![]() In fact, more than one survey respondent over the years has noted that Weatherford’s service quality fell after an acquisition. ![]() Of course, this kind of growth-through-acquisition strategy can also be problematic. They are particularly willing to credit Weatherford for the breadth of its product and service offerings. Many survey respondents, along with certain Weatherford competitors with whom we have spoken, are quick to acknowledge the company’s vast potential. This improvement was enough to nudge its overall ranking from the fourth quartile to third quartile, though the company still lagged the other five global service companies that comprise the “Big Six.” Weatherford showed strong ratings improvement in technology, especially when it came to responsiveness to customer requests for new technologies.Įven without Kink, Weatherford may be poised for more improvements. The company’s total satisfaction rating as a percentage of the top-ranked provider’s survey rating moved from 82.3 in 2004 to 85.9 in 2006. There are indications that King and those who came with him from Precision were beginning to have a positive impact on customer satisfaction at Weatherford as well. ![]() Without King, Precision’s satisfaction ranking fell to 17th in 2006. In EnergyPoint’s 2004 oilfield services survey, Precision ranked 1st out of 24 providers in total satisfaction. While at Precision, King was instrumental in developing an organization and culture that, as far as we can tell, was one of the more customer- and value-centric in the industry. King came to Weatherford in 2005 via the company’s purchase of Precision Drilling ‘s international drilling and energy services operations. EnergyPoint Research took particular interest in the recent announcement that John King, President of Weatherford International’s Evaluation, Drilling & Intervention Division, will be leaving the company.
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