新贝克休斯数字化与纵向一体化发展战略研究

Study on digital business and integration strategy of new Baker Hughes

通用电气并购贝克休斯组建全球第二大石油工程技术服务公司,新贝克休斯成为第一家被行业外集团跨界控制的巨头,油服行业第一次直面外部发展理念、管理模式和特色技术的全方位冲击。新贝克休斯将自己定义为全世界第一家也是唯一一家全领域数字化油气工业公司,统辖上游、中游、下游、工业和数字化五大业务板块,提供一体化油田产品、服务和数字化解决方案,在价值链的每个环节实现成本和风险最小化。其中,独立的数字化板块是新贝克休斯的最大创新点,引领油服行业加快迎接大数据时代。针对斯伦贝谢的横向一体化,新贝克休斯提出纵向一体化发展战略,打造石油天然气资源从前端生产到终端利用的完整价值链,以全取胜,将目标客户锁定为中小型勘探开发公司,在大型国际石油公司和国家石油公司以外的市场上与斯伦贝谢形成差异化竞争。

General Electrics acquired Baker Hughes to establish the 2nd largest oilfield service company in the world and Baker Hughes, a GE company（BHGE） becomes the first oilfield service giant controlled by a business group from outside industries, which brings all-around impacts in new strategy, new management and special technologies from other industries to oilfield service industry. BHGE considers itself as the world＇s first digital oil and gas company as well as only one in the world covering upstream, midstream, downstream, industrial and digital business. It provides integrated products, services and digital solutions, minimizing cost and risks in every link of the value chain. Digital solutions sector is the biggest innovation from BHGE and BHGE takes the lead to welcome the Age of Big Data. Considering Schlumberger＇s horizontal integration, BHGE comes up with the vertical integration strategy to forge the complete industry chain from front-end production to rear-end utilization and locks middle or small-sized EP companies as its target customers, which would form the differentiation competition with Schlumberger outside the traditional markets of IOCs and NOCs.