...3. Standard Oil violated the Sherman Antitrust Act by directly attempt to restrain trade by using the drawbacks within their agreements with the railroad companies. In addition, they also break laws with their price wars and competitor buyouts. Through these means they were attempting to monopolize the oil trade and commerce in the United States. In my opinion, just because Standard Oil was violating the law does not mean that Rockefeller was act unethically. Weather Standard oil was a monopoly or not, the more important question is, were the practices of the Standard Oil efficient and did it hurt the social wealth of the country? Rockefeller took advantage of his economies of scale in order to deliver the products cheaper to the consumer. The consumer benefits from the price wars that Rockefeller engaged in. They received extremely low prices during the war and afterwards despite a small raise in the price, Rockefeller would not raise the price too high as to not attract new competition. This reduction in prices contributed the greater social wealth of the country. Rockefeller’s purchase of the refineries also produced positive results. Those former refiners who were entrepreneurs had this buyout money and could move on to other ventures. This would free up their capital and to help move out the production possibilities of the nation. This obviously would increase social wealth and lifestyle of the country. I do not think contradiction exists between...
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...Parties: United States of America: The Plaintiff is the United States which says that the Sherman Antitrust Act has been violated by the defendants. Hilton Hotels Corporation: A defendant that allegedly agreed with other hotels to give preferential treatment to suppliers who paid assessments while decreasing purchases from those companies who refused. Along with its co-defendant, it is accused of bringing the combined economic power of the hotels against the suppliers who failed to pay. Western International Hotels Co.: Another defendant that was accused of violating the Sherman Act’s provisions with its refusals to deal with the unreasonable restraints on trade. Facts: In Portland, Oregon, representatives of hotels, restaurants and other business entities organized an association to attract potential conventions to their respective city. While at the convention, members were asked to make contributions equal to one percent of their sales in order to help finance. To help bolster their collections, hotel members, including the defendant Hilton Hotel Corp., agrees to give preferential treatment to the suppliers who paid their assessments. But for those who did not pay, actions were set in motion to help decrease the purchases from those particular suppliers. Procedure: The court found that the evidence was clearly sufficient to establish that the defendant hotels agreed to prefer suppliers who paid contributions over those who did not. The primary purpose and direct...
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...Pacific Oil and Reliant: a good example of negotiating without the 7 step process Managing Conflict in Negotiations The Pacific Oil Company went into negotiations with Reliant Manufacturing, and its goal was to sign a more long-term agreement. Pacific assumed that the new contract would be signed with no major hurdles or objectives, and that the dominant point of negotiation would be price. Jean Fontaine, who is the marketing vice president for Pacific Oil, went into a negotiation process with Reliant. Jean started the process several years before Reliant Manufacturing’s contract was up, hoping to beat her competition to the lower price offers and leave with a contract extension of 5 years. Unfortunately, Jean did not properly research her client’s needs or adequately project what the outcome might be. Because of this, Pacific Oil Company was not prepared to address the concerns and requests that Reliant brought up during the negotiation. Though both parties wanted to move quickly toward signing a contract, Pacific Oil Company elongated this process because it did not have a thorough negotiation strategy that included a contingency plan or best alternatives. Pacific oil also neglected to draw out its best alternatives or bottom line in advance. Staying on the Same Page in Business Negotiations Pacific believed that other elements of the contract might be discussed, but that no dramatic changes would be expected. Because of Pacific’s lack of strategic planning, they wasted...
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...Running Head: PACIFIC OIL PACIFIC OIL CSU GLOBAL AMANDA BAUMAN The case study analyzing negotiations between Pacific Oil Company and Reliant Chemical Company it shows how the role of power can dictate the outcome of negotiations. Pacific Oil did not prepare properly for the negotiations they were entering with Reliant Chemical Company. By assuming Reliant was comfortable with their current contract Pacific failed to properly prepare for any unknowns that arose during the negotiations. Pacific oil was in need of a supplier for VCM in order to produce PVC, navigating a VCM market surplus, and how to navigate the start ups of various businesses. By not entering negotiations with a specific strategy or goals in mind Pacific allowed their selves to lose negotiation power with Reliant Chemical Company. When Pacific Oil Company and Reliant Chemical Company reopened negotiations, assumptions were made that delayed and cost Pacific Oil some negotiation power. As Pacific Oil prepared for the negotiations they failed to do the proper research and homework needed to create successful business plans. Pacific Oil did not understand Reliant’s need, or think ahead to what they might need when reconsidering their contract. By assuming Reliant was just as comfortable as they were with the existing contract conditions, Pacific lost time to gather the necessary information in order to fully understand Reliant Chemical Company. By not having a well thought out and understood negotiation...
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...Pacific Oil Company MGT470-2: Conflict Management and Negotiation Vimarie J. Negron, MBA September 23, 2012 Professor Susan Weese As part of this assignment I will discuss the negotiation between Pacific Oil Company and Reliant Chemical Company in early 1985. Negotiation is a process by which two or more parties attempt to resolve the opposing interests (Lewicki, 2011). This scenario is about the problems Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company in early 1985. Pacific Oil Company was founded in 1902 as the Sweetwater Oil Company of Oklahoma City, Oklahoma. The founder of Sweetwater Oil, E.M. Hutchinson, pioneered a major oil strike in north central Oklahoma that touched off the Oklahoma “black gold” rush. of the early 1900s. Through growth and acquisition in the 1920s and 1930s, Hutchinson expanded the company rapidly and renamed it Pacific Oil in 1932. After a period of consolidation in the 1940s and 1950s, Pacific expanded again. It developed extensive oil holdings in North Africa and the Middle East, as well as significant coal beds in the western United States. Much of Pacific’s oil production is sold under its own name as gasoline through service stations in the United States and Europe, but it is also distributed through several chains of independent gasoline stations. In addition, Pacific is also one of the largest and best-known worldwide producers of industrial petrochemicals. In 1979, Pacific Oil established...
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...9-201-113 REV: AUGUST 27, 2001 D O LISA MEULBROEK Risk Management at Apache N Introduction O By March of 2001, managers at Apache Corporation, an independent oil and gas exploration and production company, had reason to be optimistic. While oil prices had softened somewhat recently, at $27 a barrel they were much higher than the pernicious levels of 1998, when oil bottomed out at $11 per barrel. Apache had just closed on the acquisition of Repsol in Egypt's Western desert and, along with its partner Shell Overseas Holdings, had also acquired Fletcher Challenge Energy, for a combined cost of $1 billion. The value of such acquisitions, however, depended in large part on the future prices of oil and gas. To decrease its exposure to oil and gas price volatility, Apache had begun a limited hedging program centered mostly on its recently acquired properties. Apache’s managers knew that hedging could create its own risks, and so it seemed prudent to re-evaluate the success of the new program. The decision facing Apache’s managers was whether the firm should continue hedging, and if so, should its current program be extended beyond hedging the revenues from acquisitions? T CO Apache Corporation PY Apache Corporation was founded in 1954 by Raymond Plank, its current Chairman and Chief Executive Officer. Mr. Plank’s son, Roger, was the company’s current CFO, but the company was not controlled by the Plank family, and in fact, officers and...
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...undergone a major strategic shift, streamlining and broadening its business portfolio, reshaping and redefining the very nature of its core businesses. While the company has significantly expanded its participation in its core business of food, beverage and packaging through regional acquisitions and integration, it has also made inroads into the power, mining, petroleum, infrastructure and telecommunication industries. San Miguel Corporation operates in beverages, food, packaging, fuel and oil, power, mining, and infrastructure businesses in the Philippines and internationally. The Beverage segment produces and markets alcoholic and nonalcoholic beverages. The Food segment is involved in the feeds production; poultry and livestock farming; processing and sale of poultry and meat products; processing and marketing of refrigerated and canned meat products; manufacturing and marketing of flour products, premixes and flour-based products, dairy-based products, breadfill, desserts, and cooking oil; and importation and marketing of coffee and coffee-related products. The Packaging segment is engaged in the production and marketing of packaging products. It is also involved in crate and plastic pallet leasing, polyethylene terephthalate bottle filling graphics design, packaging research and testing, packaging development and consultation, and contract...
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...Communications * Advanced Cyclotron Systems (medical cyclotrons) * Affinity Credit Union (banking) * Areva Resources Canada (uranium) * Air Canada (airline) * AldrichPears Associates * ALDO Group * Algonquin Power * Allied Shipbuilders * Alta Newspaper Group * Alterra Power * Angoss Software Corporation (software) * Appnovation * Arc'teryx (outdoor apparel/equipment) * Atimi Software Inc * Aritzia (clothing) * Army & Navy Stores (Canada) * Arsenal Pulp Press (publisher) * ATI technologies (semiconductors) * Atmosphere Visual Effects (movie special effects) * AVI Sound International (audio/visual equipment manufacture) B * Ballard Power Systems * Banff Lodging Co * Bank of Montreal * Bank West * Barrick Gold * Bard Ventures Company * BBC Kids (television) * BC Biomedical Laboratories Ltd. * BC Hydro * BC Research Inc * Becancour Silicon (silicon manufacture) * Bell Canada * Bennett Environmental * Becker's * Ben Moss Jewellers * Big Blue Bubble (software firm) * BigPark (software firm) * Biovail * BioWare (video games) * Bison Transport Inc. (Transportation) * Black Diamond Cheese Limited * Black Hen Music (record label) * Black Photo Corporation * BlackBerry (wireless devices) * Blake, Cassels & Graydon (law firm) * Blackburn Radio * Bleeding Art Industries (special effects) * Blenz Coffee ...
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...Chapter 4 Concentrating Solar Power Clean energy for the electric Grid Gary Gereffi and Kristen Dubay Jess Robinson and Yuber Romero Contributing CGGC researchers: by Summary Concentrating solar power (CSP), also referred to as concentrating solar thermal power, represents a powerful, clean, endless, and reliable source of energy with the capacity to entirely satisfy the present and future electricity needs of the United States. Concentrating solar power plants produce no carbon dioxide (CO2), thus reducing carbon emissions from electricity generation by approximately 600 pounds per megawatt-hour (BrightSource Energy, 2008).4 The evolution of CO2 emissions regulations, the pressure of international fossil fuel prices, and the experience, knowledge, and technological readiness amassed during several decades of CSP research have launched the technology into a new era of commercial reality. The United States and Spain have integrated CSP into their national electricity supply grids through large-scale commercial plants. Eight of the 13 biggest planned CSP projects in the world will be located in California and Arizona. The Sun Belt region of the United States, particularly the Southwest, is one of the largest areas in the world for CSP exploitation because of its abundant sunshine. In addition to generating a new clean source of energy, expansion of the industry promises to create economic opportunity for many different businesses along multiple stages of the value...
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...combine separate economies into larger economic regions.18 More specifically, economic integration—also called “regional integration”—refers to the discriminate reduction or elimination of trade barriers among participating nations. This also implies the establishment of some form of cooperation and coordination among participants, which will depend on the degree of economic integration that ranges from free-trade areas to an economic and monetary union. Integration among countries in a geographical region to reduce, and ultimately remove, tariff and non-tariff barriers to the free flow of goods, services, and factors of production among each other. For examples: EU (European Union), NAFTA (North American Free Trade Agreement), APEC (Asia Pacific Economic Cooperation) Level of economic integration: The levels of economic integration divided into five different levels and they are shown in figure 1.0. The first one is the Free Trade Area, Custom Union, Economic Union, Monetary Union and then the political union. These five levels are inter- linked with each other; first we have to have the come up with the identification of the free trade area among the participant. Than to ensure the exchange of the goods among the participant a custom union will be required. This custom union will provide the facilities to and check in and check out of the goods through the custom house where representative from every Figure:1.0 ...
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...the first priority for passengers. (1) Cathay has been gained the world’s safety airline for the 3rd years by Germany’s Jet Arline Crash Data Evaluation Centre (2). High safety standard can get the trust of the passengers. - Global network/ Wide coverage Both Cathay and Cathay Dragon reaching more than 90 destinations, throughout Asia, the Pacific, Europe, North America, the Middle East and Africa. Cathay also a member of “Oneworld” an alliance of the world’s leading airlines, passengers can travel over 1000 destination under the alliance. At March 2017, Cathay with the Lufthansa Group accomplished a co-operation agreement. Under the agreement, Cathay Pacific will...
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...1. (T/F) The scope of Article 2 includes secured transactions, i.e. those in which the seller retains a security interest in the goods. 1. False. 2-102. 2. (T/F) “Goods” include all things which are movable at the time of contract formation. 2. True 2-105(1). 3. Andy owns a hot dog cart in Balboa Park. He has a license from the park authority to operate the stand at a very visible and busy location in front of one of the museums. Andy contracts to sell the hot dog stand business, including the cart, the inventory, and the license, to Bill. Bill repudiates. At a subsequent trial for damages, which portions of the sale (i.e., the cart, the inventory, the license) will be governed by Article 2? 3. The answer depends on the local case law. By 2-102, Article 2 “applies to transactions in goods.” 2-105(1) defines “goods” as “all things...which are movable at the time of identification to the contract.” 2-501(1)(a) defines “identification” as occurring “when the contract is made if it is for the sale of goods already existing and identified.” Here, the “goods” are the cart and the inventory, but not the license. The license is an intangible. And since the goods were in existence at the time of contract formation, they have been identified to the contract, and movable at the time of identification to the contract. Some courts will use the “primary purpose” test to determine whether the entire contract is governed by Article 2. Here, the intent of the parties...
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...macroeconomic impacts of oil price shocks 1.4.1 A short history of a controversial topic Since the 1973 OPEC (Organization of Petroleum Exporting Countries) oil embargo, the role of rapid, unanticipated increases in oil prices has been a topic of intense interest, among both economists and the lay public. Considering the magnitude of widespread national recessions during the 1970s, the controversy surrounding research on the macroeconomics of oil price shocks may seem surprising: why would anyone doubt the capacity of oil price shocks to cause the major movements in GDP (Gross Domestic Product) which have been observed in so many countries? Possibly most important in fueling the controversy is the small share of GDP that oil and its close substitutes have comprised in most economies: 1.5% to 3% prior to the 1973 episode. Experienced macroeconomists doubted that even a sizeable shock to such a small part of the economy could have the observed effects. Second, the 1973 episode itself was not a clean experiment because a number of other major factors were emerging at the same time. The world economy was just getting off the post-Bretton Woods fixed exchange rate regime. A number of countries, including the United States, was teetering on the brink of recession at the time of the 1973 shock; in the United States in particular, monetary policy tightened right around the time of the 1973 shock. Separating these effects and deciding the role of oil price shocks in...
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...Introduction San Miguel Corporation is one of the Philippines’ largest and most diversified conglomerates, generating about 6.5% of the country’s gross domestic product in 2013 through its highly integrated operations in beverages, food, packaging, fuel and oil, power and infrastructure. San Miguel is one of the nation’s largest employers, with a direct workforce of about 18,000 employees. For each job created within the San Miguel system, many additional jobs are created through suppliers, distributors, retailers and other business partners. Established in 1890 as a single brewery in the Philippines under La Fabrica de Cerveza de San Miguel was Southeast Asia's first brewery, which produced and bottled what would eventually become one of the best-selling beers in the region and among the top beer brands in the world. San Miguel has since expanded to produce a wide range of popular beverage, food and packaging products, which have—for over a century—catered to generations of consumers' ever changing tastes. In recent years, San Miguel has added in its portfolio additional market-leading businesses and investments in the Philippines’ fuel and oil, power, infrastructure, telecommunications and banking industries History Established in 1890, La Fabrica de Cerveza de San Miguel, Southeast Asia’s first brewery produced and bottled what would eventually become one of the bestselling beers in the region. Within the span of a generation, San Miguel Beer would become...
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...Aerogas Processors Limited P.O.Bag 496 North Sea Drive, Point Lisas Industrial Estate, Couva, Trinidad, W.I T. (868) 679-7700 F. (868) 679-7710 E. aerogas@tstt.net.tt | Air Liquide Trinidad & Tobago Limited Unit D2 02-04, Atlantic Plaza, Atlantic Avenue, Point Lisas, Trinidad, W.I T. (868) 679-1117 F. (868) 679-7710 | Atkins Trinidad Ltd. 23 Taylor Street, Port of Spain, Trinidad, W.I. T: (868) 628-9884 F. (868) 628-0509 E. kerrin.burgess@atkinsglobal.comwww.atkinsglobal.com Operations Manager, Kerrin Burgess: 1 (868) 468-1864 | Atlantic P.O Box 1337, Corner Keith and Pembroke Street, Port of Spain, Trinidad, W.I T. (868) 624-2916 / 625-8855 F. (868) 624-8057 www.atlanticlng.com | Atlas Methanol Unlimited Maracaibo Drive, Point Lisas Industrial Estate, Couva, Trinidad, W.I T. (868) 679-5052 F. (868) 679-5065 | BP Trinidad & Tobago LLC Queen's Park Plaza, 5-5a Queen's Park West, Port of Spain, Trinidad, W.I T. (868) 623-2862 F. (868) 627-7863www.bptt.com | BHP Billiton Trinidad & Tobago Invaders Bay Tower, Invaders Bay Off Audrey Jeffers Highway, Port of Spain, Trinidad, W.I T. (868) 821-5100 F. (868) 627-1277www.tt-bhpbilliton.com | BG Trinidad & Tobago #5 St. Clair Avenue, St Clair, Port of Spain, Trinidad, W.I T. (868) 628-0888 F. (868) 627-8102www.bg-group.com | Bayfield Energy (Galeota) Trinidad LP #64 Isthmus Road, Galeota Point, Guayaguayare, ...
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