Main Points

• Digital Natives and New Customer Expectations: A new generation of customers, who are digital natives, are increasingly in key decision-making roles. They expect simple, technology-enabled solutions and interactions that are intuitive and consistent across all channels.

• Customer-Centric Transformation: The document highlights the importance of adopting a digital mindset and reimagining business processes from the customer's perspective. This includes creating a seamless, multi-channel experience and understanding customer needs and expectations.

• Digital Tools and Technologies: Several technologies are suggested to enhance customer engagement, including:

  • IoT for real-time performance monitoring and maintenance scheduling.
  • Blockchain for tracking and controlling the supply chain in real-time.
  • Robotic Process Automation (RPA) to reduce manual efforts and enable staff to focus on strategic tasks.
  • Artificial Intelligence (AI) and Cognitive Computing for customer interaction, such as chatbots and personalized recommendations.
  • Deep Analytics to predict customer behavior and identify usage patterns.

• Metrics for Digital Engagement: The document recommends using real-time metrics to measure the effectiveness of digital engagement, such as:

  • Customer churn, profitability, and share of wallet.
  • Customer ratings (e.g., thumbs up/down).
  • Sales/service FTEs per customer.
  • Percent of digitized processes.
  • Revenue from nontraditional sources.

• Case Study: 3M's WTB Solution: 3M implemented a global Where-to-Buy (WTB) solution to streamline the customer experience across multiple brands and sales channels. This resulted in a 5% increase in conversion rates and an anticipated $60 million to $90 million increase in annual revenue.

Key Information

• Digital Engagement is Critical: Customers now have more control over their buying journeys and expect digital-first experiences. This includes self-service options, personalized content, and seamless interactions across platforms.

• Omni-channel Consistency: Customers want the same experience across all channels, which requires collaboration between oil and gas companies, distributors, and channel partners to ensure a unified digital presence.

• Customer Loyalty and Advocacy: Customers are more likely to be loyal to suppliers that provide a positive digital experience and are willing to promote such brands on social media.

• The Need for a Culture Shift: True digital transformation requires a customer-centric culture where employees are recognized and rewarded for delivering exceptional digital experiences.

The Path Forward

1. Think Like Tomorrow's Customers: Understand the customer journey from their perspective and reimagine current processes to create a more digital and personalized experience.

2. Identify Ways to Improve Processes and Touch Points: Map out all customer-facing processes and touch points, and look for opportunities to digitize them.

3. Invest in Technologies: Leverage digital tools such as IoT, blockchain, RPA, AI, and analytics to enhance customer engagement and operational efficiency.

4. Measure, Learn, Adapt, Repeat: Use real-time data and feedback to continuously improve digital engagement strategies.

Bottom Line

Downstream oil and gas companies must prioritize digital transformation to stay competitive. Failing to adapt to new customer expectations and digital trends could result in falling behind or losing market share. Customer experience, supported by innovative digital solutions, will become a key differentiator in the industry.

Contacts

• Joe Dworak – Principal, Deloitte Consulting LLP – jdworak@deloitte.com
• Damon Vaccaro – Principal, Deloitte Consulting LLP – dvaccaro@deloitte.com
• Ann De Villiers – Senior Manager, Deloitte Services LP – adevilliers@deloitte.com