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 oil companies following
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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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2. Amoco offered index-oriented investment options to its employees. These investments‚ known as core investment options‚ were designed for Amoco employees and managed by professionals in a daily and passive fashion. This index funds had lower management costs. The average expense ratio for the indexed funds in the Amoco plan was 10 basis points. In addition‚ Amoco offered its employees externally managed index funds for US equities‚ long-term bonds‚ and US money market instruments. Amoco also
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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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Company (BP) is a British multinational oil and gas company. It is the third-largest energy company and fourth-largest company in the world. It is vertically integrated and operates in all areas of the oil and gas industry‚ including exploration and production‚ refining‚ distribution and marketing‚ petrochemicals‚ power generation and trading. It also has renewable energy activities in biofuels and wind power. BP has operations in over 80 countries‚ produces around 3.4 million barrels of oil equivalent
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our conservative evaluation of Amoco‚ our opening exchange ratio is 0.46. For Amoco sides‚ their opening exchange ratio is 1. The big difference between our opening prices indicates this negotiating process should be tough. First‚ we checked the discount rate. For us‚ BP company‚ we use 8.83%‚ however‚ Amoco they use a higher one around 9%. The main difference to calculate the discount rate is that we use the 30-year Treasury rate as risk free rate compared to Amoco used 20-year Treasury rate. Moreover
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| BP Amoco/Arco Merger | Merger and Acquisitions Term Paper | | | 12/10/2012 | | Contents Time Line of Events 3 Introduction 4 Industry Analysis 5 Overview of ARCO ’s Business 7 Overview of BP Amoco’s Business 7 Value Creation from the Merger: 8 Competitors Analysis 9 Antitrust Issues 11 FTC Arguments 12 What Happened? 14 Divestitures 14 Phillips Acquires ARCO Alaska 15 FTC dissent 16 Performance and key Financials 17 Annual Shareholder’s meeting:
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On April 4‚ 2010 a huge explosion of the Deep Horizon oil rig occurred in the Gulf of Mexico Near Louisiana. Fifteen out the of one hundred fifty men who were on board were injured. Approximately two days later‚ the rig sang and oil began spewing. The oil leaked for over one hundred days. The BP oil disaster in the gulf has posed a threat on the people and the environment that surround the oil spill. The effects of offshore drilling can be catastrophic‚ especially after seeing what has happened in
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GROUP PROJECT- CASE STUDY | A report submitted in partial fulfillment of the course | | MODERN INVESTMENT & PORTFOLIO MANAGEMENT | INSTRUCTORS: PROF. S.K. BARUA PROF. J.R. VARMAACADEMIC ASSOCIATE: MS. VAISHALI SATTAREPORT PREPARED BYGROUP 12MEENAKSHI DEOGAM M. SHYAMNIMISHA SAXENARAGHAV YADAVROHAN ANANDDATE OF SUBMISSION: 24TH AUGUST‚ 2010 | | Effect of BP oil spill and subsequent market reaction on the assets of pension funds and
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BP/Amoco Merger Case Group 1 Keshavaraja Alive Stephen Felkins Therese Jackson Andrea Marrical Eric Weiss Executive Summary Prior to the merger between BP and Amoco in 1998‚ both companies had very similar operating characteristics and performance. Both companies engaged primarily in the same three businesses and experienced close to the same percentages of revenue and percentages of operating income for each of those businesses. A key difference however waswere that
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