Conoco Phillips Strategic Management

- 1863, John D. Rockefeller founded company to control most of nation’s oil refineries by eliminating competition.

The oil and gas business is highly competitive in the exploration for and acquisitions of reserves, the acquisition of oil and gas leases, equipment and personnel required to find and produce reserves, and in the gathering and marketing of oil, gas, and natural gas liquids. The competitors include national oil companies, major integrated oil and gas companies, other independent oil and gas companies, and participants in other industries supplying energy and fuel to industrial, commercial, and individual consumers.

Conoco elected to be the most strategic of the three, not as big as Mobil, but having more technical know-how and more industry expertise than Philbro, Conoco was willing to take on some risk in Russian oil. It focused on sequential investment, which gave Conoco time to ascertain the Russian state of oil; as not all the money is invested up front, this provides an incentive for Russia and Russian partners to help ensure project success. Conoco also sought multiple investors (OPIC and EBRD) and US backed organization which could help apply political pressure when necessary. Conoco also elected to build a lot of the infrastructure which gave them more control, but was also more expensive.

     Chevron Texaco, or Texaco Shell, is the leading competitor to ExxonMobil. Texaco is in the same areas of business as Exxon. Their petroleum products and lubricants are sold in the same markets, stores, and in many cases opposite street corners from each other. The two companies are very similar, but Exxon’s recent petroleum deals in the Middle East and Africa have allowed its stock price to jump ahead for the time being (1). In the industry, the two companies mainly compete for the ability to negotiate for new production. The competition is not made at the pump or at the local auto store. It seems that it’s more important to control oil than it is to sell it quickly. Because oil has so much value and power in the world, the industry is made of semi-friendly companies. Surviving and making as much profit as possible, is more important than trying to put people out of business.

Porters’ five forces analysis provides important knowledge to Dennis Shaughnessy about the external environment of following the joint venture. The provided external analysis should be used when recommending the joint venture to the CEO and board of directors.

Standard Oil was the United States’ first monopoly, and it was a rollercoaster of a ride for the company. Standard Oil started from the ground up and grew into a massive enterprise, that would eventually make John D. Rockefeller the richest man in the world. This would come at a price, the demise of Standard Oil, but multiple companies are born out of the demise of Standard Oil that become some of the largest oil companies today. Standard Oil even caused the United States of America to create a federal act to try and control monopolies from eliminating competition in unethical ways, and from becoming so powerful that they can control not just their markets, but other markets too, and from having the ability to change the price on consumers

Philips is a Dutch technology company that focuses on health technology and lighting. Their focus is on improving people’s lives through meaningful innovation. They have moved from a holding company structured around multiple divisions to two stand-alone operating companies of health technology and lighting solutions. Their ambitions are to capture growth, create value, and expand into new business ventures through technologies and intellectual property development.

This report demonstrates the evaluation of current performance of JD Sports Company. Method of Analysis includes Ansoff’s matrix and Porter’s generic growth strategies to discuss the nature of the market which JD Sports invest in. The financial methods are including the flexibility and stability of JD sports which judged by the liquidity, current ratio, operation capital, gearing and profit margin of this company. These figures could be collected from the annual report or balance sheet. This report analyzed the JD sport’s position in the market, and used generic and external growth method to expand market size. Such as acquired a lot stores to improve business profitability. Obviously, JD has expanded to the European

Basically SBU is part of portfolio technique (in which company operates multiple products), SBU plans itself and operate itself to separate some product or unit to stand alone but it remains in the company or boundaries of the company also separates business mission statement or objectives that can be planned separately from other company businesses. They themselves are responsible for their profit and loss also for their objectives. They plan strategies for achieving their goals.

“Lean and mean,” cost structures while limited power of spending habits to lower level managers.

Globalization changes have impacted Burger King in the following ways; since the company began in 1953 with its first restaurant in Jacksonville, Florida and opened several locations across the United States, the company began its international expansion in 1969 with its first international franchise location in Canada, followed by Australia in 1971, and Europe in 1975. The setting up of franchises outside the United States was as a result of fast food opportunities arising outside the United States. So as to fully integrate in the international market, Burger King had to adopt and embrace

Procter & Gamble (P&G) is a world-leading producer of consumer goods. Today, it consists of over 20 million dollar brands (like Gillette) and operates in 42 countries

Porter’s five forces analysis not only provides the ideas to create the strategic plan but also assesses the attractiveness of an industry.

This report examines the strategic management of the international iconic fashion company- Prada. In this report we conduct an analysis of the external and internal environments and identify strengths, weaknesses, opportunities and threats of the Prada. The key issues identified in the environment analysis is the Prada’s future market especially China. The report reviews the financial and non-financial objectives of the company’s strategies and their affects for the stakeholders. Prada is engaging in their attempts to achieve their objectives. The strategic

The company’s brand recognition is visible globally. It also possesses strong capital resources and has exhibited positive results to its shareholders in the past.