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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BP plc (British Petroleum) February 2‚ 2014 University of Mount Olive Table of Contents Title Page ……………………………………………………………………………………….. 1 Table of Contents ………………………………………………………………………………... 2 Introduction …………………………………………………………………………………….... 3 External Environment …………………………………………………………………………... 3 Economic Trends………………………………………………………………………… 4 Political/Legal …………………………………………………………………………… 5 Demographics …………………………………………………………………………… 6 Technological Trends ……………………………………………………………………
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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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Strategic Corporate Social Responsibilities and Law Contents BP Company Info 3 Deepwater Horizon Oil Spill Event 4 Summary of the Deepwater Horizon Event 5 Stock price before and after Deepwater Horizon 7 Impact on Stakeholders 8 BP’s Oil Spills and Corporate Social Responsibility 9 Inadequate disclosure on the oil spill event 11 Recommendations for BP to get reputation back 13 Conclusion 14 BP Company Info BP is a global oil and gas company headquartered in London‚ United
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strategy‚ have led BP to develop a negative reputation amongst consumers and government officials. The company needs to develop a way to get consumers to put the past behavior of BP behind them and to make consumers believe that the new core values BP has‚ along with its efforts towards rectifying the situation‚ are truthful and valuable. Situational Analysis Internal Environment: Marketing Objectives‚ Strategy‚ and Performance Without actually defining a mission statement‚ BP has published a
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British Petroleum In Russia Introduction BP International Oil and Gas Company is one of the world’s leading international oil and gas companies. Provide customers with fuel for transportation‚ energy for heat and light‚ lubricants to keep engines moving‚ and the petrochemicals products used to make everyday items as diverse as paints‚ clothes and packaging. Key facts Around 80 countries of operation Employees 90.000 The Economic value $403.3 billion Operating cash flow $21.1 billion Barrells
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Board of Directors Presentation Global Management Darleen Busot MGT/230 April 13‚ 2014 Patricia Ford Agenda Organizational Direction Goals and Objectives Strategic Planning Tactical Planning Operational Planning Contingency Plan Ethics and Legal Responsibilities Organizational Direction Safety First‚ striving to be a responsible corporation among the industry is our top priority. Create safety programs that will enable our employees during emergencies. Management will ensure
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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 exchange ratio of 0.65. The merger of Amoco and BP had strategic significance
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| BP Case Analysis | | 1. Based on the history of the company‚ why did BP get involved in so much questionable conduct? BP’s history extends back to 1901 when William D’Arcy’s Anglo-Persian Oil Company first drilled for oil in Persia and after seven years of drilling and darcy’s nearly spent his net worth finally oil spewed out and became rich. Unfortunately later at 1914 BP was on the verge of bankruptcy due to the very low demand of oil in global market. Accordingly ‚BP’s Board
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strategy Oil companies were the worst performing brands in the world market. There was no brand in the oil industry that had created positive perception in the public. During the late 1990’s BP has decided to change this perception for their brand. The main idea was to create a symbolic capital for BP. The definition of symbolic capital is given by (Bourdieu‚ 1974/1977 sited in Holt & McNulty‚2008‚p.76) as “ the resources by which authority and credibility are established amongst employees‚ peers
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