Background and challenge

A manufacturer of emissions management solutions for the upstream oil and gas sector wanted to refine its customer value proposition to better position the business and maximize its opportunity to attract more customers. Important considerations for the new positioning included increasing customer demand for environment, social and governance (ESG) solutions and digital tools and customer need to operate within a dynamic regulatory environment.

Approach and recommendations

To get to the heart of the question, we conducted a voice-of-the-customer analysis, interviewing exploration and production (E&P) operators of various sizes — from super majors to leading independents — as well as private equity fund sponsors. As part of the analysis, we also looked at how operators valued digital solutions such as emissions measurement and monitoring technologies. We also captured expectations for the regulatory environment under the Biden administration and its implications.

Based on our research, we developed a set of recommendations for an updated value proposition that shifted the company’s brand profile from emissions control product manufacturer to emissions management and ESG solutions partner.


The study provided the company with a clear understanding of how customers viewed its brand relative to those of its peers. As a result, the company was able to refine its value proposition from that of a traditional oilfield equipment and service company to one that better reflected its core capabilities and its ability to deliver both ESG and digital solutions. 

The research also helped the company envision its future state in the context of evolving market trends, and suggested which new product categories, digital solutions and end-markets it should pursue.

How Should the Oil and Gas Industry Plan for Increasing ESG Pressure?
windmill energy
L.E.K. experts outline key considerations for oil and gas leaders to incorporate into ESG planning and offer a framework for developing the right solution.

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