As the downturn recedes, managing the workforce is once again top of mind for managers and executives. The uncertainties are many: Will skilled talent be available and willing to return to the oil and gas sector? In a generally strong economy, what will it take to compete successfully for employees, who may be soured on the industry?
A recent Airswift and Energy Jobline Global Energy Talent Index survey revealed that indeed, many recent graduates look askance at the oil and gas industry, favoring “new, technologically driven green sectors.”
Among major trends, a majority of employees responding to the survey expect an energy recovery in the next year; hiring managers think a return to health will take 18 months or longer. The employee benefit that respondents—particularly those in North America—rank foremost is a robust health plan. There’s little agreement about hiring time lines, or how much brand matters in attracting talent.
Energy Jobline Managing Director Hannah Peet said that the downturn sparked the oil and gas sector’s resilient spirit as companies streamlined operations, shed bureaucracy and turned away from individual solutions and toward idea sharing and a search for economies of scale. In the aftermath, employees’ expectations have shifted.
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Already, lubricant players have established their footholds here in Bangladesh, with international brands.
However, the situation is being tough as too many brands entered in this market. So, it is clear, the lubricants brands are struggling to sustain their market shares.
For this reason, we recommend an impression of “Lubricants shelf” to evaluate your brand visibility, which can a key indicator of the market shares of the existing brands.
Every retailer shop has different display shelves and the sellers place different product cans for the end-users. By nature, the sellers have the sole control of those shelves for the preferred product cans.The idea of “Lubricants shelf” may give the marketer an impression, how to penetrate in this competitive market.
The well-known lubricants brands automatically seized the product shelves because of the user demand. But for the struggling brands, this idea can be a key identifier of the business strategy to take over other brands.
The key objective of this impression of “Lubricants shelf” is to create an overview of your brand positioning in this competitive market.
A discussion on Lubricants Shelves; from the evaluation perspective, a discussion ground has been created to solely represent this trade, as well as its other stakeholders.Why “Lubricants shelf” is key to monitor engine oil market?
The lubricants shelves of the overall market have already placed more than 100 brands altogether and the number of brands is increasing day by day.
And the situation is being worsened while so many by name products are taking the different shelves of different clusters. This market has become more overstated in terms of brand names and local products.
You may argue with us; lubricants shelves have no more space to place your new brands. You might get surprised by hearing such a statement. For your information, it’s not a surprising one.
Regularly, lubricants retailers have to welcome the representatives of newly entered brands.
And, business Insiders has depicted this lubricants market as a silent trade with a lot of floating traders.
On an assumption, the annual domestic demand for lubricants oils is around 100 million litres, whereas base oil demand around 140 million litres.
However, the lack of market monitoring and the least reporting makes the lubricants trade unnoticeable to the public.
Headline crude prices for the week beginning 11 February 2019 – Brent: US$61/b; WTI: US$52/b
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