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STRATEGIC MANAGEMENT
GROUP PROJECT
THE ANALYSIS AND EVALUATION OF THE WINNING
STRATEGIES OF A GLOBAL OR WELL-KNOWN MALAYSIA
COMPANY (PETRONAS) FOR ITS SURVIVAL IN THE NEAR FUTURE
THE ANALYSIS AND EVALUATION OF THE WINNING
STRATEGIES OF A GLOBAL OR WELL-KNOWN MALAYSIA
COMPANY (PETRONAS) FOR ITS SURVIVAL IN THE NEAR FUTURE

Introduction

PETRONAS vision was "To be A Leading Oil and Gas Multinational Company of Choice" and it stated the globalization effort in 1994. PETRONAS global operation had extended to
Africa countries, Confederate Independence of Soviet Union (CIS), Middle East and Asia
Pacific countries. Some of the 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 gas resources in Malaysia and is entrusted with the responsibility of developing and adding value to these resources. PETRONAS is ranked among Fortune Global 500's largest corporations in the world. Fortune ranks PETRONAS as the 75th largest company in the world in 2013. It also ranks PETRONAS as the 12th most profitable company in the world and the most profitable in Asia.
Since its incorporation, PETRONAS has grown to be an integrated international oil and gas company with business interests in 35 countries. As of the end of March 2005, the PETRONAS Group comprised 103 wholly owned subsidiaries, 19 partly owned outfits and 57 associated companies. Together, these companies make the PETRONAS Group, which is involved in various oil and gas based activities. The Financial Times has identified PETRONAS as one of the "new seven sisters" the most influential and mainly state-owned national oil and gas companies from countries outside the Organization for Economic Co-operation and Development (OECD).
The group is engaged in a wide spectrum of petroleum activities, including upstream exploration and production of oil and gas to downstream oil refining; marketing and distribution of petroleum products; trading; gas processing and liquefaction; gas transmission pipeline network operations; marketing of liquefied natural gas; petrochemical manufacturing and marketing; shipping; automotive engineering; and property investment.
PETRONAS provides a substantial source of income for the Malaysian government, with 45% of the government's budget dependent on PETRONAS' dividend, moreover in 2011 government actual balance has 5 percent deficit of Gross Domestic Product. The company is headquartered at the Petronas Towers which was officially opened on Malaysia's 42nd National Day, 31 August 1998 in the corporation's 24th Anniversary year.

Petronas subsidiaries :

* PETRONAS Dagangan Berhad
Involved in the distribution and sale of finished petroleum products and operations of service stations for the domestic market. The company has over 800 petrol stations around Malaysia.The company has also teamed up with local food and beverage companies, banks and transportation companies to provide better services at their petrol stations. Companies include McDonald's, Kentucky Fried Chicken, Dunkin' Donuts, Konsortium Transnasional Berhad, Maybank, and CIMB Bank.

* PETRONAS Gas Berhad
Involved in the provision of gas processing and transmission services to PETRONAS and its customers as a throughput company. Owns and operates the Peninsular Gas Pipeline which is 2,550 kilometres in length and runs from Kerteh in Terengganu to Johor Bahru in the South and Kangar in the North of Peninsular Malaysia. * MISC Berhad
Involved in ship-owning, ship-operating and other logistics and maritime transportation services and activities. Currently has the largest fleet of Liquefied Natural Gas transport vessels. * KLCC Properties Berhad
Involved in the development and the management of the Kuala Lumpur City Centre project which includes the Petronas Twin Towers, Menara Exxon Mobil and KLCC Park. Other properties under its care include Dayabumi Complex which located near Dataran Merdeka. * PETRONAS Chemicals
The PETRONAS Chemicals is the latest company to be publicly listed. The Initial public offering (IPO) was done on 26 November 2010 with investor rise around US$4.40 billion, effectively become one of the largest IPO exercise in South East Asia. The business is the largest petrochemical producer and seller in South East Asia. Products include olefins, polymers, fertilizers, methanol and other basic chemicals and derivative products[21] * Malaysian Marine and Heavy Engineering
MMHE was listing on 29 October 2010 with MYR 1 billion raised on its IPO exercise. The business builds offshore structures for oil and gas applications, help repair large vessels and converts vessels into Floating production storage and offloading and FSOs.[22] * Other principal subsidiaries
Some of the key subsidiaries are:- * PETRONAS Carigali Sdn Bhd – Main Hydrocarbon exploration arm * E&P O&M Services Sdn Bhd (EPOMS) – Main Oil & Gas Maintenance Services – Cendor Phase 2 FPSO project, Bertam, Sepat, Layang, Gumusut-Kakap. * PETRONAS Carigali Overseas Sdn Bhd – Hydrocarbon exploration arm aimed at finding new blocks in international areas * PETRONAS Research Sdn Bhd – Conducting research and development * MITCO Sdn Bhd – International Trading of non-oil assets * Petronas Fertilizer Kedah – Creating urea fertiliser * PETRONAS Methanol (Labuan) Sdn. Bhd. (PMLSB) – Methanol plant

The strategies that are or had been implemented by the organization

Acquisition Strategy
PETRONAS, through wholly owned subsidiary PETRONAS International Corporation Ltd, has entered into an agreement with GMR Infrastructure (Singapore) Pte Ltd and GMR Infrastructure Ltd – both subsidiaries of GMR Group, India – to acquire a 30% stake in GMR Energy Singapore Pte Ltd (GMRE).The agreement for the proposed acquisition was signed in Singapore on 24 September 2011. GMRE is developing an 800MW combined cycle gas turbine power plant in Jurong Island, Singapore. To be fuelled by re-gasified liquefied natural gas (LNG), the power plant will be designed and constructed by a consortium consisting of Siemens and Samsung. Block 1 of the two-block plant is expected to be completed by November 2013, with the second block in December 2013. Once the plant is commercially operational, GMRE’s electricity supply business will be managed by its wholly owned subsidiary GMR Supply Singapore Pte Ltd, which holds an electricity retail license in Singapore. The proposed acquisition marks PETRONAS’ maiden venture into the international power market, and is a major step in its effort to extend its existing integrated presence further along the energy value chain as part of its future growth strategy.

Outsourcing strategy
Although companies outsource for many reasons, Information Technology Outsourcing (ITO) is growing due two primary phenomenon. First, interest in ITO is largely a consequence of a shift in business strategy. Many companies have recently abandoned their diversification strategies to focus on core competencies. Senior executives have come to believe that the most important sustainable competitive advantage by concentrating on what an organization does better than anyone else while outsourcing the rest. Second, the growth in ITO is a function of the vague value delivered by IS. In many companies, senior executives view IS as an overhead which is an essential cost but one that is to be minimized nevertheless. Many companies outsource their IT functions because of cost, customer service, management, IT performance, IT resources and corporate strategy. Petronas was outsourcing with Exxon Mobil in term of technology in petroleum activities, including upstream exploration and production of oil and gas to downstream oil refining.

Diversification strategy
In 1995, a subsidiary was created to import, store, and distribute liquefied petroleum gas (LPG). In addition, the company's polyethylene plant in Kerteh began operations. PETRONAS marked a significant milestone during this time period of two of its subsidiaries, PETRONAS Dagangan Bhd and PETRONAS Gas Bhd, went public on the Kuala Lumpur Stock Exchange. Between 1993 and 1996, it purchased the former sub-Saharaian branch of Mobil Oil, rebranded as Engen Petroleum.
During 1997, PETRONAS heightened its diversification efforts. The firm set plans in motion to build three petrochemical plants in Kuantan as well as an acetic facility in Kerteh. Its first LPG joint venture in China was launched that year and the company acquired a 29.3% interest in Malaysia International Shipping Corporation Berhad (MISC). In 1998, PETRONAS' tanker-related subsidiary merged with MISC, increasing PETRONAS' stake in MISC to 62%. That year, PETRONAS introduced the Petronas E01, the country's first commercial prototype engine. The company also signed a total of five new production sharing contracts (PSCs) in 1998 and 1999, and began oil production in the Sirri field in Iran.

Joint venture strategy
In 1996, PETRONAS entered the aromatics market by way of a joint venture that created Aromatics Malaysia Sdn Bhd. It also formed a contract with China National Offshore Oil Corporation and Chevron Overseas Petroleum Ltd. to begin exploration of block 02/31 of the Liaodong Bay area in China. While the Asian economy as a whole suffered from an economic crisis during 1997 and 1998, Malaysia was quick to bounce back due to successful government reforms. From its new headquarters in the PETRONAS Twin Towers, the state-owned concern continued its development in the oil and gas industry. Soon India's Liberty Group purchased a 1% stake in Petronas.

The strategies that are planned for the next for the implementation

Improving operational excellence
Petronas' Research and Technology (R&T) initiatives are aimed at harnessing new and improved technology that will add value to their business, enhance their competitive advantage, and sustain operational excellence. In the short term, Petronas technology focus is on improving operational excellence through better plant and Health, Safety and Environment (HSE) performance. For the longer term, Petronas aim to develop niche technologies to enhance the performance of our core businesses. Upstream, our efforts are focused on developing technologies to increase hydrocarbon resources, particularly in deepwater areas, and to enhance the productivity and recovery of our fields.

Maximize oil, gas and petrochemical operations through the application of technology
In the downstream sector, Petronas seek to maximize throughput and yield in their oil, gas and petrochemical operations through the application of technology. By studying and applying the appropriate technological solutions to our processes, facilities and materials, we continue to achieve higher levels of operational excellence. At the same time, as quality standards and demand for new applications increase, we are expanding our range of petroleum, polymer and special products to meet the needs of a fast-evolving world. Through strategic alliances with world-class institutions, developing and deploying technology for PETRONAS growth and future positioning commercializing technology solutions for value and competitive advantage.

Encourage educational foundations and capability development of our talent
Petronas are currently working on a number of initiatives to encourage educational foundations and capability development of their talent, as well as extending this to our local community as part of their corporate social responsibility in building pipeline of educated citizens.
Petronas continuously leverage on their own learning institutions, such as PETRONAS Leadership Centre (PLC) to nurture business-oriented leaders; Institut Teknologi Petroleum Petronas to build technical skills; Universiti Teknologi Petronas to produce oil and gas technical graduates and research technologies, and Akademi Laut Malaysia as a Centre of Excellence for maritime education and training.

The evaluation of the should be winning strategies of the company

Diversification strategy
In 1995, a subsidiary was created to import, store, and distribute liquefied petroleum gas (LPG). In addition, the company's polyethylene plant in Kerteh began operations. PETRONAS marked a significant milestone during this time period of two of its subsidiaries, PETRONAS Dagangan Bhd and PETRONAS Gas Bhd, went public on the Kuala Lumpur Stock Exchange. Between 1993 and 1996, it purchased the former sub-Saharaian branch of Mobil Oil, rebranded as Engen Petroleum.
During 1997, PETRONAS heightened its diversification efforts. The firm set plans in motion to build three petrochemical plants in Kuantan as well as an acetic facility in Kerteh. Its first LPG joint venture in China was launched that year and the company acquired a 29.3% interest in Malaysia International Shipping Corporation Berhad (MISC). In 1998, PETRONAS' tanker-related subsidiary merged with MISC, increasing PETRONAS' stake in MISC to 62%. That year, PETRONAS introduced the Petronas E01, the country's first commercial prototype engine. The company also signed a total of five new production sharing contracts (PSCs) in 1998 and 1999, and began oil production in the Sirri field in Iran.

The References

On-line sources :
Bernama. 2014. Petronas wins Asia’s Best Employer Brand Awards. [ONLINE] Available at: http://www.theborneopost.com/2014/08/02/petronas-wins-asias-best-employer-brand-awards/. [Accessed 11 December 14].
Yusri Arshad . 2013. IT outsourcing as an innovative strategy for economic advancement: lessons from Malaysia. [ONLINE] Available at: http://eprints2.utem.edu.my/11466/1/Dr_Yusri_IEEE.pdf. [Accessed 11 December 14].
The Star. 2013. World Bank says Petronas investments ensure sustainable oil wealth. [ONLINE] Available at: http://www.thestar.com.my/Business/Business-News/2013/07/03/World-Bank-Petronas-investments-ensure-sustainable-oil-wealth/?style=biz. [Accessed 11 December 14].
Petronas. 2013. Our Sustainability Framework. [ONLINE] Available at: http://www.petronas.com.my/Pages/default.aspx. [Accessed 11 December 14].
Wikipedia. 2013. Expanding globally: the 1990s and beyond. [ONLINE] Available at: http://en.wikipedia.org/wiki/Petronas#Subsidiaries. [Accessed 11 December 14].
Reuters. 2014. As oil tumbles, drillers seek to idle more rigs, Petronas cuts capex. [ONLINE] Available at: http://www.thestar.com.my/Business/Business-News/2014/12/02/As-oil-tumbles-drillers-seek-to-idle-more-rigs-Petronas-cuts-capex/?style=biz. [Accessed 11 December 14].
The Globe and Mail. 2014. Petronas to hire hundreds of skilled foreign workers for B.C. LNG project. [ONLINE] Available at: http://www.theglobeandmail.com/report-on-business/industry-news/energy-and-resources/petronas-to-hire-hundreds-of-skilled-foreign-workers-for-bc-lng-project/article22016165/. [Accessed 11 December 14].
Bloomberg. 2014. MONEY Petronas, YPF sign US$550m shale venture in Argentina - See more at: http://www.themalaymailonline.com/money/article/petronas-ypf-sign-us550m-shale-venture-in-argentina#sthash.685Lmq47.dpuf. [ONLINE] Available at: http://www.themalaymailonline.com/money/article/petronas-ypf-sign-us550m-shale-venture-in-argentina. [Accessed 11 December 14].

The Conclusion

In conclusion, Petronas should always monitor and restructure their R&D so that they can develop the best strategic planning to ensure the successful of Petronas in future. The right strategic planning acquired by Petronas will help Petronas to enhance their brand equity, developing the oil and gas industry to other substitute industry while preserving
Malaysian natural resources, contributing to the needs of society and as a result pursuing to realizing the Malaysian Vision 2020.

The growing demand for energy inspires and strengthens their purpose to steadily drive for new solutions and push boundaries towards a sustainable energy future. Petronas apply innovative approaches to technology which helps them unlock and maximize energy sources from even the most remote and difficult environments. Petronas fully integrated value chain spans from exploration to marketing, logistics to technological infrastructures, with operations in over 50 countries around the world.

Throughout their rapidly expanding network and steady growth trajectory, PETRONAS has consistently and successfully implemented various social, environmental and community programmed, guided by its larger Corporate Sustainability Framework, in carrying out business in a socially responsible and holistic manner for the benefit of both the present and future generations.

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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...

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Premium Essay

Marketing

...Assessment: MKC1 Market Environmental Variables Reading: Contemporary Marketing: Chapter 3 Questions: 1. How would you categorize Generation X using the five segments of the marketing environment? A: Competitive Environment B: Political-legal environment C: Economic environment D: Technological environment E: Social-cultural environment 2. Joe and Ryan both have storefronts in the local mall. Joe sells candies and Ryan sells pretzels. Are Joe and Ryan in direct competition with each other? A: Yes B: No Consumer Behavior and Marketing Reading: Contemporary Marketing: Chapter 5 Questions: 1. Rachel and Sarah’s parents always purchased groceries from the local Aldi marketplace. What is this type of behavior an example of? A: Cultural influences B: Social Influences C: Personal factors 2. Maryanne purchases Maxwell House coffee every two weeks from the grocery. What is this type of behavior an example of? A: Routinized Problem Solving B: Limited problem solving C: Extended problem solving 3. Aaron does research on several local colleges before applying to his first three choices. This is an example of: A: High – involvement purchase decision B: Low – involvement purchase decision Marketing Plans Reading: Contemporary Marketing: Chapter 2 + Ch. 2 Appendix Web sites: http://www.jpec.org/handouts/jpec33.pdf http://www.netmba.com/marketing/process/ Questions: 1. Strategies are designed to meet objectives...

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