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Pacific Drilling The Preffered Offshore Method
內容大綱
Founded in 2006, Pacific Drilling was a fast-growing offshore drilling company. From the beginning, the company’s chief executive officer was determined to create a unique drilling company by focusing exclusively on ultra-deepwater drilling and technological innovation. By the end of 2014, the company had more than 1,600 employees and was generating US$1 billion in annual revenues. However, the company also faced several challenges, such as being overly reliant on one key customer (Chevron) and the high costs of differentiation. With oil prices plummeting, the company was struggling to acquire new customers. To what extent could the company rely on what it had successfully accomplished in the past, and to what extent would it need to create and adapt to a new strategy?
學習目標
This case is suitable a strategic management course in an MBA or executive MBA program to illustrate the economic logistics in the offshore drilling industry. It can also be used in an entrepreneurship course to illustrate the founding strategies of start-ups in this industry. After completion of this case, students should be able to:<ul><li>Appreciate the economic logistics involved in the offshore drilling industry.</li><li>Understand how a start-up business can grow with a focused differentiation strategy through innovation in the offshore drilling industry.</li><li>Discuss the pros and cons of partner-specific learning in firm strategy and growth.</li><li>Identify the challenges that a start-up may face in the oil and gas industry when the environment is experiencing significant changes: for example, in the midst of falling oil prices.</ul></li>