BP Oil Spill

April 20, 2010 was the beginning of the end for British Petroleum. BP was started in 1901 by William Knox D’Arcy. Their mission is to operate oil and natural gas exploration, while marketing and distributing all over the globe. The primary issues the company faces are rebuilding their business after the tragic oil spill, their low oil prices and internal leadership promotions. Following the 2010 oil spill, all of BP’s top executives were fired, and the company has continued to promote internally, as recent as February of 2016. The company has been trying to rebrand itself and fix its disastrous public image that resulted from the poorly handled oil spill. Due to these internal promotions, no new ideas have been introduced into the company and their efforts in recreating themselves have since stalled, leading to unmotivated employees and decreased profits. Although British Petroleum has solid production sites in Gulf of Mexico, Alaska, and various areas of the U.S, the brand’s name remains so tainted from past violations. The declining price of oil, along with that environmental factors that affect the company, both nationally and globally, have exacerbated this stall and caused the company a major issue in recovering their public image, reputation, brand name, stock prices, and overall prosperity. These factors have certainly not been beneficial to the company in recovering from the sixty-one billion dollars BP has had to pay as result of

Oil covered everything: beaches, animals, plants, bottoms of boats. Approximately 205.8 million gallons of oil leaked into the ocean and toward the Louisiana shoreline. To put the amount in perspective, that oil could be used to drive a Toyota Prius around the earth 184,181 times (Repanich). All of this pollution and destruction because of one singular company: British Petroleum. Needless to say, the image of BP was tarnished because of this. What can a company do to come back from such a serious setback? This was the question that was faced by the company in 2010 (when the spill occurred), and is still being wrestled with today. By analyzing BP’s “Commitment to the Gulf” ad campaign, the brand’s desired identity is made very apparent. When it comes to oil, nearly all consumers are involved. However, BP does take specific steps in order to narrow down a target audience when it comes to advertising its product. Despite the hardships faced by BP stemming from the spill, consumers still have an addiction to oil. BP, the fourth largest oil company in the world (“Biggest Oil”), has such a firm hold on consumer society that it is a necessity in today’s consumer landscape. By pushing the brand’s identity to its target audience, BP used branding to overcome a severe controversy and rebuild the image it hoped to convey to consumers.

THe tragic oil spill involving the BP/Transocean drilling rig Deepwater Horizon has caused enormous and unwarranted damages in the Gulf of Mexico, and on life; thousands, if not millions, of people, organizations, and animals face ruination. My thoughts are that, there is no doubt that BP is accountable not just for its disregard of safety measures that could have kept the spill from happening, additionally for the inept, shrouded, coercive, and belligerent manner in which it handled the spill's consequence.

A wealthy British gentleman by the name of William D’Arcy is the founder of the world famous gas station BP. D’Arcy had a thrill over oil and decided to invest all of his savings in the quest for oil in the Middle East. Experts and scientists helped encourage D’Arcy to pursue the venture. But years started to pass and funds starting to run low, William was starting to feel as if this was the wrong investment. Throughout the years BP has gone through a plethora of ups and downs. From bankruptcy, to not being able to transport oil to desired location, and also having more oil than they could sell and not having a demand for it. Also BP has had disasters related to social responsibility, and before the major oil spill in 2010,

Deep Water Horizon was a nine year old semisubmersible drilling rig that was designed to operate in waters ten thousand feet deep. This particular rig was built by the South Korean company Hyundai and owned by Transocean, on the world’s largest offshore drilling contractors. BP would charter the Deep Water Horizon from March 2008 to September 2013 for deep exploratory drilling. BP would drilling off of the Gulf of Mexico eighteen thousand three hundred and sixty feet below sea level, in five thousand one hundred feet of water.

On Tuesday, April 20, 2010 the Deepwater Horizon rig burned for 36 hours, combusting 700,00 gallons of oil leaving a trail of smoke over 30 miles long and spilling 53,000-62,000 barrels of oil into the Gulf per day from April 20 and July 15. As of 2010, the Deepwater Horizon disaster was the largest marine oil spill ever to occur in U.S. water. Oil was found on the shores of all five Gulf States and many birds, fish, and reptiles perished due to the oil spill (Ingersoll, 2011, p. 1-2; O’Conner, 2011, p. 1984; Bratspies, 2011).

BP had two main stakeholders which they had to address one is their very own stakeholders and the other group of stakeholders are the stakeholders of green movement. This are the stakeholders who would offer them the help the financial help and backing to clean up the oil spillage in the Gulf of Mexico. My evaluation of BP executive’s behavior is that they neglected their corporate social responsibility. This is because they failed in their obligation as managers of such a big company to make choices that would ensure that the oil spillage did not get out of hand. They also failed to issue directives for regular maintenance check to take place in their rigs and refineries which could have prevented such a catastrophic event. They failed to

The Frontline report, “The Spill”, which focused on British Petroleum 's problematic management culture and its catastrophic effects, aired on October 26, 2010. Around then, the oil giant BP had suffered a crisis with its latest off-shore oil rig, the Deepwater Horizon. However, this was just the latest in accidents concerning its oil operations. In the years before the Deepwater Horizon accident, BP had also suffered major accidents in its oil production fields in Texas and Alaska. Its CEO, Lord John Browne, had greatly expanded the company by buying off other oil companies and cutting costs. Unfortunately, Frontline’s report suggests the company 's sole focus on expansion and cost reduction was what caused the

On April 20, 2010, an explosion occurred aboard BP contracted Transocean Ltd Deepwater Horizon oil rig stationed in the Gulf of Mexico. Eleven workers were killed instantly. Unfortunately, the BP management did not wake up that morning (or countless mornings before) expecting the event to occur for it took them almost 4 months to clean up the spill. The first month was spent forecasting the rate of the spill and having President Barack Obama tour the site. Only on May 26, 2010 did BP initiate the first form of clean up procedure known as "top kill". Needless to say, this attempt failed. Thus, well over into the second month after the incident, oil remained leaking and BP had not yet figured out how to contain it. Finally on July 10, 2010 BP removed a timeworn containment cap from the well to install a new one. At last, on July 15, the oil stopped flowing freely. Noting that it took BP over 4 months to replace a timeworn containment cap just to stop oil from contaminating the Gulf of Mexico, it is readily questioned why such a well-established mega giant never considered the chance of having a blast at an operating site. On the bright side, due to this incident and similar others, numerous organizations have been formulating and establishing emergency or disaster plans and policies to respond to a variety of disaster scenarios. Thus, suggesting that contingency planning is imperative for an organization in the long run in order to avoid massive instant loss since there

Updates to the BP Gulf of Mexico Oil Spill are that in May of 2010, BP and Transocean moved to have the cases against them consolidated. On August 2010, the Panel consolidated federal economic loss, environmental damage, wrongful death and personal injury lawsuit. On September 2010, the first hearing was held and was agreed that plaintiffs would compile a master complaint list that details all the different actions against the defendant companies and have it filed by December 2010. This was for new complaints to add their names to the list that qualified by the deadline of April 2011. On October 2010 a trial date was set for February 27, 2012. This is to be a non-jury trial to determine which company is to blame for the explosion

From its humble beginnings as a single man entity, British Petroleum, or as it is now known as BP, has grown into one of the four major Oil and energy multi-nationals on the planet. Their success can be attributed to their innovative prowess and their ability to stay one step ahead of their competitors, by investing in places no one has before. The common perception of BP by the general public over the past decade has been quite positive, with people aligning environmental values’ with their new brand positioning. All of this changed after BP was blamed for one of the worst maritime oil disasters in history, which also killed 11 workers. This incident has shed light on past issues BP has faced which were not as widespread as the most current one. BP’s Ethical culture and their Corporate Social Responsibility procedures have been primarily the major issues, which can be directly attributed to the accident. Secondary to this was their management of potential risk in their Deep Sea Oil excavations, which also may have been the cause of the major explosion. Lastly we will be discussing how BP can possibly move on and rebuild their brand image from such a catastrophe and move away from the new “Big Polluter” image.

In terms of依据 MNE corporate philosophy企业理念 and stakeholder strategy BP has been “ranked as被认为 one of the more environmentally responsive环保响应 and socially aware社会意识 companies” Rugman and Collingson (2006, 4th Ed, p635). Explore this ranking in the light of根据，鉴于，依据 recent events in the Gulf of Mexico.

For any company, to maintain an already established brand name is as equally a challenging task as the creation of the brand. In today’s challenging market environment, any business is expected to continuously focus on organizational learning and continuous improvement and introduction of products and services to stay alive in the market.

The BP oil spill has raised serious risk management issues regarding the governance of organization involved in the case. Risk management and governance in the BP organization are separate, having their own committees and organizing their own processes to achieve their goals. Per researchers, “the BP oil spill disaster has clearly shown that the board has to own both the general governance of the organization and its many and varied risk activities” (Wright et al., 2013, p. 16). As a result, the disaster created an enormous financial crisis, leading to poor public opinion of BP. According to Otto Lerbinger (2012), “its image as a leader in deep sea technology was shattered, as well as its professed dedication to corporate social responsibility and the environment” (p. 24).

Purpose – The paper aims to highlight the importance of corporate rebranding in branding practice,