TITLE: MW Petroleum Corporation: A Valuation Approach on Real Assets ABSTRACTOR SUMMARY Valuation is the estimation of an asset’s value‚ whether real or financial‚ based on variables perceived to be related to future investment returns‚ on comparison with similar assets‚ or‚ when relevant‚ on estimates of immediate liquidation proceeds (Pinto‚ Henry‚ Robinson‚ Stowe; 2010). Correct valuation of real assets can present challenges to financial analysts. Different models can be used to arrive at
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Cash Flow Valuation – Proved Developed Reserves Discounted Cash Flow Valuation – Proved Undeveloped Reserves Discounted Cash Flow Valuation – Probable Reserves Discounted Cash Flow Valuation – Possible Reserves Question 3 To value MW Petroleum we would consider the assets in place and the option bearing assets discretely. The assets in place consist of the proved developed reserves since they are already producing a determinable quantity of oil and natural gas‚ as well as the non-producing
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3. Differences between APV and option valuation Valuing MW Acquisition by using APV method assumes in practice that exploiting of all MW’s reserves is certain and happens right after the acquisition. In other words‚ the APV method excludes the flexibility in future decision making. In this case‚ Apache has both an option to defer the exploiting of reserves into future and Apache may also choose not to exploit the MW reserves at all. As some of MW’s reserves are actually real options‚ the APV valuation
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Case Study: British Petroleum-Amoco Merger (Sources: NYT‚ BW‚ WSJ) British Petroleum announced in August 1998 that it would acquire the U.S. oil giant Amoco for $48.2 billion in stock in the largest oil industry merger ever. The deal also would be the largest takeover of a U.S. company by a foreign concern. The merger would result in a company in a position to vie with Exxon for second place behind industry leader Royal Dutch/Shell. The deal clearly benefits both BP and Amoco. The main strength
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Draft MW Petroleum Corporation (A) Background: In late 1990‚ the group of Amoco Corporation and Apache Corporation had begun talking regarding the possible acquisition of MW Petroleum from Amoco to Apache. MW Petroleum Corporation is a wholly owned subsidiary of Amoco Corporation which has its own reserves‚ management team and with full ownership in geologic and engineering data. MW Petroleum‚ a free-standing exploration company that was even as large as some of independent oil companies. It
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MW Petroleum Corporation Situation Overview: Amoco Corporation conducted an extensive review of its cost structure and profitability‚ leading to major restructurings to better focus on its core businesses. The result of this was a divestment of the middle section of its assets along the marginal curve. Thus‚ creating MW Petroleum Corporation – a new‚ free-standing exploration and production oil and gas company. MW was offered to a number of targeted international petroleum concerns‚ but the most
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MW Petroleum Corporation (A) 1. Structure and execute a DCF valuation of all the MW reserves using APV. How much are the reserves worth? Is your estimate more likely to be biased high or low? What are the sources of bias? Answer: The DCF valuation of all the MW reserves using APV indicates that the net worth of the portfolio is around $516.30 million. The estimate is more likely to be biased on the higher side. REVENUES: The data for the projections was collected by Morgan
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9-201-054 REV : M A Y 4‚ 2010 B ENJA M IN E ST Y M ICHA EL K A NE BP Amoco (A): Policy Statement on the Use of Project Finance As two of the largest oil and gas firms in the world‚ The British Petroleum Company p.l.c. (BP) and Amoco Corporation (Amoco) had a long history of competitive encounters. This rivalry continued into the 1990s in a variety of locations ranging from the United States to the North Sea to‚ more recently‚ the Caspian Sea—a region that had opened up to exploration by Western
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British Petroleum Company (BP) and Amoco Corporation are two of the largest oil and gas firms in the world. In spite of the intense rivalry between the two companies for several years‚ they decided to merge in 1990. The upstream business of BP which is exploration and manufacturing of crude oil accounted for 68% of its revenues while that for Amoco accounted for 60%. BP Amoco after the merger in 1998‚ their business involved exploration and production of crude oil. This was their upstream business
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Negotiation Report 1. Executive summary Amoco was actively cooperating and negotiating with BP on the merger issue. Based on Amoco’s stand-alone valuation‚ it was reasonable to estimate $47 million enterprise value and $41.5 million equity value‚ with a walking-away exchange ratio 0.54. Then adding synergy‚ it reached an opening exchange ratio 0.72. Through further negotiation with BP‚ both parties reached a conclusion on certain level synergy distribution and agreed to close the deal at an
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