Oil & Gas Pipeline Integrity Management Preface One of the primary goals of Oil and Gas pipeline operators is to ensure continuous and reliable delivery of crude/refined products to customers while ensuring safety of its employees‚ the public‚ customers‚ environment and its assets. They are faced with the increasingly complex process of maintaining the delivery of crude oil/gas/refined products at the minimal cost and impact on the surrounding environment. Pipelines are exposed to various risks
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5 Forces Model -Examines competitive forces that influence the profitability potential in an industry -Each force can reduce the probability that a firm can earn profits while competing in an industry Potential Entrant - can take market share away - force to learn new ways to compete - Barrier - Economies of scale – cost disadvantage - Capital – lack the resources (physical & human) to compete‚ competitive disadvantage - Switching costs – college‚ machine - Differentiation
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Development of E.ON in oil and gas sector Dr. Maxim Stein-Khokhlov‚ E.ON E&P Upstream Lectures Course Moscow‚ October 2013 Agenda E&P within E.ON Group - Overview Our business portfolio Adding value with innovative technology E&P Engagement in Russia Conclusion and Outlook E.ON – Power and Gas Active in Europe‚ Russia‚ Americas and North Africa More than 70‚000 employees Over €130 billion in sales and ca. €10‚8 EBITDA in 2012 Our objective is to make energy cleaner
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MM4311 Strategic Management Individual Assignment Porter’s 5-Forces Model in Hong Kong theme park industry Name: Lau Hiu Ying Instructor: Yi TANG 1. Introduction Theme Park is an entertainment venue that includes rides‚ restaurants‚ activities‚ and attractions‚ woven around a theme such as celebrity or characters. Therefore‚ Hong Kong has a pair of theme parks which are Hong Kong Disneyland (an international famous theme park) and Ocean Park (a recreational‚ educational‚ home-growth
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Competitive Forces (5 Forces) Barriers to Entry: The telecommunication industry is dominated by only a few fully integrated companies like Motorola and Nortel. Because of this‚ companies like Alcatel are involved in smaller scale acquisitions that are filling in product assortments. One issue with this is that smaller players are being squeezed by severe price competition. The telecommunications industry does have high entry costs given that the industry requires a high level of integration
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METROPOLITAN BANK AND TRUST COMPANY Founded in September 5‚ 1962‚ Metropolitan Bank & Trust Co. (Metrobank) has since become the premier universal bank and among the foremost financial institutions in the Philippines. It offers a full range of banking and other financial products and services‚ including corporate‚ commercial and consumer banking‚ as well as credit card‚ remittances‚ leasing‚ investment banking and trust banking. Metrobank currently spans a consolidated network of over 1‚400
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Hospitality Management Airbnb: Porter Five Forces Subject: Strategic Management Teacher: Marina Cassilha Group Members: Cheng Bustamante‚ Rebeca Trillo Murrieta‚ José Lima – Peru 2015 Index Page 1. Bargaining power of customers (buyers) 3 2. Bargaining power of suppliers 3 3. Threats of new entrants 4 4. Threats of substitute products or services 4 5. Intensity of competitive rivalry 5 6. Bibliography 5 1
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Porter’s 5 Forces 1. Rivalry among competing sellers a. Strong i. Buyer demand is growing slowly or declining ii. Buyer costs to switch brands are low iii. The products of industry members are commodities iv. The firms in the industry have high fixed costs or high storage costs v. Competitors are numerous or are roughly equal in size and strength vi. Rivals have diverse objectives and strategies vii. High exit barriers
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Analysis of Edible Oil Industry ANALYSIS OF PAKISTAN INDUSTRY PRESENTED BY: HUSNA BADAR(7164) KOMAL SHAHDEV(756) MISBAH SALEEM(4258) SUBMITTED TO: SIR AFTAB ABRO Institute of Business Management‚ Karachi Table of Contents Brief history about the edible oil industry 8 Present Situation of edible oil industry in Pakistan 8 Consumption 8 Edible oil industry (3 segements) 8 Group 1(Premium Segment) 9 Group 2(Popular Segment) 9 Group
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| 3 | | | ExxonMobil Oil Corporation - Environment destruction | 3 | | | ExxonMobil Oil Corporation - Animal suffering | 3 | | | Total Oil Company - Exploitation of workers | 4 | | | Total Oil Company - Supporting oppressive regimes | 4 | | | Royal Dutch Shell Oil Company- Supporting oppressive regimes | 4 | | | Royal Dutch Shell Oil Company- Environment destruction | 5 | | | Conclusion | 5 | | | Recommendation | 5 | | | Reference | 6 | In
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