Progressive began in 1937 by Joseph Lewis and Jack Green, and over the years, it became the number three player in the US private passenger auto insurance industry through competitive pricing and by continuously improving our products and services. Progressive’s customer value proposition was “Fast, Fair Better”. The Progressive was constantly looking for ways to provide insurance to customers at a reasonable price compared to competitors; using sophisticated data mining techniques t price its policy, which had proven very profitable.…
Siam Cement’s offer to purchase an initial order of 200 units at $9,000 per unit, would lead to a net profit of $200,000. While this immediate cash influx may seem advantageous in the short term, it will not offset yearly operational expenses of $250,000 (See Exhibit 1). Additionally, accepting Siam Cement’s offer would position Rubbertech as an Original Equipment Manufacturer (OEM). This decision could impede potential growth that would far exceed the offer that is currently on the table. If Rubbertech does not accept Siam Cement’s offer, they can seize a part of $5.4 million total market share (Eisenstein 2006). In this case, the potential for reward clearly justifies the risk involved.…
Rockefeller would found Standard Oil company in 1870. This company was founded in Cleveland, Ohio, which would become the base of all his operations. Cleveland would become a top five refining center and Standard Oil would become the most profitable oil business. Rockefeller had some unorthodox means of doing business with competitors. He was once called "Reckafellow" by Carnegie which symbolizes how far Rockefeller would go to increase the wealth of his business. One of his illegal means of getting a cost advantage came from secret rebates from the railroads bringing oil into Cleveland. Other competing refiners wanted similar rebates but by the time they were recognized, Standard Oil would become one of the largest shippers of oil and kerosene in the country. By 1877, Rockefeller would control 95 percent of all the oil refineries in the United…
In 1870, Rockefeller and a few associates incorporated the Standard Oil Company in Ohio. Because of Rockefeller's know how on economical operations, Standard Oil Company…
Three factors that influence BP oil companies operational and contingency planning include, unexpected oil spills. Sometimes the company may experience unexpected oil spill that will require them to change from the original plan. The second factor is natural calamities. Sometimes they cannot control things like floods, which can cause oil burst and affect the flow of the plan. The third factor is Man-Made calamity. These affect the plan of the company because they need to address it immediately.…
On the one hand, the circumstances of the sale make me less willing to buy. In particular, both Universal and the federal government think that American’s acquisition creates antitrust issues. If this is the case, American could use its market power to change the nature of the market and make Dixon’s new plant unprofitable by setting lower prices for sodium chlorate in its other plants. On the other hand, the circumstances make me more willing to buy the assets because American has to divest the plant to comply with a court order. Therefore, they have less leverage during the sale because there are only a limited number of purchasers and American must sell. I would be more willing to purchase the plant given that demand for sodium chlorate is expected to continue increasing. On the other hand, power costs which account for the majority of manufacturing costs were rising making it more expensive to produce.…
We recognized a pre-tax charge of $40.9 billion in 2010 and a pre-tax credit of $3.7 billion in 2011 as a result of the Incident. The total amounts that will ultimately be paid by BP in relation to all obligations relating to the Incident are subject to significant uncertainty and the ultimate exposure and cost to BP will be dependent on many factors. Furthermore, the amount of claims that become payable by BP, the amount of fines ultimately levied on BP (including any potential determination of BP’s negligence or gross negligence), the outcome of litigation, the amount and timing of payments under any settlements, and any costs arising from any longer term environmental consequences of the oil spill, will also impact upon the ultimate cost for BP. Although the provision recognized is the current best estimate of expenditures required to settle certain present obligations at the end of the reporting period, there are future expenditures for which it is not possible to measure the obligation reliably.…
Occidental Petroleum Corporation (OXY) prevailed in 2009 regardless of the state of the global economy and competition from larger companies. Focusing on long-term growth, Occidental aims to increase production and profits by acquiring local and global oil and gas reserves. They maintain their competitive advantage through the development of strong relationships with both local foreign counterparties. This is typically a difficult feat when faced with potential commodity, exploration, and political risks; however, OXY is profitable in their volatile industry by effectively managing these risks.…
Metallgesellschaft Refining and Marketing (MGRM), was a subsidiary of Metallgesellschaft AG in Germany. In the early 90’s, MGRM chose to being selling long term (5 and 10 year) fixed price contracts for gasoline, heating oil, and diesel fuel. These contracts were successfully marketed with MGRM contracted for 160 million barrels of oil as of Nov 1993.…
Charley Ruggles, supply manager at the Newton Manufacturing Company, was wondering whether to take the plunge into worldwide supply management. A salesman from Eurofabrik, Ltd., a foreign producer of small assemblies and stamps, had just left a proposal on his desk for one of Newton’s major purchases, the transklutch. Eurofabrik’s price was 35 percent below what Charley was paying to a local supplier—even figuring in the extra cost of duty, ocean freight, and overland transportation to the Newton plant. Newton used this assembly, a combination of stampings and turnings; in all its “Powermaster” assemblies sold both for use in consumer and industrial end-products. The transklutch was half of the unit cost of a Powermaster final assembly. Charley had instructions from Slaterer P. Colby, Newton’s president, to cut costs. “Charley, the cost-price squeeze on the Powermaster really hurts. Supply management is responsible for half the cost of this product, and you have to get your material cost down. However, don’t cut corners on quality! We can’t afford to lose our reputation for a quality Powermaster! Give me a report at our meeting in two weeks!” Ruggles had just started to work on the problem when the Eurofabrik salesman called. “Our plant is one of the most modern in the Common Market, and that’s why we can give you such a low price. We have all the latest equipment, and our quality reputation is well known. In three months you will have the first shipment made exactly to your specifications.” Charley talked it over with several of his closest supply management friends at lunch: Ralph Wilson, supply management director of ABC; Gene Nelson, supply manager for Universal Manufacturing; and Larry Smith, supply manager for the local electric utility. Ralph: “I’d rather look into it, Charley. You know we have been buying foreign on some of our raw materials and metals for years. You have to get used to some of the delays and red…
In the first scenario PVT would extend the product warranty to 20 years, Solenergy would contractually prepay the warranty premium annually at the rate of 18% of the purchase price of each inverter. PVT would perform warranty services as necessary throughout the year and submit an invoice monthly of actual internal costs for parts, labor and service calls to Solenergy for its recordkeeping purposes. At the end, PVT would true up the prepayment and issue either a refund in the event of an overpayment or an invoice in the event of an underpayment. PVT offered a standard 10 year unlimited hour usage warranty. PVT also offered an extended warranty. Written in 5 year increments at an additional cost, a condition of this extension option was that it must be exercised prior to the expiration of the standard warranty. Those marketing and sales executives who were inclined to accept Solenergy’s high acquisition cost evaluation favored this alternative because they…
What began as the Pacific Coast Oil Company on September 10, 1879 in San Francisco transformed into what is now Chevron Corporation, recently ranked 8th among the world’s top oil companies by Petroleum Intelligence Weekly in 2011, second among US oil companies behind ExxonMobil. The company has a market capitalization of over $204.9 billion. They have expanded into essentially every area of the energy industry, including exploring for, producing, and transporting crude oil and natural gas; refining, marketing, and distributing transportation fuels and lubricants; manufacturing and selling petrochemical products; generating power and producing geothermal energy; providing energy efficient solutions; and developing energy resources for the future, such as advanced biofuels.…
The Caltex brand, as well as all its associated products and services are owned and operated by Chevron Corporation. Chevron operates through four business units in the Philippines: Our two upstream units are Chevron Geothermal Philippines Holdings, Inc., and Chevron Malampaya LLC; our downstream unit is Chevron Philippines Inc., formerly Caltex Philippines Inc.; and we operate a business processes support organization through Chevron Holdings Inc.…
Currently, Delta Petroleum is experiencing swift decline in the in its current oil production. Therefore growth and replacements is its top priority, with a focus on the rationalization of 5 upstream assets in different countries, namely: Algeria, Canada, Kazakhstan, Mozambique and UK North Sea.…
• The Indian Oil and Gas industry plays an important role in the Indian economy with major refineries and gas companies in the country.…