British Petroleum and Its Corporate Strategy
British Petroleum and its Corporate Strategy
Introduction
The organisation environment is always changing and therefore it is essential that a structured, detailed and continuous analysis of the principal dimensions of the environment is made. In order to profitably satisfy customer needs, an organisation must understand its external and internal situation including the customer, the market and its own capabilities. Furthermore, it needs to understand and adapt to the dynamic and uncontrollable factors of the environment in which it operates. Corporate strategy is a tool whereby an organisation is able to achieve and sustain success.
This report will examine the corporate strategies that British Petroleum (BP) adopts with specific focus on the Deep-water Horizon offshore oil spill in the Gulf of Mexico in April 2010. BP will be assessing using varied strategic theories and strategic choices will be suggested.
It is commissioned for Carl-Henric Svanberg, BP 's chairman.
Brief Company Profile
BP is the third largest energy producers in the world. The business is integrated in finding, extracting and supplying oil, gas and petroleum. BP was privatised in 1980 's and have merged with Amoco in 1998 (BP.com)
Its operating revenue as of 31st December is $297,107 million. BP 's products includes petrol, diesel, maritime and aviation, fuel, lubricants, bottled fa and gas for industrial consumers which are established with strong brand image including castrol, BP Connect, and ARCO. BP innovations extended to investing in alternative energy supply from low-carbon to renewable sources (BP.com) Likewise, it is the leaders of photovoltaic cells which is comparably economical than other sources of energy.
In April 2010, the Deepwater Horison exploration rig exploded due to unstable cement seal at the bottom of the well. The disaster claimed 11 lives, devastated the Gulf of Mexico shorelines, harm ecological marine species and health impact caused
Introduction
The organisation environment is always changing and therefore it is essential that a structured, detailed and continuous analysis of the principal dimensions of the environment is made. In order to profitably satisfy customer needs, an organisation must understand its external and internal situation including the customer, the market and its own capabilities. Furthermore, it needs to understand and adapt to the dynamic and uncontrollable factors of the environment in which it operates. Corporate strategy is a tool whereby an organisation is able to achieve and sustain success.
This report will examine the corporate strategies that British Petroleum (BP) adopts with specific focus on the Deep-water Horizon offshore oil spill in the Gulf of Mexico in April 2010. BP will be assessing using varied strategic theories and strategic choices will be suggested.
It is commissioned for Carl-Henric Svanberg, BP 's chairman.
Brief Company Profile
BP is the third largest energy producers in the world. The business is integrated in finding, extracting and supplying oil, gas and petroleum. BP was privatised in 1980 's and have merged with Amoco in 1998 (BP.com)
Its operating revenue as of 31st December is $297,107 million. BP 's products includes petrol, diesel, maritime and aviation, fuel, lubricants, bottled fa and gas for industrial consumers which are established with strong brand image including castrol, BP Connect, and ARCO. BP innovations extended to investing in alternative energy supply from low-carbon to renewable sources (BP.com) Likewise, it is the leaders of photovoltaic cells which is comparably economical than other sources of energy.
In April 2010, the Deepwater Horison exploration rig exploded due to unstable cement seal at the bottom of the well. The disaster claimed 11 lives, devastated the Gulf of Mexico shorelines, harm ecological marine species and health impact caused