Sample Essay on Ezra Holdings Limited

Introduction

Background

Ezra Holdings Limited, a company whose headquarter is in Singapore was founded in the year 1992, the company is a top offshore contractor and supplier of integrated offshore services to the international Oil and Gas industry. The company, with the operating band name is EMAS has 3 major business segments includi9ng Subsea services, offshore support as well as marine service production. The company has brought about a new beginning in the marine business, with numerous awards as a proof to its branding and successes (EMAS Website, 2011). In becoming a very great firm through prudent development, the company has always ensured the creation of value for its various stakeholders plus the relentless investment in its customers.

Services offered

Ezra Holdings Limited Company is mainly engaged in services such as seabed to surface engineering, construction, maritime and manufacturing services internationally. Under its branding, the company operates in over sixteen locations across several continents including Africa, America, Asia and Europe among others. With the company’s operational proficiency together with its fleet of juvenile and competent employees, the company has the capability of supporting their customers ever increasing needs with proficient and consistent service solutions in challenging surroundings globally. Guided by a persistent dedication to quality and value, the company has established a well respected track record and a solid network of customers which includes oil majors and national independent oil firms. Through the joint efforts of the company’s 3 key business segments, the company has continuously strived to ensure value to their customers and stakeholders (EMAS Website, 2011).

 

Ezra is mainly an investment holding firm this the key activities of the firm being of those of offering management services. The offshore segment of the business is mainly involved in owning, chartering as well as the administration of the offshore support vessels providing services to the oil and gas firms. The maritime segment is involved in offering management services, distribution of oil and gas products, providing engineering, design and fabrication works as well as the deepwater services. The subsea segment is involved with subsea inspection, maintaining and repairing plus well intervention as well as drilling and decomposition services (EMAS Website, 2011).

Business Records

In the year 2005, the company was listed on the Singapore Exchange Securities Trading Limited (SESDAQ) and was promoted to the main board. Accounting for about 49.8% of the total revenue, the company’s offshore segment recorded a profit of about $280 million, which is 16% increase from the previous year’s revenue as a result of continued performance through all the potential markets. Since the year 2013, the offshore segment has continued to increase its footprint in Singapore as well as other potential markets. The company recently declared the completion of the acquisition of the Aker maritime contractors of Houston in the year 2011. This success propels the company into the top rankings of the universal SURF/EPIC service business. The company recently declared that it aims at winning $310 million of newly introduced subsea contracts in the Asian continent (EMAS Website, 2011).

 

Evaluation of current business strategies

Strategy 1: New offshore support and maritime services

Good: As part of Ezra’s ongoing efforts to establish new experiences for its customers, the company has introduced additional offshore support services involved in chartering and the administration of the offshore support vessels that supplies the oil and gas industries. The company has also introduced deep water subsea services involved in subsea, umbilical, rises and the installation of flow lines as well as the inspection and maintenance of the deep water. The advantage of this is continuous increase in the business profits.

Bad: Failing to look into the causes of underperformance of some of the existing offshore services and deciding on the best solutions so as to make sure that the newly established offshore are a success. The disadvantage of this is continuous underperformance of the offshore and maritime services

Strategy 2: Strong branding with creative differentiation

Good: The Company excites with its portfolio of one major brand that has transformed the way their customers view their every day staple. With the transformation of the offshore and maritime services, the company conceits itself on ensuring a satisfaction of its customers with is blend of exceptional ideas that have led to the success of the new concepts. The group seeks to do things in a unique way as they introduce innovative differentiation in its operations like no other (Rajaram, n.d). Having gained customer and industry tribute from numerous international bodies, the company’s strong trademark has led the way its operation trends in bringing an exceptional concept to customers. The company’s subsea segment has a joint contract with the Noble Energy for subsea Tie back projects in the United States. The company had put on hold a plan in order to have its subsea serviced listed in the United States prompted by the uncondusive market status.  Ezra incorporated a novel subsidiary firm referred to as the JKTS Asset Management Pte limited in Singapore. The advantage of this is that the company has achieved a competitive advantage.

Bad: ignoring the competitors’ potential of establishing strong branding as well and being even more creative. The disadvantage of this is that some of the direct competitors can revamped their services through the implementation of digitally operated offshore services and the electronically operated confirmation system to also achieve a competitive advantage. (Ang & Chng, 2013).

Strategy 3: Strong partnership network

With the spread of its services globally, the company’s global network of maritime service administrators, onshore and offshore services and global partners offered the group the competitive edge to further expand the business in very strategic locations (Johnson, Gahring & Lee, 2008). The advantage of establishing good relationships with local networks particularly in the Singapore market, is that the business progress has been achieved through good relationship management and proficiency in these territories (Davis, 2004).

Bad: establishing strong partnership networks but failing to evaluate the markets they are getting into. The disadvantage is that this has resulted in underperformance of the business in those markets. Another bad strategy is failing to capitalize of the uniqueness through the creation of a marketing plan for the purpose of marketing its produce (Boone & Kurtz, 2009).

Conclusion

As a result of the good strategic plans adopted by Ezra Holdings Limited, the company has swiftly grown to become a unique maritime service provider that has developed its mark on the global stage with its offshore support services and Marine Services footprints. The Company is mainly engaged in services such as seabed to surface engineering, construction, maritime and manufacturing services internationally. Guided by a persistent dedication to quality and value, the company has established a well respected track record and a solid network of customers which includes oil majors and national independent oil firms.  Some of their good strategies include the idea of introducing new offshore and maritime services, Strong partnership network with other similar businesses and a Strong branding with creative differentiation among other effective strategies. While the company works extra hard so as to attain a top line development target, it keeps on driving improvements in its functional effectiveness.

 

References

Ang, R., & Chng, V. (2013). Value Investing in Growth Companies: How to Spot High Growth Businesses and Generate 40% to 400% Investment Returns. John Wiley & Sons.

Boone, L. E., & Kurtz, D. L. (2009). Contemporary business 2010 update. John Wiley & Sons.

EMAS Website. (2011).EMAS Website. Retrieved from http://www.ezraholdings.com/about.php

Davis, P. J. (2004). Effective communication strategies in a franchise organization. Corporate Communications: An International Journal, 9(4), 276-282.

Khanna, T., Palepu, K. G., & Sinha, J. (2005). Strategies that fit emerging markets. Harvard business review, 83(6), 4-19.

Lee, J., Johnson, K. K., Gahring, S., & Lee, S. E. (2008). Business strategies of independent retailers: effects of environmental hostility. Journal of Small Business & Entrepreneurship, 21(3), 277-291.

Rajaram, K. (n.d)Business Endeavours in Savoury Snack Industry: Old Chang Kee.

Sengupta, K., & Chattopadhyay, A. (2006). Importance of appropriate marketing strategies for sustainability of small businesses in a developing country: Case of bakery chains of Kolkata, India. Asia Pacific Journal of Marketing and Logistics, 18(4), 328-341.