constraint on what can be considered a firm’s resources or capabilities. VRIO Analysis Given that almost anything a firm possesses can be considered a resource or capability how should you attempt to narrow down the ones that explain why firm performance differs? In order to lead to a sustainable competitive advantage a resource or capability should be Valuable‚ Rare‚ Inimitable (including non-substitutable)‚ and Organized. This VRIO framework is the foundation for internal analysis. If you ask a business
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Company Wildberries - it is a large online store of fashion apparel‚ shoes and accessories‚ which has existed for more than 7 years. I chose this site because I had previously used the services of this website. Products in this online store are divided into categories. To view products by brands (brands)‚ go to the tab "brand". All products are sorted by price‚ color‚ size‚ popularity rating (rated buyers) and the date of receipt to the store. When viewing products by categories is also sorted
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TNK-BP is an oil company that was created by the international oil company BP and Russian consortium AAR (Alfa Group and Access-Renova Group). It’s a scope alliance since: 1. BP and AAR’s relationship is partners‚ they are not competitors. According to the passage‚ although AAR has some business to do with oil‚ namely Sidanco. But it was mainly focus on banking‚ retailing‚ telecommunications‚ media and vodka‚ but BP is the oil company‚ which obviously is doing oil business for living. So they
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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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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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About BP BP at a glance - BP at a glance BP is one of the world’s leading international oil and gas companies. We 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 Countries of operation a Around 80 Number of employees 83‚900 Economic value generated by BPb $403.3 billion Replacement cost profitc
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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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BP Crises Law/531 October 1‚ 2012 The Deepwater Horizon disaster attributed to BP‚ a multinational oil and gas company‚ occurred in 2010 dumping massive amounts of oil in the waters on the gulf coast. The BP is headquartered in London with operations in 80 countries with the largest being in the United States. Team B participated in a simulation that presented a similar scenario as the oil spill mentioned. The company in the
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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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