Management Consulting > Industry Practices > Energy

Management Consulting: Energy

Kline serves clients whose activities and interests span the global energy chain, from the wellhead to the final consumers of hydrocarbons and electricity.

We cover the major energy forms, from hydrocarbons to unconventional supplies, and from mainstream products to specialties.

Kline’s traditional focus on petroleum markets, in particular lubricants and related specialty products, has broadened to include the complete oil and natural gas value chain. In addition, we now have global expertise in the regulated and unregulated activities of gas and power utilities.

Our clients include major and independent oil companies, national oil companies, utilities, public and private sector financial institutions, and regulatory agencies. Kline serves senior leadership and business unit management by addressing the strategic issues of growth and performance improvement which cut across functions and organizational entities. We help clients to implement strategic choices using our leading-edge expertise in manufacturing and supply chain analysis, and customer acquisition and retention.

 



Energy Client Success

Client Type:
Lubricants division of a mega-major

Service Provided:

Restructuring business models/channel strategy to enhance probability for success

Client Need:

With positions in all three major lubricant segments, the industrial business was lagging automotive and the client wanted to define and implement an alternative business model to ensure the success of industrial lubricants businesses.

Kline Solution:

Worked closely with senior management and strategy process owners to define and structure a vision of the endpoint for the business. Through a detailed analysis of the markets in Brazil, China, Germany, and the United States, Kline determined which were the most attractive, and how well the critical success factors were aligned with our client’s offering and model. We identified add-on offerings to round out their position and then selected the most attractive segments and realigned our client’s business model to one that would yield the highest potential for return. We pitched our recommendations to the Steering Committee and senior management team. They have since been implemented.

"We have finished the reorganization proposed in the work; the industrial business is struggling. Kline highlighted the need for improvement and set us on a path in that direction, but we are heading in the right direction, but are not there yet."

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