...CHINA NATIONAL PETROLEUM CORPORATION HISTORY China National Petroleum Corporation (CNPC) is based on the national reform program, in July 1998 in the former China National Petroleum Corporation, established on the basis of the large petroleum and petrochemical enterprise group, is a state-authorized investment institutions and state holding company, is the implementation of upstream and downstream, domestic and foreign trade, production and marketing integration, according to the modern enterprise system and the operation of trans-regional, cross-sectoral, cross-border operations, integrated oil companies. As China's largest crude oil, natural gas producer, suppliers and the largest oil refining producer and suppliers, China National Petroleum Group is involved in oil, gas exploration and development, refining chemicals, pipeline transportation, oil and gas refinery product sales, petroleum engineering technical services, petroleum machinery manufacturing, oil trade and other fields, in China's oil and gas production, processing and market-dominant position in the U.S. "oil Intelligence Weekly" top 50 ranking of the world's oil companies, China National Petroleum Group, ranked No. 10 , in the "Fortune" magazine published in 2004, ranking the world's top 500 enterprises, from the previous year's first 69 upgraded to 52 bits, ranking ahead of 17. China National Petroleum Group registered a total capital of 114.9 billion Yuan, the existing total assets of 736.2 billion Yuan in...
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...DUMANGAS, Roniel U. DISTRIBUTION CHANNEL BSBA-NKTG3 03-12-13 1.) Research for a company profile of the ff. : -Oil Industry -Media Industry -Telephone Company -Computer OIL INDUSTRY (PETRO CHINA COMPANY) PetroChina Company Limited (“PetroChina”) is the largest oil and gas producer and distributor, playing a dominant role in the oil and gas industry in China. It is not only one of the companies with the biggest sales revenue in China, but also one of the largest oil companies in the world. PetroChina was established as a joint stock company with limited liabilities by China National Petroleum Corporation under the Company Law and the Special Regulations on the Overseas Offering and Listing of Shares by Joint Stock Limited Companies on November 5th, 1999. The American Depositary Shares (ADS) and H shares of PetroChina were listed on the New York Stock Exchange on April 6, 2000 (stock code: PTR) and the Stock Exchange of Hong Kong Limited on April 7, 2000 (stock code: 857) respectively. It was listed on Shanghai Stock Exchange on November 5, 2007 (stock code: 601857). Since the foundation, PetroChina has established and improved standard corporate governance structure, in accordance with the applicable laws and regulations including the Company Law and the Mandatory Provisions for the Articles of Association of Companies to be Listed Overseas and the Articles of Association. The shareholders’ meeting, the Board of Directors and the Supervisory Committee...
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...provided the information on Turkana. Kenya has four petroleum exploration basins Lamu, Anza, Mandera and Tertiary Rift with a combined surface area of about 500,000 square kilometres. For effective petroleum exploration these basins have been divided into smaller units called Blocks. Depending on progress made in exploration, these Blocks are revised from time to time to include new ones created to meet the increasing demand by oil prospecting companies. Currently there are 46 of them from an initial 21 blocks in 2005. Oil exploration which includes drilling of exploratory wells is an extremely capital intensive undertaking and for countries such as Kenya without any proven commercial discoveries (otherwise defined as frontier exploration areas), it is usually difficult to attract major oil prospecting companies. Kenya status as a frontier exploration area, therefore, is a key disincentive to major international oil companies who have the requisite resources for underwriting attendant high petroleum exploration risks. Such major and high profile oil prospecting companies usually divert their risk capital to countries with proven and delineated hydrocarbon reserves and where production is on-stream or being negotiated. As at 2005 only three companies, Star Petroleum, Afrex and Pancontinental Oil & Gas were carrying out exploration in seven of the 21 Blocks. Due to the high investment risk, Star Petroleum partnered with Dana Petroleum and both invited and signed participation agreements...
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...Shell is an Anglo–Dutch multinational oil and gas company incorporated in the United Kingdom and headquartered in the Netherlands. Created by the merger of Royal Dutch Petroleum and UK-based Shell Transport & Trading in 1907. By 2011, they became the second largest company in relation to revenue, growth and profitability in the oil and gas sector (Bruijn et al, 2002). The company operates in all areas of oil and gas industry, these areas include exploration of oil and gas, supplies and distribution, marketing, production, refinery, petrochemical development and power generation (McIntosh, 2001). The company is also concerned about environmental conservation, and it has invested heavily on the production, and distribution of renewable energy (Carroll, 1999). It supports initiatives of developing and distribution bio-fuel energy, wind and solar power, and hydrogen energy. The oil boom of the early 1920s, particularly at Shell’s Signal Hill, California site, provided the company with an opportunity to penetrate the Los Angeles area with sales of Shell gasoline and petroleum products manufactured in its new refineries nearby. In 1922, Shell Company of California and Roxana Petroleum merged with Union Oil Company of Delaware to form a holding company called Shell Union Oil Corporation. Approximately 65 percent of the holding company’s shares was held by Royal Dutch/Shell Group. Upon developing the ability to synthesize 100-octane gasoline, Shell began supplying this fuel to the U...
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...Africa countries included Sudan, South Africa (downstream Engen), Libya and Algeria. The investments in CIS were Turkmenistan and Kazarkstan. The investment in Middle East countries included Iran, Syria and Iraq. In the Asia Pacific, the oversea portfolios extended to Vietnam, Mynmar, China and Australia (both Upstream and downstream). The oversea upstream activities were undertaken by its subsidiary PETRONAS Carigali Sdn Bhd (PCSB) through its oversea subsidiary companies. When PETRONAS started its globalization efforts, the environmental factors were very much favorable. However, in 1997 and 1998 there were adverse changed in these environmental factors and had affected PETRONAS globalization efforts. Some of these factors were the regional and world economic turmoil, regional financial and currency devaluation, slower economic growth, low demand of oil and gas, lower oil and gas price and lower prospectivity and commerciality of the oil and gas projects. Background of the company PETRONAS, short for Petroliam Nasional Berhad, is a Malaysian oil and gas company that was founded on 17 August 1974. Wholly owned by the Government of Malaysia, the corporation is vested with the entire oil and...
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...Size 4 Scope of Competitive Rivalry 5 Market Growth Rate 5 Numbers of Companies in the Industry 6 Customers 7 Degree of Vertical Integration 8 Easy of Entry/Exit 9 Technology/Innovation 9 Product Characteristics 10 Scale Economies 10 Experience Curve Effects 11 Capacity Utilization 11 Industry Profitability 11 III. Six Forces of Competition 11 Force 1: Buyer Bargaining Power 12 Force 2: The Threat of Substitutes 12 Force 3: Supplier Power 12 Force 4: Rivalry among Existing Firms 12 Force 5: The Threat of Entry 13 Force 6: Relative Power of Other Stakeholders 13 IV. Competitive Position of Major Companies and Competitor Analysis 14 Royal Dutch Shell 15 ExxonMobil 17 British Petroleum 19 Chevron 20 Total 22 ConocoPhillips 24 V. Key Success Factors 26 Oil Demand 26 Prices 26 Technological Advancements 27 Maintaining Partnerships 27 Industry Matrix 28 VI. Industry Prospects and Overall Attractiveness 28 Trends 28 Potential Threats 29 VII. Conclusion 29 References 31 I. Introduction and Background What is crude oil? Crude oil is a dark, sticky liquid which, scientifically speaking, is classified as a hydrocarbon. This means crude oil is a compound containing carbon and hydrogen, with or without non metallic elements such as oxygen and sulfur. Crude oil is highly flammable and can be burned to create energy. Along with its sister hydrocarbon, natural gas, derivatives from crude oil...
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...Petrolera Royal Dutch Shell: * Historial de ventas: Ganancias totales por año. 2007: $27.6 billones. 2008: $31.4 billones un crecimiento del 16% por acción comparado con el 2007. 2009: $9.8 billones un decrecimiento del 69% por acción vs. El 2008. 2010: $18.6 billones un crecimiento del 90% por acción comparado con el año anterior. 2011: $28.6 billones. 2012: $27 billones. 2013 (Segundo cuarto): 12.4 billones. * Innovación: Shell ha sido pionero en tecnología durante más de 100 años. Los más de 45,000 ingenieros y técnicos impulsan la innovación que se necesita para alcanzar los desafíos energéticos del futuro. Geólogos, ingenieros y geofísicos se pueden conectar a través de sistemas 3D de realidad virtual, para trabajar simultáneamente sobre los mejores planes de desarrollo para los yacimientos petrolíferos alrededor del mundo. Shell es miembro también del consorcio que dirije el Centro Tecnológico Mongstad, Noruega, la instalación más grande del mundo para probar la tecnología de captura de dióxido de carbono CO2. Shell ha sido el mayor inversor en investigación y desarrollo entre las empresas petroleras durante los últimos cinco años. En 2011 dedicaron 1,1 mil millones de dólares a la investigación y desarrollo de tecnologías que se necesitan para producir una mayor cantidad de energía de una manera más limpia, así como combustibles y productos más eficientes para sus clientes. El programa GameChanger de Shell, invita a pensadores creativos para que compartan...
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...the Middle East. The world consumes 30 billion barrels of oil per year, with developed nations being the largest consumers. The United States consumed 25% of the oil produced in 2007. In 2009, world energy consumption decreased for the first time in 30 years (-1.1%), as a result of the financial and economic crisis (GDP drop by 0.6% in 2009). This evolution is the result of two contrasting trends. Energy consumption growth remained vigorous in several developing countries, specifically in Asia (+4%). Conversely, in OECD, consumption was severely cut by 4.7% in 2009 and was thus almost down to its 2000 levels. In North America, Europe and CIS, consumptions shrank by 4.5%, 5% and 8.5% respectively due to the slowdown in economic activity. China became the world's largest energy consumer (18% of the total) since its consumption surged by 8% during 2009 (up from 4% in 2008). Oil remained the largest energy source (33%) despite the fact that its share has been decreasing over time. EIA expects that world crude oil and liquid fuels...
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...Business Analysis III - Anadarko Petroleum Corporation Leonard VanBerkel MGT/521 October 15, 2012 Kirk Davis Business Analysis III - Anadarko Petroleum Corporation Anadarko Petroleum Corporation (Anadarko); head office in The Woodlands, Texas, employees 4,800 people and is a Fortune 500 company with recorded revenues of $13.967 billion for fiscal year ending 2011. This represented an increase of 28% over 2010. Anadarko posted record sales volume in 2011. Contrasted against Anadarko is Exxon, which had reported revenues over the same period of $452.926 billion and was ranked number one for most profitable companies, realizing profits of $41.060 billion (CNNMoney, 2012). Anadarko is ranked 192nd whereas Exxon is ranked 1st. The most glaring difference financially between the two companies is not just the large revenue gap, but the difference in profitability. Despite achieving record sales numbers and double digit growth, Anadarko recorded a net loss of $2.649 billion for fiscal year ending 2011 (CNNMoney, 2012). There are a large number of companies in the petroleum industry that realized large profits on varying degrees of revenues in 2011, yet Anadarko showed large losses. The question that arises is why did Anadarko lose money, while so many other companies in the same industry were profitable? A SWOT (strengths, weaknesses, opportunities, threats) analysis has been performed on Anadarko to determine if it is worth investing in this company, or consider it another casualty...
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...JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY RICE UNIVERSITY PETRONAS: A NATIONAL OIL COMPANY WITH AN INTERNATIONAL VISION BY DR. FRED R. VON DER MEHDEN RICE UNIVERSITY WITH AL TRONER ASIA PACIFIC ENERGY CONSULTING PREPARED IN CONJUNCTION WITH AN ENERGY STUDY SPONSORED BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY AND JAPAN PETROLEUM ENERGY CENTER RICE UNIVERSITY – MARCH 2007 THIS PAPER WAS WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN THE JOINT BAKER INSTITUTE/JAPAN PETROLEUM ENERGY CENTER POLICY REPORT, THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS. WHEREVER FEASIBLE, THIS PAPER HAS BEEN REVIEWED BY OUTSIDE EXPERTS BEFORE RELEASE. HOWEVER, THE RESEARCH AND THE VIEWS EXPRESSED WITHIN ARE THOSE OF THE INDIVIDUAL RESEARCHER(S) AND DO NOT NECESSARILY REPRESENT THE VIEWS OF THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOR THOSE OF THE JAPAN PETROLEUM ENERGY CENTER. © 2007 BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY OF RICE UNIVERSITY THIS MATERIAL MAY BE QUOTED OR REPRODUCED WITHOUT PRIOR PERMISSION, PROVIDED APPROPRIATE CREDIT IS GIVEN TO THE AUTHOR AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY ABOUT THE POLICY REPORT THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS Of world proven oil reserves of 1,148 billion barrels, approximately 77% of these resources are under the control of national oil companies (NOCs) with no equity participation by foreign, international...
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...The upstream petroleum (oil and gas) sector encompasses of exploration and appraisal, development and construction and production. For natural gas and liquefied natural gas (LNG), the definition of upstream includes processing and delivery to terminals or to the intakes of domestic gas transmission pipelines. If we analyze the upstream sector from the aspect of legal and regulatory aspect, the production of oil and gas in a country, brings conflicting issues that affects the interest of four major stakeholders. These are the government of the host state, the oil company, the communities hosting and works in the oil production process and the environment. To balance the conflicting interest of the above players, countries hosting oil production activities need to devise a requisite legal framework, for the efficient promotion and sound management of the petroleum production activities. The establishment of such rules and regulations gives major impact to the oil and gas industry. It can be stated that the rules and established basically causes burden especially to the oil company involved. We can analyze the burden and pressure caused through many aspects. One of them is rules regarding licensing authority and procedure. There is solid evidence that shows that the current regulatory framework in this matter imposes a significant burden on the upstream petroleum sector. Most of the process to obtain license is complex and consume a lot of time. For example, in Ghana, the licensing...
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...UNIVERSITY RICE SCHOLAR, JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY PREPARED IN CONJUNCTION WITH AN ENERGY STUDY SPONSORED BY JAPAN PETROLEUM ENERGY CENTER AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOVEMBER 2007 International Oil Companies THIS PAPER WAS WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN THE JOINT BAKER INSTITUTE/JAPAN PETROLEUM ENERGY CENTER POLICY REPORT, THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS. WHEREVER FEASIBLE, THIS PAPER WAS REVIEWED BY OUTSIDE EXPERTS BEFORE RELEASE. HOWEVER, THE RESEARCH AND THE VIEWS EXPRESSED WITHIN THIS PAPER ARE THOSE OF THE INDIVIDUAL RESEARCHER(S) AND DO NOT NECESSARILY REPRESENT THE VIEWS OF THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOR THOSE OF THE JAPAN PETROLEUM ENERGY CENTER. © 2007 BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY OF RICE UNIVERSITY THIS MATERIAL MAY BE QUOTED OR REPRODUCED WITHOUT PRIOR PERMISSION, PROVIDED APPROPRIATE CREDIT IS GIVEN TO THE AUTHOR AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY. 2 International Oil Companies ABOUT THE POLICY REPORT THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS Of world proven oil reserves of 1,148 billion barrels, approximately 77% of these resources are under the control of national oil companies (NOCs) with no equity participation by foreign, international oil companies (IOCs). The Western IOCs now control less than...
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...Political Factors - Governments controlling world hydrocarbon reserves → significant impact - OPEC controlling 75.5% of world reserves → highly influential - Political risks: Instability, expropriation/nationalization of property, terrorism, civil conflicts, strikes, wars, etc. → adverse effect - Environmental treaties (Kyoto protocol) → negative impact Economic Factors - Interdependence between world economy and oil industry: economic growth → growing demand for oil; but also: continual supply of oil at reasonable prices → stable economy - Inelastic demand → positive effect - US dollar (and US economy) →significant impact - Exchange rates → impact on buyers and suppliers Socio-cultural Factors - Values and beliefs shape preferences for energies → energy mix changing towards greener energies - Need for companies to show social responsibility → supporting sustainable human development through investments in education, training, social and environmental activities Technological Factors - Extremely technology-driven: improved upstream technologies →better recovery of hydrocarbon, recovering oil from reserves considered exhausted → improved profitability (gains) - Breakthrough technology in ultradeep-water extraction →competitive advantage for Petrobras - Advanced technology → profound impact on long-term sustainability . Industry Competition Analysis (Porter’s five forces) In order to create a profitable competitive strategy, a firm must first examine the basic competitive...
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...drilling was done in 4th century China, maybe even earlier. The Chinese burned the oil to evaporate brine and produce salt. They also probably used the oil for lamps and possibly to an extent to heat themselves as well as their homes. By the 10th century, extensive pipelines connected oil wells with the salt springs. In the western world, the petroleum industry started near Titusville, Pennsylvania, with Edwin Drake’s discovery of oil in 1859. The new oil industry, the fuel oil and home heating oil industry we know today, grew slowly in the 1800’s and did not become a real national concern until the early part of the 20th century. The internal combustion engine created a whole new scenario for the oil industry which provided and still provides a demand for refined fuel oil that still exists today. Early finds of oil like those in Pennsylvania quickly ran dry leading to “oil booms” in Texas, Oklahoma, and California. Other countries had much larger oil reserves and stated to develop them at an industrial level. As late as 1955 coal was still the world’s most used fuel. Oil then began to take over the scene and became the predominant fuel to heat homes. Following the 1973 energy crisis and the 1979 energy crisis there became the concern that oil is a limited resource and will eventually run out, at least as an economically viable energy source. In 2004 there was a report done by USA Today news bringing to light that there is 40 years of petroleum left in the ground. Some people...
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...Multinational corporations Table of contents Preface 4 1. Introduction; General meaning of MNC 4 2. Ranking multinationals 5 3. Entry of Multinational corporation into new markets, 6 4. Three Stages of Evolution 7 5. Motives for Foreign Direct Investment (FDI) 9 6. The comparison of MNC and TNC 11 7. What are the benefits and problems that MNCs face? 11 8. What are the Russian companies that achieve the multinational status? 13 Conclusion 14 Bibliography 14 Appendix 15 Preface We would like to consider the most interesting topic concerning the multinational corporations. If we called it like that, it means that company made a great success in the market, it operate in several foreign countries. In this mini-course work we will investigate more detailed the structure and strategies of MNCs. In the first part we will look through the history of MNCs. The history, in general, is to be considered as an essential part of every project in order everyone may compare the development of the particular sphere. Next part will show us the statistical data of MNCs, where we will recognize all the most reputable companies from the different industries, such as BMW, Nike, Lego, etc. We cannot leave a side the point of entry into the new market. There it will be explained the strategies of MNCs, such as mergering, joint venture and sequential market entries. Also we will consider investing into the particular companies, weather it is risky or not and the motives...
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