British Petroleum BP case study
Student’s name
Professor’s name
Course title
Date
British Petroleum (BP) case study
British Petroleum (BP) is a global oil and chemical company with global headquarter in London and United States operation in Houston, Texas. BP owns numerous oil fields, refineries and chemical manufacturing plants worldwide. It is the largest company in the United Kingdom while BP America in U. S. is the largest BP division. BP operations as of 2013 were spread in over 80 countries around the world. The brands controlled by the multinational include BP, Castrol, ARCO, and AmPm. BP’s production statistics indicates that the natural gas accounts for over 50 percent energy production in the United States. The company is vertically integrated and is involved in multiple operations in oil and gas industry, which encompass production, exploration, refining, power generation, petrochemical, marketing, and distribution. BP has also ventured in alternative energy technology and has prioritized solar, wind, and bio fuels (Seljom & Rosenberg, 2011).
The external environments that are likely to affect BP’s business success include political and environmental factors. BP 's financial success can be affected by political factors. BP operates in diverse markets where politicians create legislations in the oil industry that may affect its operation. BP global presence is also threatened by numerous international conflicts such as Arab spring and war in Gulf region (Aldrich, 2008).
Environmental and technological factors have a direct impact on BP’s financial success since the company will require huge finances to develop new and renewable energy sources. Demand for renewable energy is growing as consumers embrace green energy to replace fossil fuel. Environmentalists, consumer advocacy groups, are calling for the development of alternative energy sector in order to reduce the environmental pollution associated with hydrocarbon. BP has invested heavily in the oil industry and were
Professor’s name
Course title
Date
British Petroleum (BP) case study
British Petroleum (BP) is a global oil and chemical company with global headquarter in London and United States operation in Houston, Texas. BP owns numerous oil fields, refineries and chemical manufacturing plants worldwide. It is the largest company in the United Kingdom while BP America in U. S. is the largest BP division. BP operations as of 2013 were spread in over 80 countries around the world. The brands controlled by the multinational include BP, Castrol, ARCO, and AmPm. BP’s production statistics indicates that the natural gas accounts for over 50 percent energy production in the United States. The company is vertically integrated and is involved in multiple operations in oil and gas industry, which encompass production, exploration, refining, power generation, petrochemical, marketing, and distribution. BP has also ventured in alternative energy technology and has prioritized solar, wind, and bio fuels (Seljom & Rosenberg, 2011).
The external environments that are likely to affect BP’s business success include political and environmental factors. BP 's financial success can be affected by political factors. BP operates in diverse markets where politicians create legislations in the oil industry that may affect its operation. BP global presence is also threatened by numerous international conflicts such as Arab spring and war in Gulf region (Aldrich, 2008).
Environmental and technological factors have a direct impact on BP’s financial success since the company will require huge finances to develop new and renewable energy sources. Demand for renewable energy is growing as consumers embrace green energy to replace fossil fuel. Environmentalists, consumer advocacy groups, are calling for the development of alternative energy sector in order to reduce the environmental pollution associated with hydrocarbon. BP has invested heavily in the oil industry and were
References: Aaltonen, K., Jaakko, K., & Tuomas, O. (2008). Stakeholder salience in global projects. International Journal of Project Management, 26(5), 509-516. Aldrich, H. (2008). Organizations and environments. Stanford University Press. Carroll, A., & Buchholtz, A. (2014). Business and society: Ethics, sustainability, and stakeholder management. Cengage Learning. Crane, A., & Matten, D. (2010). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press. Haugh, H. M., & Talwar, A. (2010). How do corporations embed sustainability across the organization?. Academy of Management Learning & Education, 9(3), 384-396. Hicks, M. J. (2010). BP: Social responsibility and the easy life of the monopolist. American Journal of Business, 25(2), 9-10. Mainardes, E. W., Alves, H., & Raposo, M. (2011). Stakeholder theory: issues to resolve. Management Decision, 49(2), 226-252. Seljom, P., & Rosenberg, E. (2011). A study of oil and natural gas resources and production. International Journal of Energy Sector Management, 5(1), 101-124.