Oil and Gas Field Machinery in Denmark : A Strategic Reference, 2007

The primary audience for this report is managers involved with the highest levels of the strategic planning process and consultants who help their clients with this task. The user will not only benefit from the hundreds of hours that went into the methodology and its application, but also from its alternative perspective on strategic planning relating to oil and gas field machinery in Denmark. As the editor of this report, I am drawing on a methodology developed at INSEAD, an international business school (www.insead.edu). For any given industry or sector, including oil and gas field machinery, the methodology decomposes a country’s strategic potential along four key dimensions: (1) latent demand, (2) micro-accessibility, (3) proxy operating pro-forma financials, and (4) macro-accessibility. A country may have very high latent demand, yet have low accessibility, making it a less attractive market than many smaller potential countries having higher levels of accessibility. With this perspective, this report provides both a micro and a macro strategic profile of oil and gas field machinery in Denmark. It does so by compiling published information that directly relates to latent demand and accessibility, either at the micro or macro level. The reader new to Denmark can quickly understand where Denmark fits into a firm’s strategic perspective. In Chapter 2, the report investigates latent demand and micro-accessibility for oil and gas field machinery in Denmark. In Chapters 3 and 4, the report covers proxy operating pro-forma financials and macro-accessibility in Denmark. Macro-accessibility is a general evaluation of investment and business conditions in Denmark. Cover Contents 1 INTRODUCTION & METHODOLOGY 1.1 WHAT DOES THIS REPORT COVER? 1.2 HOW TO STRATEGICALLY EVALUATE DENMARK 1.3 LATENT DEMAND AND ACCESSIBILITY IN DENMARK 2 OIL AND GAS FIELD MACHINERY IN DENMARK 2.1 LATENT DEMAND AND ACCESSIBILITY: BACKGROUND 2.2 LATENT DEMAND: MARKET COMPOSITION 2.3 LATENT DEMAND: MARKET DATA 2.4 LATENT DEMAND: LEADING SEGMENTS 2.5 KEY SUPPLIERS 2.6 PROSPECTIVE BUYERS 2.7 ACCESSIBILITY: MARKET ENTRY 2.8 ACCESSIBILITY: TRADE EVENT 2.9 KEY CONTACTS 3 FINANCIAL INDICATORS: OIL AND GAS FIELD MACHINERY AND EQUIPMENT 3.1 OVERVIEW 3.1.1 Financial Returns and Gaps in Denmark 3.1.2 Labor Productivity Gaps in Denmark 3.1.3 Limitations and Extensions 3.2 FINANCIAL RETURNS IN DENMARK: ASSET STRUCTURE RATIOS 3.2.1 Overview 3.2.2 Assets Definitions of Terms 3.2.3 Asset Structure: Outlook 3.2.4 Large Variances: Assets 3.2.5 Key Percentiles and Rankings 3.3 FINANCIAL RETURNS IN DENMARK: LIABILITY STRUCTURE RATIOS 3.3.1 Overview 3.3.2 Liabilities and Equity Definitions of Terms 3.3.3 Liability Structure: Outlook 3.3.4 Large Variances: Liabilities 3.3.5 Key Percentiles and Rankings 3.4 FINANCIAL RETURNS IN DENMARK: INCOME STRUCTURE RATIOS 3.4.1 Overview 3.4.2 Income Statements Definitions of Terms 3.4.3 Income Structure: Outlook 3.4.4 Large Variances: Income 3.4.5 Key Percentiles and Rankings 3.5 FINANCIAL RETURNS IN DENMARK: PROFITABILITY RATIOS 3.5.1 Overview 3.5.2 Ratios Definitions of Terms 3.5.3 Ratio Structure: Outlook 3.5.4 Large Variances: Ratios 3.5.5 Key Percentiles and Rankings 3.6 PRODUCTIVITY IN DENMARK: ASSET-LABOR RATIOS 3.6.1 Overview 3.6.2 Asset to Labor: Outlook 3.6.3 Asset to Labor: International Gaps 3.6.4 Key Percentiles and Rankings 3.7 PRODUCTIVITY IN DENMARK: LIABILITY-LABOR RATIOS 3.7.1 Overview 3.7.2 Liability to Labor: Outlook 3.7.3 Liability and Equity to Labor: International Gaps 3.7.4 Key Percentiles and Rankings 3.8 PRODUCTIVITY IN DENMARK: INCOME-LABOR RATIOS 3.8.1 Overview 3.8.2 Income to Labor: Outlook 3.8.3 Income to Labor: Gaps 3.8.4 Key Percentiles and Rankings 4 MACRO-ACCESSIBILITY IN DENMARK 4.1 EXECUTIVE SUMMARY 4.2 ECONOMIC FUNDAMENTALS AND DYNAMICS 4.2.1 Government Intervention Risks 4.2.2 Infrastructure Development 4.3 POLITICAL RISKS 4.3.1 Economic Relationship with the United States 4.3.2 Politics and the Business Environment 4.3.3 The Political System 4.4 MARKETING STRATEGIES 4.4.1 Distribution and Sales Channels 4.4.2 Agents and Distributors 4.4.3 Franchising 4.4.4 Direct Marketing 4.4.5 Joint Ventures and Licensing Options 4.4.6 Creating a Sales Office 4.4.7 Selling Strategies 4.4.8 Advertising and Trade Promotion 4.4.9 Broadcasting 4.4.10 Pricing Issues 4.4.11 Public Sector Marketing 4.4.12 Intellectual Property Risks 4.4.13 Hiring Local Counsel 4.5 IMPORT AND EXPORT REGULATION RISKS 4.5.1 Trade Barrier Risks 4.5.2 Valuations on Imports 4.5.3 Licenses Required for Imports 4.5.4 Controls on Exports 4.5.5 Documentation Required for Trade 4.5.6 Temporary Entry of. Title from PDF cover (viewed on Sep. 28, 2007).