Mobil Corporation : Petroleum And Natural Gas Exploration Essay

tax changes, new laws and government policy changes. Managers should not just rely on the PESTLE analysis, it is a tool, a snapshot in time, which will assist in understanding the current factors, it will not determine a direct path in the direction they need to follow to progress the company considerably. When in fact managers most need to judge, into what factors are most likely to change and also which have the greatest impact to them, so in the case of Centre Parc’s they need to consider mostly economical and sociological. A way of achieving the relevance of each factor to the company is to rank or score the factors, so there is a clear understanding of which are of most importance and vice versa. As Centre Parc’s has many different villages, this means that it includes many divisions and also brands (Starbucks, and Zilli restaurants), so managers need to concentrate on one specific area within each village.

1. Explain why change happens in a business environment. You should include at least three reasons in your answer.

Identify the strengths and weaknesses of Fontaine's and Gaudin's negotiating strategy in their deliberations with Reliant Chemical Company. How effectively did Fontaine and Gaudin approach the negotiation?

1. Explain why change happens in a business environment. You should include at least three reasons in your answer.

“PESTLE analysis will help to capture understanding about aspects of the context by using the prompts political, economic, sociological, technological, legal and environmental. It is a technique that facilitates a wide scan of the context and actual or potential factors that would affect objectives if left unmanaged.” (Webster-Murray, R. 2010. pg.88)

Shell is a global group of energy and petrochemical companies. Their operations are divided into four businesses, which are upstream, downstream, integrated gas, and projects and technology. Upstream focuses on exploration of new liquids and natural gas reserves. Integrated gas focuses on liquefying natural gas (LNG) and converting gas to liquids. The downstream division turns crude oil into a range of refined products, which are then moved and marketed around the world for use. Projects and technology is responsible for delivering new development projects (“What We Do”).

     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.

2. New perspectives- Let's face it, the business world is constantly changing and in order to be successful companies must adapt and change over time.

In order to manage change a manager needs to understand innovation and change in an organisation

This paper will describe the problem that Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company in early 1985. Secondly I will identify and evaluate the styles and effectiveness of Messrs, Fonatine, Guadin, Hauptmann, and Zinnser as negotiations in this case. Finally I will outline what Frank Kelsey recommend to Jean Fontaine at the end of the case? Why?

ExxonMobil is a United States based transnational oil and gas corporation. Founded on the 30th of November 1999 after the merger between Exxon and Mobil, reuniting the original breakup of standard oil company (Folsom Jr 1998). It is the world’s largest publicly traded oil and gas company by market value and as of 2016, the sixth largest in terms of revenue at $246 million per year (Decarlo 2016) . ExxonMobil’s oil and gas exploration stretches across six continents with

By 2001, almost 50 years after its inception, Petrobras had become a fully integrated oil and gas company. Petrobras was the seventh largest publicly traded oil and gas company in the world based upon proven reserves, the largest Brazilian corporation, the third largest Latin American corporation, and the 185th largest global company, by 2001 consolidated revenues. In Brazil, Petrobras had a dominant position in both upstream and downstream activities. The company’s combined oil and gas production was 1,621 tbpd and it had proven reserves estimated at around 9.3 billion boe.5 (Exhibit 1 provides selected oil and gas data for Petrobras and other oil companies.) Most of the firm’s proven reserves were located in very deep waters (more than 400 meters) and Petrobras was the world’s pioneer in deep water oil exploration and production. Furthermore, with approximately

Exxon Mobile is one of the most successful companies in the oil and energy industries today. But what makes them so successful? In an effort to answer this question, a thorough internal investigation can be helpful in determining what aspects of this company are making it an industry leader. Two aspects of this internal analysis of Exxon Mobile are the company’s resources and capabilities.

Exxon Mobil has a research and development department that is evolving its technologies to stay competitive. The company is continually working on assessing its products environmental life cycles to lessen the long term environmental impact. Exxon Mobil is striding for less greenhouse gas emissions then it has in the past.

Innovation is the process by which ideas are created, selected and implemented to bring about profitable change to organisations. Innovations come as a result of an identified need for organisations to change their current processes, activities or operations. Andriopoulos and Dawson (2009) explain that organisational change is ‘new ways of organizing and working’. They explain that change occur in two dimensions – movement of state and scope of change.