Tucker Energy Services Ltd

DQ1.Through your research, select two of the strategic plan options that could apply to Kudler Fine Foods. What are the strengths and weaknesses of each option? How does each of the two choices fit with the organization?

Husky Energy Inc. is a recognizable company to many Canadians. Most people just know it as “The Husky” and see it as just merely an oil company operated through North America. Although Husky Energy Inc. is centred in Alberta and Saskatchewan, it is a worldwide enterprise. “China, Greenland, and Libya” all have Husky Energy within their countries (Husky Energy Inc.). Now privately owned, the business value is at “28 billion as of October 2009” (Warnock, 1) and continues to growing exponentially. They are continuing expansion, becoming much more than a gas and oil supplier. They understand the changes are essential in being a successful corporation.

The client had seen a record oil sand production through important milestones and operational performance. Building strong midstream capabilities had provided Suncor with triple their production to compete the market. During 2002, with the major competitors Suncor was not doing well, however once they bought petro Canada over, then they came to the second place in the energy industry. Suncor has made an improvement through the use of technology to lower the long run costs through innovation for sustainable energy development. Suncor has started decline with the market, for pipeline constraints, new entry of energy companies, and by higher costs to produce oil. In order to find the risks of this company, client risks must be identified, testing according to the plan must be done to improve the profit and revenue.

This case analysis explores the possibility of Breezy, a leading supplier of carburators and air filters in North America, the possibility of developing offshore busines in countries where car manufacturing is growing. The report is structured as follows: First, there are five important questions that Breezy must consider and ask itself before developing a relationship with a new customer. After Breezy decides to go offshore, it will have to go through the negotiating process, which involves five steps. Breezy then, must have capabilities of how an offshore business is organized, consider the many different costs and risks involved in the implementation and decide how it will finance the project. The report also talks

Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice.

For the Northrop Grumman Corporation it is vital to keep the competitive advantage as well as reinforce their market position within the industry. This is part of the organization?s overall business strategies; it focuses on how the organization acts and approaches their products success for each of their product lines. Since the Northrop Grumman Corporation consists of four diverse areas of products and services, each one has its own strategy, theses diverse areas include Aerospace Systems, Electronic Systems, Information Systems and Technical Services. (Thompson, 2016-2017).

By encouraging innovation and technology, Houston brings forward positive changes in a number of factors that benefit the energy industry, including efficiency, productivity, quality and competitiveness. Fitzgerald describes innovation as the ‘ticket to the future’ (Joyner, 2010, pp. 1) It is achieved through brainstorming fast and new ideas, focusing on the big picture, and knowing the needs of the market. The fundamental role of technology, in the energy industry specifically, is achieving great advancements to improve the status of the current industry. This could consist of increasing output, improving effectiveness, or enhancing use. Within

3. Discuss how strategic change relates to the varied perspectives and whether they are predictive or explanatory.

They have gone about this in several different steps. One key aspect of their value added service is to focus on a vertical integration system. This way they can provide their offerings and gain a higher profit and lower cost to suppliers. The company has several subsidiaries that enable the company to perform tasks from marketing, to transportation of oil. Chesapeake Energy discusses in such financial statements that the company would rather “capture a portion of this value for our shareholders rather than transfer it to third-party vendors”. Hence, instead of having to hire a contract driller, the company is able to utilize one of their subsidiaries, Nomac Drilling

It is possible to state that this company has an advantage in experience with more than 55 years in the industry, large product offering, and diversity client partners. However, being

Husky Energy Inc. is a recognizable company to many Canadians. Most people just know it as “The Husky” and see it as just merely an oil company that is operated through North America. Although Husky Energy Inc. is based in Alberta and Saskatchewan, it is a worldwide enterprise. “China, Greenland, and Libya” all have Husky Energy within their countries (Husky Energy Inc.). The now privately owned business is valued at “28 billion as of October 2009” (Warnock, 1) and is growing exponentially. They are continuing expansion, becoming much more than a gas and oil supplier. They understand the changes are essential in being a successful corporation.

The case study of NewGrade Energy is based on data analysis from 2009. A privately owned company located in Regina, Saskatchewan that operates heavy oil upgrader, The Company’s ownership structure consists of the Government of Saskatchewan and Federated Co-Operatives Limited each owning 100% of the company and Crown Investment Corporation (CIC) and Consumer’s Co-Operative Refineries Limited (CCRL) both owning 50% (Ivey, 2009). At the time of its $ 770 million dollar, inception in 1988 CIC and its third-party lenders financed $150 million to the project and the government of Saskatchewan and Canada guaranteed the capital venture (Ivey, 2009). The

The company employs numerous petroleum engineers who examine geological samples to determine if there are oil & gas properties to be developed and produced around the world. They concentrate their efforts in areas that are known hot spots and actively search for new areas around the world as they try to gain a first mover advantage in a new oil region. They strive to operate successfully through strong leadership, talented employees, and cutting edge technology, as well as working collaboratively with their stakeholders (Nexen).

It is one of the most leading energy experts in many fields. They have with more than 120,000 employees working for them and they are spread over 100 countries and have a sale of 19.6 billion euros in (2010) in over 200 countries. The company was among the 330 biggest companies in the world on 2011 Fortune Global 500 annual rankings of the world’s largest corporations. They have transformed from the

Trinidad and Tobago Electricity Commission (T&TEC) is state owned and regulated and is by law, the sole retailer of electric power in the twin island Republic which was formed in 1946 after the merger of independent companies with well over 3000 employees. The company is responsible for the design, construction, operation and maintenance of the country 's electrical transmission and distribution network. The utility supplies electric power to customers on both islands via a single interconnected grid. T&TEC purchases the bulk electric power from independent generation companies for resale, and is also responsible for securing fuel supplies for the generation companies. (Trinidad and Tobago Electricity Commission, n.d.)