1) About the Company – Technip Energies

Technip Energies is a leading global engineering and technology player

specializing in energy infrastructure, LNG, hydrogen, petrochemicals,
and carbon capture solutions. Headquartered in Paris, the company
delivers both mega EPC projects and modular technology-based
solutions.

2) Value Proposition

 End-to-end expertise: From conceptual design, FEED, and EPC to

modular units and digital integration.

 Risk management: Proven ability to execute multi-billion-dollar

projects on schedule and budget.

 Energy transition partner: Offers sustainable and innovative

solutions in hydrogen, CCUS, and biofuels.

 Global + local synergy: Leverages worldwide experience with local

execution capacity (notably in India).

3) The B2B Nature

Technip operates exclusively in B2B, serving national oil companies,

international energy majors, utilities, and large industrial firms.

Customer Segments

1. National Oil Companies (NOCs) – e.g., ADNOC, IOCL.

2. Energy Majors – e.g., TotalEnergies, Shell, Reliance.

3. Utilities & Industrial Giants – companies in refining, petrochemicals,

fertilizers, and hydrogen.

4. Governments & Public Enterprises – PSUs like HPCL, BPCL, GAIL.

Nature of Client Relationships

 Rarely transactional—given the complexity and scale, relationships are

strategic and long-term.

 Collaborative Exchanges dominate: Projects are large, multi-year

engagements where Technip often codesigns and co-delivers with
clients.
  Value-added partnerships: Beyond EPC, Technip provides
consultancy, modular solutions, and innovation hubs.

Some noteworthy projects in India

 Refineries modernization for IOCL, BPCL, HPCL.

 Petrochemical and fertilizer projects with Reliance and other industrial

players.

 Hydrogen and decarbonization pilot projects in collaboration with

Indian institutions.

4) Technip Business Model

Customer Interface → Core Strategy (via Customer Benefits)

 Customer needs: large, safe, cost-efficient, and low-carbon energy

solutions.

 Core strategy: deliver end-to-end EPC + modular solutions with

execution reliability.

 Customer benefits: reduced project risk, faster time-to-market, and

compliance with sustainability goals.

Core Strategy → Strategic Resources (via Configuration of Activities)

 Strategy: Position as global leader in energy transition EPC.

 Resources: Engineering expertise, modular fabrication yards, R&D

hubs, global-local talent pool.

 Activities: Modular manufacturing, FEED studies, project management,

consortium collaborations.

Strategic Resources → Value Network (via Company Boundaries)

 Boundaries: Integrates in-house engineering + external

consortiums/partners.

 Value network: Close partnerships with clients, governments, suppliers,

and research institutions (e.g., IIT collaborations).

Value Network

 A global-local ecosystem where Technip delivers large-scale EPC

projects supported by global expertise, local partners, suppliers, and
innovation ecosystems.
5) 4P’s

Product / Services

 EPC and FEED services for LNG, refineries, and petrochemicals.

 Modular solutions (SnapLNG™, BlueH₂™, Canopy™).

 Advisory, digital engineering, and risk consultancy.

Price

 Predominantly Cost-Plus Pricing for complex EPC contracts (risk-

sharing with clients).

 Value-based pricing for modular solutions, highlighting speed,

carbon efficiency, and lifecycle savings.

Place (Distribution)

 Delivered through regional offices, engineering centers,

fabrication yards, and consortium partners.

 Strong footprint in India with offices in Delhi, Mumbai, Chennai, and

Gujarat.

Promotion

 Thought leadership through conferences, whitepapers, case studies.

 Strong presence in energy forums and exhibitions (LNG, hydrogen).

 Relationship marketing with key clients, supported by PR, investor

updates, and project announcements.

6) Strategy

Corporate Strategy

 Focused on energy transition leadership, while maintaining LNG as

a core revenue driver.

 Expansion into hydrogen, CCUS, and modular clean technologies.

Global / Multidomestic Strategy

 Market participation: Operates globally with key regional hubs

(Europe, India, Middle East, US).
  Products/services: Balances standardized modular solutions with
tailored EPC.

 Location of value chain: Uses India as a low-cost, high-skill hub for

global engineering.

 Competitive advantage: Leverages scale, reputation, modular

innovation, and local presence.

Marketing Strategy / Programme & Execution

 Global brand positioning: Marketed as a partner in energy

transition.

 Execution in India: Combines global expertise with local delivery and

R&D partnerships.

 Differentiation from competitors:

o Modular manufacturing (faster, lower risk).

o Local R&D partnerships (IITs, innovation centers).

o Strong global track record in LNG and clean-tech.

7) Identified Gaps & Marketing Recommendations

1. Brand Repositioning in India

o Gap: Still perceived mainly as a traditional oil & gas EPC player.

o Fix: Stronger communication of hydrogen, CCUS, and modular

success stories.

2. Commercialization of Modular Solutions

o Gap: Productized offerings not widely understood in India.

o Fix: Clearer collateral (pricing ranges, ROI calculators, case

demos).

3. Digital Marketing & Client Engagement

o Gap: Heavy reliance on events and tenders.

o Fix: Account-based marketing targeting PSU decision-makers with

tailored insights.

4. Public Visibility & Employer Branding

 o Gap: Limited awareness outside core industry.

o Fix: Leverage India’s innovation and talent story to boost profile

among policymakers, academia, and engineers.

8) Segmentation Variables of Technip

Technip segments its clients using multi-layered B2B segmentation:

 Industry/Vertical: Oil & Gas, LNG, Refining, Petrochemicals,

Fertilizers, Hydrogen, Carbon Capture, Renewables.

 Client Type: National Oil Companies (e.g., ADNOC, IOCL), International

Oil Majors (e.g., TotalEnergies, Shell), PSUs (HPCL, BPCL, GAIL),
Industrial Conglomerates (Reliance, Aramco).

 Project Size/Scale: Mega EPC (>$1B), mid-scale modular solutions,

pilot/specialized clean-tech projects.

 Geography: Projects tailored by local regulations and energy mix

(e.g., LNG in Qatar, refinery upgrades in India).

 Decision Orientation: Clients seeking cost efficiency (PSUs) vs.

those prioritizing innovation/sustainability (global majors).

9) Channel Operations & Channel Conflict Management

 Channel Operation

o Technip uses a direct B2B channel → no intermediaries.

Projects are awarded through direct contracts, tenders, or
consortiums.

o Execution relies on in-house EPC teams + subcontractors +

suppliers (civil, mechanical, electrical, instrumentation).

o India engineering hubs also deliver work for global projects (a

reverse channel flow).

 Channel Conflict Management

o Potential conflict: between Technip’s in-house teams and

subcontractors/vendors.

o Managed through:

 Clear scope definition (contractual boundaries).

  Integrated project management systems (single
platform for all stakeholders).

 Consortium governance (when working with partners

like L&T, EIL).

o Conflict is minimized by long-term supplier relationships and

risk-sharing frameworks.

10) Marketing Communication Messages & Mediums

 Core Messages

1. Energy Transition Leadership – hydrogen, CCUS, biofuels,

modularity.

2. Reliability & Scale – proven execution of mega-projects.

3. Innovation & Technology – proprietary solutions (SnapLNG™,

Canopy™).

4. Global + Local Strength – global expertise with Indian delivery.

 Mediums Used

o Industry Forums & Conferences (PetroTech, World Hydrogen

Summit).

o Direct Client Engagement – account-based marketing,

technical workshops.

o Digital Media – LinkedIn campaigns, whitepapers, webinars.

o Traditional PR – press releases, investor presentations, case

studies.

o CSR/Employer Branding – campaigns around sustainability and

innovation in India.

11) Key Clients, Buying Centres & Consumer Decision Journey

Some Key Clients (India & Global)

 IOCL (Indian Oil Corporation Ltd.) – refinery expansion &

petrochemical projects.

 Reliance Industries – refinery/petrochemical contracts.

 BPCL/HPCL – refinery modernization.

  ADNOC (Abu Dhabi National Oil Company) – LNG and hydrogen
collaborations.

 TotalEnergies – joint global projects, especially LNG and CCUS.

12) Buying Centre (Example: IOCL as a Client)

 Initiators: Technical teams in IOCL refineries who identify need for

expansion/modernization.

 Influencers: Consultants, external advisors, engineering managers.

 Deciders: IOCL’s central procurement and board-level approval

committees.

 Buyers: IOCL procurement division through tenders.

 Gatekeepers: Tender committees, regulatory bodies, and project

consultants.

 Users: Refinery managers, plant operators, and technical teams who

use the installed systems.

13) Consumer Decision Journey (Example: IOCL Refinery Expansion)

1. Need Recognition – IOCL identifies need to expand refining capacity

to meet growing demand.

2. Information Search & Evaluation – evaluates EPC contractors with

track record, technology strength, cost, and compliance.

3. Proposal & Shortlisting – Technip submits FEED + EPC proposals in

competitive tenders.

4. Decision & Award – IOCL awards contract based on technical +

financial evaluation.

5. Implementation – Technip executes project with IOCL collaboration.

6. Post-Purchase Evaluation – reliability, safety, on-time delivery

influence IOCL’s decision to re-engage Technip in future tenders.

✅ In summary:

 Technip segments clients by industry, client type, geography, and

project scale.

 Channels are direct, with consortium and subcontractor management

to avoid conflicts.
 Marketing emphasizes innovation, energy transition, and
execution reliability, delivered through conferences, digital
channels, and direct engagement.

 Key clients like IOCL and Reliance have collaborative, value-added

relationships, with structured buying centres and multi-stage
decision journeys.