{"product_id":"bkr-business-model-canvas","title":"Baker Hughes Company (BKR): Business Model Canvas [June-2026 Updated]","description":"\u003cp\u003eThis ready-made Business Model Canvas for Company Name gives you a practical, research-based view of how the company creates, delivers, and captures value through \u003cstrong\u003e58,000\u003c\/strong\u003e employees, \u003cstrong\u003e3,000+\u003c\/strong\u003e patents, \u003cstrong\u003e$14.76B\u003c\/strong\u003e in cash and equivalents, and a record \u003cstrong\u003e$35.9B\u003c\/strong\u003e backlog. You'll see how its integrated energy technology business serves oil and gas producers, LNG and gas infrastructure operators, refineries, petrochemical operators, data center and power developers, and geothermal and energy storage operators through direct sales, long-term contracts, digital platforms, and field service teams, while relying on partnerships, maintenance contracts, AI-driven analytics, and revenue from equipment, services, software, and aftermarket support.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Key Partnerships\u003c\/h2\u003e\n\n\u003cp\u003e\u003cstrong\u003e2025 disclosure:\u003c\/strong\u003e Baker Hughes Company has several strategic partnerships and joint ventures, but for many of them, \u003cstrong\u003eno public contract value\u003c\/strong\u003e or \u003cstrong\u003eno public revenue split\u003c\/strong\u003e has been disclosed.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003ePartner\u003c\/th\u003e\n\u003cth\u003ePartnership type\u003c\/th\u003e\n\u003cth\u003ePublicly disclosed numeric data\u003c\/th\u003e\n\u003cth\u003eBusiness model role\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGoogle Cloud\u003c\/td\u003e\n\u003ctd\u003eTechnology partnership\u003c\/td\u003e\n\u003ctd\u003eNo public contract value disclosed\u003c\/td\u003e\n\u003ctd\u003eCloud, data, and AI enablement for industrial operations\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCactus JV\u003c\/td\u003e\n\u003ctd\u003eJoint venture in surface pressure control\u003c\/td\u003e\n \u003ctd\u003e50% ownership structure implied by JV format; no public financial terms disclosed\u003c\/td\u003e\n \u003ctd\u003eSurface pressure control systems and related equipment\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eExpand Energy\u003c\/td\u003e\n\u003ctd\u003eCustomer and operational partnership\u003c\/td\u003e\n\u003ctd\u003eNo public contract value disclosed\u003c\/td\u003e\n\u003ctd\u003eNorth American oilfield and energy services activity\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePetrobras\u003c\/td\u003e\n\u003ctd\u003eCustomer partnership\u003c\/td\u003e\n\u003ctd\u003eNo public contract value disclosed\u003c\/td\u003e\n\u003ctd\u003eOffshore equipment, services, and production technology\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eEquinor\u003c\/td\u003e\n\u003ctd\u003eCustomer partnership\u003c\/td\u003e\n\u003ctd\u003eNo public contract value disclosed\u003c\/td\u003e\n\u003ctd\u003eOffshore and energy transition-related technology\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eEni\u003c\/td\u003e\n\u003ctd\u003eCustomer partnership\u003c\/td\u003e\n\u003ctd\u003eNo public contract value disclosed\u003c\/td\u003e\n\u003ctd\u003eOilfield equipment, services, and industrial technology\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eChart Industries integration partner base\u003c\/td\u003e\n \u003ctd\u003eIntegration and industrial ecosystem relationship\u003c\/td\u003e\n \u003ctd\u003eTransaction value not set here; no partnership-specific amount disclosed in this chapter\u003c\/td\u003e\n \u003ctd\u003eCompression, liquefaction, and gas processing adjacencies\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eGoogle Cloud\u003c\/strong\u003e is a key digital partnership because it supports Baker Hughes Company's shift toward software, cloud analytics, and AI-enabled industrial operations. The value here is not a single fee; it is the ability to scale data-heavy products across a large installed base without building all cloud infrastructure internally. For a company with multi-site industrial customers, the strategic benefit is faster deployment, better asset monitoring, and lower software delivery friction.\u003c\/p\u003e\n\n\u003cp\u003eThere is \u003cstrong\u003eno public dollar amount\u003c\/strong\u003e disclosed for this partnership in the sources typically used by the market. That matters in academic work because the partnership should be analyzed as a capability-building alliance, not as a revenue line with a known margin. The business model effect is clear: Baker Hughes Company keeps core industrial domain knowledge in-house while using Google Cloud for compute, data handling, and platform support.\u003c\/p\u003e\n\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003ePartner category: cloud and AI infrastructure\u003c\/li\u003e\n \u003cli\u003ePublic financial terms: \u003cstrong\u003enone disclosed\u003c\/strong\u003e\n\u003c\/li\u003e\n \u003cli\u003eStrategic value: scaling digital services\u003c\/li\u003e\n \u003cli\u003eBusiness model impact: stronger recurring software and data-service potential\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eCactus JV for Surface Pressure Control\u003c\/strong\u003e is a core manufacturing and equipment partnership tied to surface pressure control systems. In a joint venture structure, the point is to share operating risk, manufacturing know-how, and market access in a specialized equipment category. For Baker Hughes Company, this kind of partnership helps it keep exposure to upstream equipment demand without carrying the full economic burden alone.\u003c\/p\u003e\n\n\u003cp\u003eThe numeric point that matters most is that a JV structure usually implies shared ownership and shared economics, but \u003cstrong\u003eno public monetary value\u003c\/strong\u003e for this specific relationship has been disclosed here. In business model terms, this supports the capital-intensive parts of the canvas: key resources, key activities, and cost structure. It also reduces concentration risk in a single product line.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eItem\u003c\/th\u003e\n\u003cth\u003eData point\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eStructure\u003c\/td\u003e\n\u003ctd\u003eJoint venture\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eProduct area\u003c\/td\u003e\n\u003ctd\u003eSurface pressure control\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePublic financial disclosure\u003c\/td\u003e\n\u003ctd\u003eNo public amount disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eStrategic effect\u003c\/td\u003e\n\u003ctd\u003eShared operating and market risk\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eExpand Energy\u003c\/strong\u003e matters because it represents a customer-side partnership in the North American energy market. Baker Hughes Company's business model depends on repeat demand from producers that need drilling, completion, compression, and production-related technologies. The value of a relationship like this is measured less by a headline number and more by continuity of work, service intensity, and asset utilization.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eNo public contract value\u003c\/strong\u003e has been disclosed for this relationship in the material used here. That is important for academic writing because you should treat it as an operating relationship rather than a confirmed long-term revenue contract with a fixed published amount. The economic role is to support equipment turnover, services revenue, and aftermarket activity.\u003c\/p\u003e\n\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eRelationship type: customer and operational\u003c\/li\u003e\n \u003cli\u003ePublic contract value: \u003cstrong\u003enot disclosed\u003c\/strong\u003e\n\u003c\/li\u003e\n \u003cli\u003eRevenue relevance: services and equipment demand\u003c\/li\u003e\n \u003cli\u003eRisk effect: reduces dependence on one customer pool\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003ePetrobras, Equinor, and Eni\u003c\/strong\u003e are major offshore and international energy customers that matter to Baker Hughes Company because they support large-ticket equipment, subsea-adjacent technologies, turbomachinery, and field services. These relationships are strategically valuable because they connect Baker Hughes Company to capital-intensive projects where technical qualification and reliability matter more than price alone.\u003c\/p\u003e\n\n\u003cp\u003eFor these three companies, \u003cstrong\u003eno public partnership amount\u003c\/strong\u003e is disclosed in this chapter. That means the academic focus should be on the type of business each relationship supports, not on a fabricated dollar value. In practical terms, these customers can support long-cycle revenue, recurring maintenance, and technical service work across multi-year project lifecycles.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eCustomer\u003c\/th\u003e\n\u003cth\u003eMain relevance to Baker Hughes Company\u003c\/th\u003e\n\u003cth\u003ePublic monetary disclosure\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePetrobras\u003c\/td\u003e\n\u003ctd\u003eOffshore equipment and services\u003c\/td\u003e\n\u003ctd\u003eNo public amount disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eEquinor\u003c\/td\u003e\n\u003ctd\u003eOffshore and energy transition technologies\u003c\/td\u003e\n \u003ctd\u003eNo public amount disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eEni\u003c\/td\u003e\n\u003ctd\u003eEnergy equipment and industrial services\u003c\/td\u003e\n \u003ctd\u003eNo public amount disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eChart Industries integration partner base\u003c\/strong\u003e is important because it sits close to Baker Hughes Company's industrial gas and energy equipment stack. The strategic value is in installed-base integration, product compatibility, and cross-selling across compression, gas processing, and liquefaction-related applications. In business model terms, this affects channels, key partnerships, and value proposition design.\u003c\/p\u003e\n\n\u003cp\u003eWhere integration partner ecosystems matter, the numeric question is usually how many product lines, sites, or installed assets can be connected. In this chapter, \u003cstrong\u003eno verified public count\u003c\/strong\u003e is used because that would require company-specific disclosure not supplied here. What matters is that integration partners can improve adoption speed and reduce switching friction for customers.\u003c\/p\u003e\n\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eRole: integration and ecosystem support\u003c\/li\u003e\n\u003cli\u003eBusiness area: compression, gas processing, liquefaction\u003c\/li\u003e\n \u003cli\u003ePublic partner count: \u003cstrong\u003enot disclosed\u003c\/strong\u003e\n\u003c\/li\u003e\n \u003cli\u003eBusiness model effect: broader industrial reach and easier product integration\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eThe partnership structure across these relationships shows a split between \u003cstrong\u003etechnology alliances\u003c\/strong\u003e, \u003cstrong\u003ejoint ventures\u003c\/strong\u003e, and \u003cstrong\u003elarge customer relationships\u003c\/strong\u003e. That mix matters because it lowers dependence on one revenue source. It also supports Baker Hughes Company's ability to combine industrial hardware, services, and digital tools in one operating model.\u003c\/p\u003e\n\n\u003cp\u003eFor academic use, the most defensible numeric statement is that the chapter contains \u003cstrong\u003e7\u003c\/strong\u003e named partnership relationships and \u003cstrong\u003e1\u003c\/strong\u003e joint venture structure, while \u003cstrong\u003e0\u003c\/strong\u003e public dollar amounts are disclosed in the available chapter-level data here.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Key Activities\u003c\/h2\u003e\n\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e in 2024 revenue; \u003cstrong\u003e2\u003c\/strong\u003e reporting segments: Oilfield Services \u0026amp; Equipment and Industrial \u0026amp; Energy Technology.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eEnergy technology equipment and services\u003c\/strong\u003e sit at the center of Baker Hughes Company's operating model. The company designs, manufactures, sells, and services equipment used across upstream oil and gas, midstream gas infrastructure, and industrial energy systems. This activity includes turbomachinery, compression, valves, pumps, subsea systems, well construction tools, artificial lift, and completion services. In business model terms, this is the core value-creation engine: the company earns revenue from equipment sales, long-cycle service contracts, field service work, and aftermarket parts. The mix matters because equipment sales are more cyclical, while service and parts revenue is usually steadier and supports margins through installed-base work.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 Revenue\u003c\/td\u003e\n\u003ctd\u003e$27.8 billion\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eReporting Segments\u003c\/td\u003e\n\u003ctd\u003e2\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePrimary Activity Types\u003c\/td\u003e\n\u003ctd\u003eEquipment sales, field services, aftermarket parts, maintenance\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eThe company's activity set is split across energy infrastructure and oilfield execution. In practice, that means Baker Hughes Company has to keep manufacturing capacity, service crews, and spare-parts logistics aligned with customer demand in multiple end markets. The business also depends on installed equipment already in the field, because maintenance, upgrades, and parts replacement create recurring work after the original sale. That makes execution quality important: delays, downtime, or quality problems can directly affect revenue timing and margin.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eDesign and manufacture of rotating equipment\u003c\/li\u003e\n \u003cli\u003eInstallation and commissioning support\u003c\/li\u003e\n\u003cli\u003eMaintenance, repair, and overhaul work\u003c\/li\u003e\n\u003cli\u003eAftermarket parts and field replacement cycles\u003c\/li\u003e\n \u003cli\u003eDigital monitoring of operating assets\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eLNG, hydrogen, and carbon capture solutions\u003c\/strong\u003e are a major part of Baker Hughes Company's Industrial \u0026amp; Energy Technology activity set. The company supplies compression, turbomachinery, and systems used in liquefied natural gas projects, hydrogen infrastructure, and carbon capture, utilization, and storage projects. These activities matter because they link the company to lower-carbon industrial demand while still using core engineering capabilities. In business model terms, this is a higher-value equipment and services channel tied to long project cycles, project execution discipline, and long-term service relationships.\u003c\/p\u003e\n\n\u003cp\u003eThese solutions usually involve multi-year project planning, engineering, procurement, and construction coordination. For academic work, the key point is that Baker Hughes Company is not only a services company tied to drilling activity. It also sells industrial hardware into gas processing, LNG transport, and emissions-management applications. That diversifies the company's end markets and gives it exposure to capital spending outside traditional upstream oilfield activity.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eLNG compression and turbomachinery systems\u003c\/li\u003e\n \u003cli\u003eHydrogen compression and related rotating equipment\u003c\/li\u003e\n \u003cli\u003eCarbon capture compression and process systems\u003c\/li\u003e\n \u003cli\u003eGas processing and pipeline compression\u003c\/li\u003e\n\u003cli\u003eField maintenance and lifecycle support\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eAI-driven drilling and industrial analytics\u003c\/strong\u003e support Baker Hughes Company's service model and equipment uptime model. The company uses software, sensors, automation, and data analysis to improve drilling performance, asset reliability, and maintenance planning. The economic logic is simple: better data can reduce nonproductive time, improve equipment utilization, and lower repair costs. For customers, that can mean fewer shutdowns and better output per dollar spent. For Baker Hughes Company, analytics increases switching costs because customers become more dependent on integrated hardware, software, and service workflows.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness effect\u003c\/td\u003e\n\u003ctd\u003eLower downtime\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness effect\u003c\/td\u003e\n\u003ctd\u003eBetter equipment utilization\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness effect\u003c\/td\u003e\n\u003ctd\u003eHigher aftermarket attachment\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness effect\u003c\/td\u003e\n\u003ctd\u003eMore recurring service demand\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eIn operational terms, analytics turns field data into decision support. That includes equipment health monitoring, predictive maintenance, and performance optimization across drilling and industrial systems. The strategic value is not just better internal efficiency. It also strengthens customer retention because a connected equipment base creates recurring service and software-like behavior inside a capital equipment business.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eEquipment health monitoring\u003c\/li\u003e\n\u003cli\u003ePredictive maintenance planning\u003c\/li\u003e\n\u003cli\u003eDrilling performance optimization\u003c\/li\u003e\n\u003cli\u003eIndustrial asset reliability analysis\u003c\/li\u003e\n\u003cli\u003eRemote diagnostics and service prioritization\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eGlobal field operations and maintenance\u003c\/strong\u003e are a major execution activity for Baker Hughes Company because the business depends on on-site labor, local support, and rapid response capability. The company's field model covers commissioning, troubleshooting, planned maintenance, turnarounds, and emergency repairs. These activities are especially important in oil and gas, LNG, and power-related industrial systems where downtime can be expensive. Field service also supports renewals, spare parts sales, and upgrade cycles, which means it contributes directly to long-term customer relationships.\u003c\/p\u003e\n\n\u003cp\u003eThis activity requires a geographically distributed workforce and a supply chain that can move parts and technical teams quickly. It also creates working-capital pressure because the company must manage inventory, service scheduling, and project milestones carefully. For academic analysis, this is one of the clearest examples of how Baker Hughes Company captures value after the initial sale: the installed base becomes a platform for recurring service work.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eOn-site maintenance and repair\u003c\/li\u003e\n\u003cli\u003eCommissioning and start-up support\u003c\/li\u003e\n\u003cli\u003ePlanned outages and turnaround work\u003c\/li\u003e\n\u003cli\u003eSpare parts logistics\u003c\/li\u003e\n\u003cli\u003eTechnical troubleshooting in the field\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003ePortfolio divestitures and acquisition integration\u003c\/strong\u003e are also key activities because Baker Hughes Company actively reshapes its mix of businesses. Divestitures remove non-core or lower-return assets, while acquisitions add technology, customer access, or service capability. Integration matters because the company has to combine systems, people, contracts, and supply chains without disrupting customer service. If integration goes poorly, the company can lose margin, delay synergies, or weaken operational reliability. If it goes well, it can broaden the installed base and strengthen cross-selling across equipment and service lines.\u003c\/p\u003e\n\n\u003cp\u003eThis activity affects both strategy and financial performance. Divestitures can improve portfolio focus and release capital. Acquisitions can accelerate entry into adjacent markets such as gas compression, digital monitoring, or industrial solutions. In a capital-intensive business like Baker Hughes Company, disciplined portfolio management is part of the operating model, not just a finance function.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003ePortfolio action\u003c\/td\u003e\n\u003ctd\u003eDivestiture\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePortfolio action\u003c\/td\u003e\n\u003ctd\u003eAcquisition integration\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOperational risk\u003c\/td\u003e\n\u003ctd\u003eSystems integration\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOperational risk\u003c\/td\u003e\n\u003ctd\u003eSupply chain disruption\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003e2\u003c\/strong\u003e operating segments shape the company's key activity mix, but the execution burden is wider than a segment split suggests. Baker Hughes Company has to coordinate engineering, manufacturing, software, field service, project delivery, and portfolio management at the same time. That combination is what drives the business model: hardware sales create the base, services and analytics extend the relationship, and portfolio changes reposition the company for future demand.\u003c\/p\u003e\n\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Key Resources\u003c\/h2\u003e\n\u003cp\u003e\u003cstrong\u003e58,000\u003c\/strong\u003e employees\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e3,000+\u003c\/strong\u003e active patents\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e$35.9B\u003c\/strong\u003e record RPO backlog\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eKey resource\u003c\/td\u003e\n\u003ctd\u003eReal-life number\u003c\/td\u003e\n\u003ctd\u003eBusiness model role\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGlobal workforce\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e58,000\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eEngineering, manufacturing, sales, service, field operations\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eActive patents\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e3,000+\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eTechnology protection and product differentiation\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCash and equivalents\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$14.76B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eLiquidity, working capital, investment capacity\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRPO backlog\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$35.9B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eFuture revenue visibility from contracted work\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eInstalled base and service network\u003c\/td\u003e\n\u003ctd\u003eGlobal\u003c\/td\u003e\n\u003ctd\u003eRecurring service revenue and aftermarket support\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003e58,000\u003c\/strong\u003e-employee global workforce\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e58,000\u003c\/strong\u003e employees support engineering, manufacturing, field service, and commercial execution.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e58,000\u003c\/strong\u003e employees across a global footprint support oilfield services, equipment, and industrial technology work.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e58,000\u003c\/strong\u003e employees matter because a large technical workforce supports complex projects that need installation, maintenance, and uptime support.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003e3,000+\u003c\/strong\u003e active patents\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e3,000+\u003c\/strong\u003e active patents protect technology, design, and process know-how.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e3,000+\u003c\/strong\u003e active patents help support pricing power in specialized equipment and service lines.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e3,000+\u003c\/strong\u003e active patents matter because they raise barriers to entry for smaller competitors.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents gives Baker Hughes Company liquidity.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents supports capital spending, acquisitions, debt service, and working capital needs.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents matters because service-heavy industrial businesses need cash for inventory, receivables, and project execution.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003e$35.9B\u003c\/strong\u003e record RPO backlog\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$35.9B\u003c\/strong\u003e RPO backlog reflects contracted future work not yet recognized as revenue.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e$35.9B\u003c\/strong\u003e backlog improves revenue visibility for planning production, labor, and supply chain capacity.\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e$35.9B\u003c\/strong\u003e backlog matters because it can support multi-period operating stability when new orders slow.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eGlobal installed base and service network\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eGlobal installed base supports recurring aftermarket service, upgrades, parts, and maintenance.\u003c\/li\u003e\n \u003cli\u003eService network coverage supports response times, field support, and equipment uptime.\u003c\/li\u003e\n \u003cli\u003eInstalled base and service network matter because they create repeat revenue tied to existing customer assets.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eResource type\u003c\/td\u003e\n\u003ctd\u003eWhat it supports\u003c\/td\u003e\n\u003ctd\u003eWhy it matters\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePeople\u003c\/td\u003e\n\u003ctd\u003eEngineering, operations, field service\u003c\/td\u003e\n\u003ctd\u003eProject execution and technical support\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eIntellectual property\u003c\/td\u003e\n\u003ctd\u003ePatents and proprietary designs\u003c\/td\u003e\n\u003ctd\u003eTechnology protection and differentiation\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFinancial resources\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents\u003c\/td\u003e\n \u003ctd\u003eLiquidity and flexibility\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOrder book\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$35.9B\u003c\/strong\u003e RPO backlog\u003c\/td\u003e\n\u003ctd\u003eForward revenue visibility\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePhysical and service footprint\u003c\/td\u003e\n\u003ctd\u003eInstalled base and service network\u003c\/td\u003e\n\u003ctd\u003eRecurring service demand\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eKey resource mix: \u003cstrong\u003e58,000\u003c\/strong\u003e employees, \u003cstrong\u003e3,000+\u003c\/strong\u003e active patents, \u003cstrong\u003e$14.76B\u003c\/strong\u003e cash and equivalents, \u003cstrong\u003e$35.9B\u003c\/strong\u003e RPO backlog, and a global installed base and service network.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Value Propositions\u003c\/h2\u003e\n\n\u003cp\u003eBaker Hughes Company's value proposition is built around \u003cstrong\u003e2\u003c\/strong\u003e connected businesses: Oilfield Services \u0026amp; Equipment and Industrial \u0026amp; Energy Technology. That structure lets the company sell equipment, service, software, and lifecycle support in the same operating system, which matters because customers in oil, gas, LNG, power, and industrial markets usually want lower downtime, better efficiency, and fewer vendors.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eValue proposition area\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eWhat Baker Hughes delivers\u003c\/strong\u003e\u003c\/td\u003e\n \u003ctd\u003e\u003cstrong\u003eWhy it matters to customers\u003c\/strong\u003e\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eIntegrated energy technology solutions\u003c\/td\u003e\n\u003ctd\u003eEquipment, services, digital tools, and aftermarket support across upstream, midstream, LNG, and power\u003c\/td\u003e\n \u003ctd\u003eFewer handoffs, lower coordination risk, and one vendor across more of the value chain\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eHigher-efficiency drilling and production\u003c\/td\u003e\n \u003ctd\u003eDrilling, completions, pressure pumping, well construction, and production optimization\u003c\/td\u003e\n \u003ctd\u003eLower cost per well, better recovery, and less nonproductive time\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePower solutions for data center demand\u003c\/td\u003e\n\u003ctd\u003eGas turbines, compression, and related power equipment for distributed generation and backup power needs\u003c\/td\u003e\n \u003ctd\u003eReliable power supply for facilities with high uptime requirements\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLNG and gas infrastructure expertise\u003c\/td\u003e\n\u003ctd\u003eCompression, liquefaction, turbomachinery, and gas handling systems\u003c\/td\u003e\n \u003ctd\u003eLower energy loss, better plant efficiency, and support for long-life gas assets\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eReliability, automation, and asset optimization\u003c\/td\u003e\n \u003ctd\u003eCondition monitoring, controls, software, and predictive maintenance services\u003c\/td\u003e\n \u003ctd\u003eReduced unplanned outages, better throughput, and longer asset life\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eIntegrated energy technology solutions\u003c\/strong\u003e are the core of the model. Baker Hughes does not sell only one machine or one service call. It sells a system that can cover drilling, production, gas processing, turbomachinery, and maintenance. This is important because energy projects are capital intensive and downtime is expensive. A customer can use one supplier for multiple phases of a project, which lowers procurement complexity and makes long-term service contracts more likely.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eOilfield Services \u0026amp; Equipment gives customers one supplier across drilling and production workflows.\u003c\/li\u003e\n \u003cli\u003eIndustrial \u0026amp; Energy Technology extends the offer into turbines, compression, LNG, and power applications.\u003c\/li\u003e\n \u003cli\u003eThe combined model supports both project sales and recurring service revenue.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eHigher-efficiency drilling and production\u003c\/strong\u003e is a direct value proposition for upstream customers. The economic goal is simple: produce more hydrocarbons with fewer hours, fewer interventions, and lower total well cost. Baker Hughes supports that through drilling services, completions equipment, artificial lift, and production optimization. For academic analysis, this matters because upstream customers buy on unit economics, not just equipment quality. If a tool reduces nonproductive time or improves recovery, it can change the return on a well.\u003c\/p\u003e\n\n\u003cp\u003eThe company's drilling and production offer is especially valuable when operators face volatile commodity prices. In that setting, efficiency is not a side benefit; it is a defense against margin pressure. If a customer can lower the cost of a barrel or a cubic foot of gas, the project becomes more resilient across price cycles. That is why Baker Hughes' proposition is tied to operating performance rather than product features alone.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eLower nonproductive time reduces idle rig hours and service interruptions.\u003c\/li\u003e\n \u003cli\u003eBetter well construction improves consistency across drilling programs.\u003c\/li\u003e\n \u003cli\u003eProduction optimization helps maintain output over a longer asset life.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003ePower solutions for data center demand\u003c\/strong\u003e are becoming more relevant because digital infrastructure needs high availability power. Baker Hughes can support power generation and compression applications that fit industrial sites where continuous operations matter. Data centers need stable electricity and fast backup response, so the value proposition is not just capacity. It is uptime, efficiency, and serviceability. This matters in a market where power demand can grow faster than grid connections in some regions.\u003c\/p\u003e\n\n\u003cp\u003eFor Baker Hughes, this value proposition connects industrial gas turbines, electrical systems, controls, and service support. The customer logic is based on reliability and operational certainty. If a facility cannot tolerate interruptions, the supplier's maintenance capability and spare-parts support become part of the product. That creates a stronger aftermarket position than selling hardware alone.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eLNG and gas infrastructure expertise\u003c\/strong\u003e is one of the company's most durable value propositions. LNG projects and gas transport systems require high-performance turbomachinery, compression, and process equipment that can operate for long periods under demanding conditions. Baker Hughes' role is to help move, liquefy, compress, and process gas efficiently. That matters because LNG economics depend heavily on efficiency losses, uptime, and maintenance intervals.\u003c\/p\u003e\n\n\u003cp\u003eGas infrastructure also tends to be long-lived, which supports recurring service demand. Once installed, compressors, turbines, and related systems need monitoring, upgrades, repairs, and part replacement. That gives Baker Hughes a value proposition built around the full asset life, not just the initial sale. For research and case work, this is important because it shows how the company mixes project revenue with annuity-like service income.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eLiquefaction and gas handling systems support large-scale gas export and import infrastructure.\u003c\/li\u003e\n \u003cli\u003eCompression technology helps maintain flow and pressure across midstream networks.\u003c\/li\u003e\n \u003cli\u003eLifecycle support increases customer dependence on the original equipment provider.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eReliability, automation, and asset optimization\u003c\/strong\u003e are central to industrial customers that cannot afford unplanned outages. Baker Hughes provides monitoring, controls, software, and service models that help customers detect problems earlier and use assets more efficiently. In plain terms, this means fewer breakdowns, better maintenance timing, and more output from the same physical equipment. That is a strong value proposition because downtime usually costs more than the maintenance itself.\u003c\/p\u003e\n\n\u003cp\u003eThis proposition is also strategic because it turns product sales into recurring relationships. A compressor or turbine installed once can generate years of service, software, inspection, and upgrade work. That improves customer stickiness and gives Baker Hughes more visibility into future revenue. For academic writing, this is a good example of how industrial companies move from selling equipment to selling performance.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eCustomer need\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eBaker Hughes response\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eBusiness model effect\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLower drilling cost\u003c\/td\u003e\n\u003ctd\u003eDrilling and completions services\u003c\/td\u003e\n\u003ctd\u003eHigher competitiveness in upstream projects\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eReliable gas processing\u003c\/td\u003e\n\u003ctd\u003eCompression and turbomachinery\u003c\/td\u003e\n\u003ctd\u003eStrong fit for LNG and midstream contracts\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eStable facility power\u003c\/td\u003e\n\u003ctd\u003eIndustrial power equipment and service\u003c\/td\u003e\n\u003ctd\u003eExposure to power demand from digital infrastructure\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLess downtime\u003c\/td\u003e\n\u003ctd\u003eAutomation, monitoring, and optimization software\u003c\/td\u003e\n \u003ctd\u003eRecurring aftermarket revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eThe value proposition is strongest when customers want one supplier that can handle both physical assets and operating performance. That combination is what makes Baker Hughes different from a pure equipment maker or a pure service contractor. It sells equipment, but it also sells uptime, efficiency, and lifecycle support. That is the real commercial logic behind the canvas model.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Customer Relationships\u003c\/h2\u003e\n\u003cp\u003eBaker Hughes Company builds customer relationships through long-cycle contracts, recurring service work, and support across the full life of industrial and energy assets. In 2023, Baker Hughes Company reported \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e in revenue, which shows how heavily the business depends on repeat orders, installed-base support, and multi-year service demand.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eCustomer relationship type\u003c\/td\u003e\n\u003ctd\u003eWhat it means in Baker Hughes Company's business model\u003c\/td\u003e\n \u003ctd\u003eWhy it matters financially\u003c\/td\u003e\n\u003ctd\u003eReal-life number or amount\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLong-term frame agreements\u003c\/td\u003e\n\u003ctd\u003eCustomer and supplier terms are set for repeated purchases over a defined period\u003c\/td\u003e\n \u003ctd\u003eSupports predictable demand and lowers procurement friction\u003c\/td\u003e\n \u003ctd\u003e2023 revenue: \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e\n\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMulti-year maintenance contracts\u003c\/td\u003e\n\u003ctd\u003eRecurring service work tied to equipment uptime and reliability\u003c\/td\u003e\n \u003ctd\u003eCreates repeat revenue and improves visibility on future cash flow\u003c\/td\u003e\n \u003ctd\u003e2023 revenue: \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e\n\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003ePreferred-provider relationships\u003c\/td\u003e\n\u003ctd\u003eBaker Hughes Company becomes a default supplier for parts, service, and systems\u003c\/td\u003e\n \u003ctd\u003eRaises switching costs for customers\u003c\/td\u003e\n\u003ctd\u003e2023 revenue: \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e\n\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCo-development with strategic partners\u003c\/td\u003e\n\u003ctd\u003eCustomers and partners work with Baker Hughes Company on new equipment, software, or process solutions\u003c\/td\u003e\n \u003ctd\u003eCan deepen account control and extend contract duration\u003c\/td\u003e\n \u003ctd\u003e2023 revenue: \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e\n\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLifecycle support across installed assets\u003c\/td\u003e\n \u003ctd\u003eSupport starts at installation and continues through operations, maintenance, upgrades, and parts replacement\u003c\/td\u003e\n \u003ctd\u003eBuilds recurring service revenue from installed base activity\u003c\/td\u003e\n \u003ctd\u003e2023 revenue: \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e\n\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eLong-term frame agreements\u003c\/strong\u003e are central to Baker Hughes Company's customer relationships because they reduce transaction-by-transaction selling. In industrial and energy markets, customers often want pricing, delivery terms, and service terms locked in for multiple years. That matters because it can smooth revenue timing and improve planning for manufacturing, field service, and inventory. The business model benefits when a customer returns under the same contract structure instead of reopening a new bidding process every time.\u003c\/p\u003e\n\n\u003cp\u003eThese agreements work best where the customer's needs are repetitive and expensive to switch. For Baker Hughes Company, that typically means complex equipment, critical maintenance, and operating environments where downtime is costly. The relationship is not just a sale of hardware. It is a repeated commercial link that can cover service, repair, spare parts, monitoring, and upgrades.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eRepeat buying reduces sales cycle friction.\u003c\/li\u003e\n \u003cli\u003eContracted terms support revenue visibility.\u003c\/li\u003e\n \u003cli\u003eStandardized terms can lower negotiation costs.\u003c\/li\u003e\n \u003cli\u003eLonger relationships can raise customer switching costs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eMulti-year maintenance contracts\u003c\/strong\u003e are a major source of recurring revenue because they connect Baker Hughes Company to operating assets after the original sale. Maintenance is valuable to customers because it helps protect uptime, safety, and efficiency. It is valuable to Baker Hughes Company because it turns one installation into multiple future revenue events, especially for inspections, repairs, parts replacement, and technical labor.\u003c\/p\u003e\n\n\u003cp\u003eIn financial terms, this type of relationship is important because service revenue is usually more repeatable than project revenue. Repeatable revenue matters when investors analyze earnings quality. It can also help with working-capital planning because service work is usually tied to scheduled activity rather than one-off capital spending decisions.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003ePreferred-provider relationships\u003c\/strong\u003e matter because they can turn Baker Hughes Company into the customer's first call for a category of equipment or service. Once a customer trusts the company's technical performance, it is easier to keep winning adjacent work. This is especially important in markets where equipment failure can shut down production, increase fuel use, or force emergency spending.\u003c\/p\u003e\n\n\u003cp\u003ePreferred-provider status can also create a practical moat. A moat is a durable advantage that makes it harder for competitors to replace a supplier. In this case, the moat comes from technical knowledge, installed equipment familiarity, service response time, and the cost and risk of switching to another vendor.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eRelationship driver\u003c\/td\u003e\n\u003ctd\u003eCustomer benefit\u003c\/td\u003e\n\u003ctd\u003eBaker Hughes Company benefit\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eInstalled-base familiarity\u003c\/td\u003e\n\u003ctd\u003eLower operational disruption\u003c\/td\u003e\n\u003ctd\u003eMore repeat service work\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eTechnical certification and know-how\u003c\/td\u003e\n\u003ctd\u003eHigher reliability and safer operation\u003c\/td\u003e\n\u003ctd\u003eHigher switching costs\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eScheduled maintenance windows\u003c\/td\u003e\n\u003ctd\u003eLess unplanned downtime\u003c\/td\u003e\n\u003ctd\u003eMore predictable labor and parts demand\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eParts and upgrade compatibility\u003c\/td\u003e\n\u003ctd\u003eLower integration risk\u003c\/td\u003e\n\u003ctd\u003eMore replacement and upgrade sales\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eCo-development with strategic partners\u003c\/strong\u003e helps Baker Hughes Company stay embedded in customer operations when new systems are being designed or existing systems are being improved. Co-development means the customer is not just buying a finished product. The customer is helping shape the product, service, or engineering solution. That relationship is stronger than a simple purchase because it creates shared technical dependence and often leads to later-stage service work.\u003c\/p\u003e\n\n\u003cp\u003eThis matters strategically because co-development can move Baker Hughes Company closer to the customer's decision-making process. If the company is involved early, it can influence technical standards, service architecture, maintenance planning, and integration requirements. That can make later replacement harder for competitors.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eLifecycle support across installed assets\u003c\/strong\u003e is the most durable relationship model in the chapter because it extends from first installation to end-of-life replacement. The customer relationship does not stop at delivery. It continues through inspections, monitoring, spare parts, overhaul, and modernization. This is especially important in capital-intensive industries where assets remain in service for years and where operating performance directly affects cost and production.\u003c\/p\u003e\n\n\u003cp\u003eLifecycle support also connects directly to cash generation. A customer with an installed asset often needs follow-on spending that is less discretionary than new equipment spending. That means Baker Hughes Company can earn revenue from the same asset multiple times across its useful life.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eOriginal installation revenue.\u003c\/li\u003e\n\u003cli\u003eScheduled maintenance revenue.\u003c\/li\u003e\n\u003cli\u003eEmergency repair revenue.\u003c\/li\u003e\n\u003cli\u003eReplacement parts revenue.\u003c\/li\u003e\n\u003cli\u003eUpgrade and modernization revenue.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eFor academic work, you can use this chapter to show that Baker Hughes Company's customer relationships are not transactional. They are built around technical dependence, service continuity, and repeated commercial interaction. That helps explain why the company's revenue base of \u003cstrong\u003e$25.5 billion\u003c\/strong\u003e in 2023 is tied not only to new sales, but also to the economics of installed assets and recurring support.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Channels\u003c\/h2\u003e\n\n\u003cp\u003e\u003cstrong\u003eDirect enterprise sales\u003c\/strong\u003e is Baker Hughes Company's main channel for selling large industrial, oilfield, and energy technology packages to operators, national oil companies, utilities, and industrial customers. This channel fits complex purchases because buyers usually need technical scoping, bid support, and commercial negotiation before they commit capital.\u003c\/p\u003e\n\n\u003cp\u003eFor this channel, Baker Hughes Company sells through account teams, regional sales teams, and solution specialists instead of relying on retail-style distribution. That matters because the customer decision cycle is long, the equipment and services are customized, and the value depends on the full lifecycle of the asset, not just the initial sale.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eLong-term service agreements\u003c\/strong\u003e are a major channel for recurring revenue and customer retention. These agreements typically tie Baker Hughes Company to the customer's installed base for maintenance, inspection, repair, upgrades, and performance optimization across multi-year periods.\u003c\/p\u003e\n\n\u003cp\u003eThis channel matters because service contracts reduce demand volatility compared with one-time equipment sales. They also create repeated touchpoints with the customer, which increases the chance of renewals, add-on work, and spare parts sales. In capital-intensive industries, this is one of the clearest ways Baker Hughes Company turns technical support into recurring cash flow.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eChannel\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eCommercial role\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eWhy it matters\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDirect enterprise sales\u003c\/td\u003e\n\u003ctd\u003eInitial sale of systems, tools, and industrial solutions\u003c\/td\u003e\n \u003ctd\u003eSupports high-value, customized transactions\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLong-term service agreements\u003c\/td\u003e\n\u003ctd\u003eRecurring maintenance and support\u003c\/td\u003e\n\u003ctd\u003eStabilizes revenue and deepens customer lock-in\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eProject and frame contracts\u003c\/td\u003e\n\u003ctd\u003eMulti-project or pre-agreed supply and execution contracts\u003c\/td\u003e\n \u003ctd\u003eImproves planning visibility and procurement efficiency\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDigital and AI software platforms\u003c\/td\u003e\n\u003ctd\u003eMonitoring, optimization, analytics, and workflow software\u003c\/td\u003e\n \u003ctd\u003eRaises switching costs and expands software-linked revenue\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGlobal field service teams\u003c\/td\u003e\n\u003ctd\u003eOn-site installation, repair, and commissioning\u003c\/td\u003e\n \u003ctd\u003eCritical for uptime, safety, and performance delivery\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eProject and frame contracts\u003c\/strong\u003e are another important channel because they let Baker Hughes Company secure work before each individual order is placed. A frame contract sets commercial terms in advance, which helps customers buy faster and helps Baker Hughes Company plan inventory, engineering capacity, and field deployment.\u003c\/p\u003e\n\n\u003cp\u003eThis channel matters in oil and gas, LNG, power, and industrial infrastructure because customers often buy through multi-year project cycles. A frame agreement can cover repeated deliveries, service calls, or package work across several sites. That reduces transaction costs on both sides and can improve win rates when customers want faster execution.\u003c\/p\u003e\n\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eDirect enterprise sales support complex technical selling.\u003c\/li\u003e\n \u003cli\u003eLong-term service agreements support recurring revenue.\u003c\/li\u003e\n \u003cli\u003eProject and frame contracts support repeat business under pre-set terms.\u003c\/li\u003e\n \u003cli\u003eDigital and AI software platforms support monitoring and optimization.\u003c\/li\u003e\n \u003cli\u003eGlobal field service teams support installation, uptime, and repair.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eDigital and AI software platforms\u003c\/strong\u003e are a growing channel because Baker Hughes Company can reach customers through software-enabled workflows rather than only physical equipment. These platforms support asset monitoring, predictive maintenance, process optimization, and remote diagnostics.\u003c\/p\u003e\n\n\u003cp\u003eThis channel matters because software can increase customer dependence on Baker Hughes Company's installed base. If a customer uses the company's digital tools to monitor performance, the software becomes part of daily operations. That makes switching harder and can improve margin structure because software and analytics usually scale better than labor-heavy service delivery.\u003c\/p\u003e\n\n\u003cp\u003eBaker Hughes Company's global service footprint also supports channel delivery. The company reported operations in \u003cstrong\u003eover 120 countries\u003c\/strong\u003e and a workforce of about \u003cstrong\u003e55,000\u003c\/strong\u003e employees, which gives it the reach needed to support field work, service contracts, and multinational project execution.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eGlobal field service teams\u003c\/strong\u003e are the channel that converts contracts into actual customer outcomes. These teams handle installation, commissioning, troubleshooting, maintenance, and turnaround support. In industrial and energy markets, the channel is not optional because many assets cannot be repaired remotely.\u003c\/p\u003e\n\n\u003cp\u003eThis matters because uptime drives customer economics. A compressor, turbine, drilling system, or process package that stops operating can cost far more than the service visit itself. Baker Hughes Company uses field teams to reduce downtime, protect safety, and preserve long-term customer relationships.\u003c\/p\u003e\n\n\u003cp\u003eFor academic use, this channel structure shows that Baker Hughes Company does not sell through a single route. It combines direct sales, contracted service, project execution, software, and on-site support. That mix helps explain how the company earns both upfront project revenue and recurring service revenue.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eChannel type\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eCustomer need\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eRevenue logic\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eStrategic effect\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDirect enterprise sales\u003c\/td\u003e\n\u003ctd\u003eTechnical solution and procurement support\u003c\/td\u003e\n \u003ctd\u003eLarge initial contract value\u003c\/td\u003e\n\u003ctd\u003eBuilds access to major accounts\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLong-term service agreements\u003c\/td\u003e\n\u003ctd\u003eMaintenance and reliability\u003c\/td\u003e\n\u003ctd\u003eRepeated service billing\u003c\/td\u003e\n\u003ctd\u003eImproves retention and cash flow visibility\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eProject and frame contracts\u003c\/td\u003e\n\u003ctd\u003eFast execution across multiple jobs\u003c\/td\u003e\n\u003ctd\u003ePre-agreed commercial terms\u003c\/td\u003e\n\u003ctd\u003eRaises planning certainty\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDigital and AI software platforms\u003c\/td\u003e\n\u003ctd\u003eOptimization and remote monitoring\u003c\/td\u003e\n\u003ctd\u003eSoftware-linked monetization\u003c\/td\u003e\n\u003ctd\u003eRaises switching costs\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGlobal field service teams\u003c\/td\u003e\n\u003ctd\u003eOn-site performance and repair\u003c\/td\u003e\n\u003ctd\u003eService labor and support revenue\u003c\/td\u003e\n\u003ctd\u003eProtects asset uptime and renewals\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eThe channel mix also supports Baker Hughes Company's scale economics. Large enterprise deals create entry points, service agreements create follow-on revenue, project contracts give scheduling visibility, software raises customer stickiness, and field teams make the whole model work in practice. That combination is important in industries where the buyer values reliability, response speed, and lifecycle cost more than the lowest starting price.\u003c\/p\u003e\n\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Customer Segments\u003c\/h2\u003e\n\n\u003cp\u003e\u003cstrong\u003eBaker Hughes Company\u003c\/strong\u003e serves five main customer segments in this canvas: oil and gas producers, LNG and gas infrastructure operators, refineries and petrochemical operators, data center and power developers, and geothermal and energy storage operators. These buyers sit in different parts of the energy chain, but they all need equipment, services, uptime, and lower operating cost.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eCustomer segment\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eCore need\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eBuying logic\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eCommercial pattern\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOil and gas producers\u003c\/td\u003e\n\u003ctd\u003eDrilling, completion, production, artificial lift, pressure control, and maintenance\u003c\/td\u003e\n \u003ctd\u003eLowest total cost per barrel or per unit of gas, reliability, and field performance\u003c\/td\u003e\n \u003ctd\u003eProject-based orders, recurring service work, long-cycle contracts\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLNG and gas infrastructure operators\u003c\/td\u003e\n\u003ctd\u003eTurbomachinery, compression, liquefaction, transport, and asset uptime\u003c\/td\u003e\n \u003ctd\u003eEfficiency, safety, emissions reduction, and availability\u003c\/td\u003e\n \u003ctd\u003eLarge equipment awards, service agreements, lifecycle support\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRefineries and petrochemical operators\u003c\/td\u003e\n\u003ctd\u003eRotating equipment, process controls, emissions solutions, and maintenance\u003c\/td\u003e\n \u003ctd\u003eThroughput, energy efficiency, turnaround reliability, and compliance\u003c\/td\u003e\n \u003ctd\u003ePlant upgrades, aftermarket service, shutdown support\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eData center and power developers\u003c\/td\u003e\n\u003ctd\u003eFast power supply, grid connection support, turbines, and flexible generation\u003c\/td\u003e\n \u003ctd\u003eSpeed to power, reliability, and lower fuel and emissions intensity\u003c\/td\u003e\n \u003ctd\u003eMulti-year supply, equipment, and service contracts\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGeothermal and energy storage operators\u003c\/td\u003e\n\u003ctd\u003eHigh-temperature equipment, subsurface tools, well services, and storage support\u003c\/td\u003e\n \u003ctd\u003eDurability, efficiency, and project economics\u003c\/td\u003e\n \u003ctd\u003ePilot projects, field deployment, scale-up contracts\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eOil and gas producers\u003c\/strong\u003e are Baker Hughes Company's largest and most familiar customer base. These include upstream operators that drill and produce crude oil and natural gas onshore and offshore. They buy equipment and services that affect drilling speed, well productivity, and operating cost. The commercial value is straightforward: if Baker Hughes Company reduces downtime, improves well output, or lowers lifting cost, the producer can improve cash flow from each asset. This segment tends to buy across the full life of a field, from drilling to production to maintenance.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eExploration and production companies\u003c\/li\u003e\n\u003cli\u003eNational oil companies\u003c\/li\u003e\n\u003cli\u003eIndependent shale operators\u003c\/li\u003e\n\u003cli\u003eOffshore deepwater operators\u003c\/li\u003e\n\u003cli\u003eIntegrated oil companies with upstream portfolios\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eThis segment matters because it creates repeat demand. A single field can generate multiple rounds of orders for drilling tools, pressure pumping, completions, artificial lift, and intervention work. The customer relationship is often technical first and commercial second. Baker Hughes Company sells performance, not just equipment.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eLNG and gas infrastructure operators\u003c\/strong\u003e buy large rotating equipment, compressors, turbines, and service support for liquefaction plants, gas processing facilities, pipelines, and storage systems. These customers care about uptime because every hour of outage can affect throughput and revenue. They also care about fuel use and emissions, since gas infrastructure sits under more pressure from regulators and investors than it did a decade ago. Baker Hughes Company's value here comes from equipment efficiency, reliability, and long-term maintenance contracts.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eLNG liquefaction plant operators\u003c\/li\u003e\n\u003cli\u003eGas transmission pipeline companies\u003c\/li\u003e\n\u003cli\u003eGas processing plant operators\u003c\/li\u003e\n\u003cli\u003eUnderground storage operators\u003c\/li\u003e\n\u003cli\u003eMidstream infrastructure owners\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eThis segment is often tied to long project lead times and large contract values. A liquefaction train or compression station is not a one-off sale; it usually includes engineering, installation, commissioning, and aftermarket service. That makes customer lifetime value more important than a single sale price.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eRefineries and petrochemical operators\u003c\/strong\u003e use Baker Hughes Company for rotating equipment, monitoring systems, process support, and aftermarket services. Their main goal is to keep plants running at high utilization with fewer shutdowns. Refineries earn money on throughput and product yield, so even a small efficiency gain can matter. Petrochemical operators also need reliable equipment because unplanned outages can interrupt downstream supply chains.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eCrude oil refiners\u003c\/li\u003e\n\u003cli\u003ePetrochemical manufacturers\u003c\/li\u003e\n\u003cli\u003eFertilizer and chemical producers with gas processing needs\u003c\/li\u003e\n \u003cli\u003ePlant owners running complex continuous operations\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eThis customer group usually buys with a mix of engineering and procurement discipline. Technical performance, turnaround support, spare parts availability, and emissions compliance all influence the purchase decision. For academic analysis, this segment shows how Baker Hughes Company earns revenue beyond upstream oil and gas by serving industrial processing assets.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eData center and power developers\u003c\/strong\u003e are a newer and strategically important customer segment. These buyers need rapid access to power for large computing loads, especially where grid capacity is tight or permitting is slow. Baker Hughes Company can serve this segment through turbines, distributed power equipment, and service offerings that support reliable generation. The customer logic is different from oil and gas: speed to power, grid resilience, and operating flexibility matter more than hydrocarbon production.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eHyperscale data center developers\u003c\/li\u003e\n\u003cli\u003eColocation operators\u003c\/li\u003e\n\u003cli\u003eIndependent power developers\u003c\/li\u003e\n\u003cli\u003eUtilities and merchant power producers\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eThis segment matters because demand growth is being driven by digital infrastructure, not just energy infrastructure. The buyer often needs firm power with short delivery timelines, which raises the value of modular equipment and serviceable assets. Baker Hughes Company's role is to help bridge the gap between fast-growing electricity demand and available generation capacity.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eGeothermal and energy storage operators\u003c\/strong\u003e represent an emerging customer group with a smaller current footprint but strategic upside. Geothermal customers need high-temperature drilling and well services, while energy storage operators need infrastructure that supports flexible grid balancing. These customers care about resource quality, engineering precision, and project economics because many projects are capital intensive and technically challenging. Baker Hughes Company's oilfield expertise can transfer into geothermal development, especially in subsurface work and well construction.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eGeothermal power developers\u003c\/li\u003e\n\u003cli\u003eEnhanced geothermal system developers\u003c\/li\u003e\n\u003cli\u003eBattery storage project owners\u003c\/li\u003e\n\u003cli\u003eGrid balancing and flexibility providers\u003c\/li\u003e\n \u003cli\u003eHybrid power project developers\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eFor academic work, this segment shows how Baker Hughes Company is diversifying beyond traditional fossil-fuel customers. It also shows how the company can use existing technical capabilities in a lower-carbon market without rebuilding its business from zero.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eSegment\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eDecision maker\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eKey buying criteria\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eWhy the segment matters to Baker Hughes Company\u003c\/strong\u003e\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOil and gas producers\u003c\/td\u003e\n\u003ctd\u003eOperations, drilling, and supply chain teams\u003c\/td\u003e\n \u003ctd\u003eWell performance, cost per barrel, uptime\u003c\/td\u003e\n \u003ctd\u003eLarge recurring base, strong aftermarket potential\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLNG and gas infrastructure operators\u003c\/td\u003e\n\u003ctd\u003eProject, engineering, and asset management teams\u003c\/td\u003e\n \u003ctd\u003eEfficiency, reliability, emissions control\u003c\/td\u003e\n \u003ctd\u003eLarge-ticket equipment and long service tail\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRefineries and petrochemical operators\u003c\/td\u003e\n\u003ctd\u003ePlant operations and maintenance teams\u003c\/td\u003e\n\u003ctd\u003eThroughput, turnaround support, compliance\u003c\/td\u003e\n \u003ctd\u003eHigh-value maintenance and reliability demand\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eData center and power developers\u003c\/td\u003e\n\u003ctd\u003ePower procurement and infrastructure teams\u003c\/td\u003e\n \u003ctd\u003eSpeed to power, reliability, modularity\u003c\/td\u003e\n\u003ctd\u003eGrowth market with new demand drivers\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGeothermal and energy storage operators\u003c\/td\u003e\n\u003ctd\u003eProject development and subsurface teams\u003c\/td\u003e\n \u003ctd\u003eTechnical fit, durability, project economics\u003c\/td\u003e\n \u003ctd\u003eOption value in lower-carbon energy markets\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eBaker Hughes Company's customer segmentation is broad, but the pattern is consistent: each segment buys to reduce risk, improve uptime, and lower lifecycle cost. That is why the company's customer base spans upstream, midstream, downstream, power, and emerging energy markets.\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Cost Structure\u003c\/h2\u003e\n\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eCategory\u003c\/td\u003e\n\u003ctd\u003eReal-life number or amount\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 revenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 adjusted EBITDA\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$4.3 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 adjusted EBITDA margin\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e15.5%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003e$4.3 billion\u003c\/strong\u003e\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003e15.5%\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e$4.3 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eCost structure item\u003c\/td\u003e\n\u003ctd\u003eReal-life number or amount\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 revenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 adjusted EBITDA\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$4.3 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 adjusted EBITDA margin\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e15.5%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e \u003cstrong\u003e$4.3 billion\u003c\/strong\u003e \u003cstrong\u003e15.5%\u003c\/strong\u003e\u003c\/p\u003e\u003ch2\u003eBaker Hughes Company - Canvas Business Model: Revenue Streams\u003c\/h2\u003e\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue in 2024.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eRevenue stream\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eAmount\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eReporting basis\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOilfield equipment sales\u003c\/td\u003e\n\u003ctd\u003e$27.8 billion total company revenue\u003c\/td\u003e\n\u003ctd\u003e2024 reported revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eOilfield services and maintenance fees\u003c\/td\u003e\n\u003ctd\u003e$27.8 billion total company revenue\u003c\/td\u003e\n\u003ctd\u003e2024 reported revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGas technology and LNG equipment revenue\u003c\/td\u003e\n \u003ctd\u003e$27.8 billion total company revenue\u003c\/td\u003e\n\u003ctd\u003e2024 reported revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eIndustrial software and analytics sales\u003c\/td\u003e\n\u003ctd\u003e$27.8 billion total company revenue\u003c\/td\u003e\n\u003ctd\u003e2024 reported revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eLong-term contract and aftermarket revenue\u003c\/td\u003e\n \u003ctd\u003e$27.8 billion total company revenue\u003c\/td\u003e\n\u003ctd\u003e2024 reported revenue\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003e$27.8 billion\u003c\/strong\u003e is the companywide revenue base that supports all five revenue streams in the Business Model Canvas.\u003c\/p\u003e\n\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003eOilfield equipment sales: \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue base.\u003c\/li\u003e\n \u003cli\u003eOilfield services and maintenance fees: \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue base.\u003c\/li\u003e\n \u003cli\u003eGas technology and LNG equipment revenue: \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue base.\u003c\/li\u003e\n \u003cli\u003eIndustrial software and analytics sales: \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue base.\u003c\/li\u003e\n \u003cli\u003eLong-term contract and aftermarket revenue: \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e total revenue base.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eOilfield equipment sales, oilfield services and maintenance fees, gas technology and LNG equipment revenue, industrial software and analytics sales, and long-term contract and aftermarket revenue all feed into the same reported company revenue of \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e.\u003c\/p\u003e\n\n\u003cp\u003eThe revenue model is built on recurring and project-based sales tied to the energy value chain, with \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e in total reported revenue supporting the full mix.\u003c\/p\u003e\n\n\u003cp\u003eFor academic work, you can use \u003cstrong\u003e$27.8 billion\u003c\/strong\u003e as the core revenue figure and then map each revenue stream to the company's operating activities and contract structure.\u003c\/p\u003e","brand":"dcf.fm","offers":[{"title":"Default Title","offer_id":44601586548885,"sku":"bkr-business-model-canvas","price":7.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0630\/5189\/0837\/files\/bkr-business-model-canvas.png?v=1740151075","url":"https:\/\/dcf-model.com\/es\/products\/bkr-business-model-canvas","provider":"AI-Powered Discounted Cash Flow Model Templates","version":"1.0","type":"link"}