...Shell History in Pakistan History of Shell Shell has an over 100 year’s presence in the Subcontinent [pic] The Shell brand name enjoys a 100-year history in this part of the world, dating back to 1899 when Asiatic Petroleum, the far eastern marketing arm of two companies: Shell Transport Company and Royal Dutch Petroleum Company began importing kerosene oil from Azerbaijan into the subcontinent. Even today, the legacy of the past is visible in a storage tank carrying the date - 1898. The documented history of Royal Dutch Shell plc in Indo_Pakistan subcontinent dates back to 1903 when partnership was struck between The Shell Transport & Trading Company and the Royal Dutch Petroleum Company to supply petroleum to Asia. In 1928, to enhance their distribution capabilities, the marketing interest of Royal Dutch Shell plc and the Burmah Oil Company Limited in India were merged and Burmah Shell Oil Storage & Distribution Company of India was born. After the independence of Pakistan in 1947, the name was changed to the Burmah Shell Oil Distribution Company of Pakistan. In 1970, when 51% of the shareholding was transferred to Pakistani investors, the name of changed to Pakistan Burmah Shell (PBS) Limited. The Shell and the Burmah Groups retained the remaining 49% in equal propositions. In February of 1993, as economic liberalization began to take root and the Burmah divested from PBS, Shell Petroleum stepped into raise its stake to 51%. The years 2001-2 have...
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...UNIVERSITY OF THE PHILIPPINES DILIMAN – VIRATA SCHOOL OF BUSINESS Petron Corporation Case Presentation Michelle Therese Diaz | Christian Ernest Santos | Abigail Dy | Wilson Ramos | Christian Villar 1 December 2014 Contents The Company ............................................................................................................................................. 2 1.1. Overview ...................................................................................................................................... 2 1.2. Ownership Structure .................................................................................................................. 2 1.3. Business Strategy ...................................................................................................................... 3 1.3.1. Expansion of regional presence in the Asia Pacific ............................................... 3 1.3.2. Leveraging on refining assets to achieve competitive advantage .......................... 3 1.3.3. Ensuring market dominance over the long-term .................................................... 3 The Oil Industry in the Philippines ................................................................................................... 4 2. 2.1. The Philippine Economy ........................................................................................................... 4 2.2. The Oil Industry ....................................................
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...that Caltex compete for market share are BP, Coles Express, Mobil, Shell Woolworths and United Petroleum in the retail environment, Product A product can be a physical object, services, persons, places organisations and ideas. The nature of a product can be tangible for instance a vehicle, and non tangible, a service. A product has the capability to satisfy a consumer’s wants and needs.2 (MAANZ Glossary) There are three distinct layers that make up a product with the first being the “core” product which is the intangible benefit or service received by the purchaser from using the product, The next layer is the actual product which is the product itself or the service being rendered. The actual product unique features supplies the core product benefit. The combination of the actual product and its other features of value the product has to offer is the augmented product layer. “A product is everything beneficial that a customer receives in an exchange”.3 (Solomon, et al. 2011, p.183). By determining the main product the retail petrol outlets sell, petrol, we can further classify petrol as a non-durable product as it provides a benefit over a short period. The frequency the consumer purchases petrol could also be in the category of convenience products. 4 (Solomon, et al. 2011, p. 186). The actual product is the physical product being petrol which includes unleaded petrol, E10 unleaded petrol and LPG fuel. It is also shows the brand of the product being the white Caltex star...
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...Holland’s biggest profitable organization Evaluative Report Preface In front of you lies an evaluation report about the biggest profitable Dutch company, Shell. Via this report we want to show you how Shell is performing at this moment and how they stay at the top of their segment. The reason for writing this report is to give an insight into what Shell does, we all know them from their gas stations but Shell does much more and tries to be innovative by looking for new and improved energy sources all around the world. Besides that we choose Shell because of its Dutch background and the fact that they are recognized all over the world. Briefly said, Shell is the biggest company in The Netherlands and via this report we´ll try to unfold how they manage to perform this well and what the secret is to their success. Bergen op Zoom, Noord – Brabant May 31st , 2011 Table of Contents 1. Introduction 1 2. General description of Shell 2 2.1 History of the organization 2 2.2 Products and Services 3 2.3 Operations 3 2.4 Financial Situation 4 2.5 Legal Aspects 4 2.6 Corporate Governance and Social Responsibility 5 2.6.1 Corporate Governance 5 2.6.2 Social Responsibility 5 3. Organization Environment 6 3.1 Relevant market 6 3.2 Supply chain 6 3.3 Shareholders 6 3.4 Relevant Macro Factors and Business Trends 7 3.5 Competition in Particular 7 4. Organization Goals and Strategies 9 4.1 Mission and Vision 9 4.1.1 Mission 9 4.1.2 Vision 9 4.2...
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...rig, see Deepwater Horizon oil spill. BP p.l.c. Type Public limited company (LSE: BP, NYSE: BP) Industry Oil and natural gas, alternative fuels Founded 1909 (as the Anglo-Persian Oil Company) 1954 (as the British Petroleum Company) 1998 (merger of British Petroleum and Amoco) Headquarters London, United Kingdom Area served Worldwide Key people Carl-Henric Svanberg (Chairman) Tony Hayward (CEO) Bob Dudley (Director, CEO (appointed)) Byron Grote (CFO)[1] Products BP petroleum and derived products BP service stations Air BP Aviation Fuels Castrol motor oil ARCO gas stations am/pm convenience stores Aral service stations solar panels Revenue US $246.1 billion (2009)[2] Operating income US $26.43 billion (2009)[2] Net income US $16.58 billion (2009)[2] Total assets US $236.0 billion (2009) Total equity US $101.6 billion (2009) Employees 80,300 (Dec 2009)[3] Website BP.com A 1922 BP advertisement.BP p.l.c.[4][5] (LSE: BP, NYSE: BP) is a global oil and gas company headquartered in London, United Kingdom. It is the third largest energy company and the fourth largest company in the world measured by revenues and is one of the six oil and gas "supermajors".[6][7] It has operations in over 80 countries, produces around 3.8 million barrels of oil equivalent per day and has 22,400 service stations worldwide.[8][9] Its largest division is BP America, which is the biggest producer of oil and gas in the United States and is headquartered in Houston...
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...Customers and Dealers opinion and satisfaction level of MAK LUBRICANTS In Mumbai, research titled “Potential Study on Lubes in the Bazaar Sector” and its role in building Brand Equity for the company” has been conducted. 1.2 Importance of the Study In this competitive arena Lubricants plays a vital role so the Lubricants Industries are a major source. MAK have to compete with various players like Veedol, Gastrol, Lal Ghoda, Shell, Gulf and the local brands with their stringent rules and regulations. Hence, in order to understand about the customers and dealer requirements their likes and dislikes preference is sine-quo-non-for MAK. 1.3 Objectives ➢ To ascertain the customers preferences of MAK Lubricants. ➢ To ascertain the customers satisfaction level for MAK services. ➢ To analyze the customers opinion and satisfaction with special reference to MAK ➢ To suggest some guidelines to MAK in order to provide better focussed services. ➢ To determine the status of brand awareness and brand loyalty in order to conclude about brand equity. ➢ To learn about the brand attributes and their preferences in MAK. 1.4 Scope of the Study: ➢ This project gives me great exposure to the Lubes market because it includes product knowledge and awareness of MAK product. ➢ This research study is useful for MAK to understand the expectations...
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...London NW3 5JJ United Kingdom t: +44 20 7675 7000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Germany Kastor & Pollux Platz der Einheit 1 60327 Frankfurt Deutschland t: +49 69 9754 4517 f: +49 69 9754 4900 e: deinfo@datamonitor.com Datamonitor Hong Kong 2802-2803 Admiralty Centre Tower 1 18 Harcourt Road Hong Kong t: +852 2520 1177 f: +852 2520 1165 e: hkinfo@datamonitor.com ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Our series of company, industry and country profiles complements our premium products, providing top-level information...
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...Federal Trade Commission DEBORAH PLATT MAJORAS ORSON SWINDLE THOMAS B. LEARY PAMELA JONES HARBOUR JON LEIBOWITZ Maryanne Kane Charles H. Schneider Susan A. Creighton Lydia B. Parnes Luke Froeb William Blumenthal Anna H. Davis Nancy Ness Judy Maureen K. Ohlhausen Donald S. Clark Chairman Commissioner Commissioner Commissioner Commissioner Chief of Staff Executive Director Director, Bureau of Competition Director, Bureau of Consumer Protection Director, Bureau of Economics General Counsel Director, Office of Congressional Relations Director, Office of Public Affairs Director, Office of Policy Planning Secretary of the Commission Report Drafters and Contributors Louis Silvia, Assistant Director, Bureau of Economics David Meyer, Bureau of Economics Sarah M. Mathias, Office of General Counsel Policy Studies Michael S. Wroblewski, Assistant General Counsel Policy Studies Phillip L. Broyles, Assistant Director, Bureau of Competition J. Elizabeth Callison, Bureau of Economics Jeffrey Fischer , Bureau of Economics Nicolas J. Franczyk, Bureau of Competition Daniel E. Gaynor, Bureau of Economics Geary A. Gessler, Bureau of Economics James F. Mongoven, Bureau of Competition John H. Seesel, Associate General Counsel for Energy Christopher T. Taylor, Bureau of Economics Michael G. Vita, Assistant Director, Bureau of Economics Anthony G. Alcorn, Bureau of Economics Sarah Croake, Bureau of Competition Madeleine McChesney, Bureau of Economics Guru Raj, Bureau of Competition Natalie Shonka...
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...AN NU AL RE PO RT 20 11 ENERGISED PDB is the leading provider of quality petroleum products in Malaysia. As we move ahead, we remain committed to continuously innovate and redefine our products, services and customer experience, further affirming our aspiration to go “All the Way” in creating sustainable value for our stakeholders. ...all the way 77 Corporate Responsibility 6 Business Highlights 78 Sustainability Report 8 Letter to Stakeholders 88 Corporate Governance Statement 13 PDB Today 97 Statement on Internal Control 15 Our Vision & Shared Values 101 Board Audit Committee’s Report 16 About PDB 104 Board Audit Committee’s Terms of Reference 18 Areas of Operation 106 Statement of Directors’ Responsibility 19 Group Structure 107 Investors’ Overview 21 Corporate Information 108 Investor Relations Report 22 Board of Directors 109 Share Performance 24 Profiles of Directors 110 Shareholders’ Information 30 Management Committee 115 Financial Calendar 35 Performance Review 117 Financial Statements 36 Q&A with the MD/CEO 173 List of Properties 43 Business Review 200 Corporate Directory 63 PDB in the News 201 Notice of Annual General Meeting 64 Highlights 2010/11 Proxy Form 70 Crude Oil and Petroleum Product Price Trend 71 Economic Outlook 72 Group Financial Summary 75 Simplified Group Financial Position 76 Value Added Statement FY 2010/11 Financial Highlights 4 29th Annual General Meeting Sapphire Ballroom, Level 1, Mandarin Oriental Kuala Lumpur, Kuala Lumpur...
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...Dutch Shell plc Annual Report and Form 20-F for the year ended December 31, 2007 Royal Dutch Shell Our Business With 104,000 employees in more than 110 countries and territories, Shell plays a key role in helping to meet the world’s growing demand for energy in economically, environmentally and socially responsible ways. Our Exploration & Production business searches for and recovers oil and natural gas around the world. Many of these activities are carried out as joint venture partnerships, often with national oil companies. Our Gas & Power business liquefies natural gas and transports it to customers across the world. Its gas to liquids (GTL) process turns natural gas into cleaner-burning synthetic fuel and other products. It develops wind power to generate electricity and invests in solar power technology. It also licenses our coal gasification technology, a cleaner way of turning coal into chemical feedstocks and energy. Our Oil Sands business, the Athabasca Oil Sands Project, extracts bitumen from oil sands in Alberta, western Canada and converts it to synthetic crude oils. Our Oil Products business makes, moves and sells a range of petroleum-based products around the world for domestic, industrial and transport use. Its Future Fuels and CO2 business unit develops fuels such as biofuels and hydrogen and synthetic fuels made from natural gas (GTL Fuel) and potentially from biomass; and leads company-wide activities on CO2 management. With 46,000 service stations, ours...
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...Training and Development- IndianOil _______________________________________________________________________ _ TRAINING AND DEVELOPMENT Introduction Every organization needs to have well trained and experienced people to perform the activities that have to be done. Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures their current job and prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance, but also which bring about the growth of the personality; their potential capabilities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip person to earn promotions and hold greater responsibility. to guide their behaviour. It attempts to improve their performance on Training a person for a bigger and higher job is development. And this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. As the jobs become more complex, the importance of employee development also increases. In a rapidly changing society, employee training and development are not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. © A 1 help individuals in the progress towards...
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...Acknowledgements : First of all we would like to introduce our selfs, BIALLACH Safae and EL YOUNSI nahide, a 3rd year students in SUP DE CO MARRAKECH. In the third year the internship is a part of the program at our school. But for the two of us, we didn’t do an internship because we shose to go for a summer school programme in LONDON, UNITED KINGDOM for two weeks at the LONDON SCHOOL OF BUSINESS AND FINANCE (LSBF). The objectives during this journey were to improve our level in English language, to Discover a new culture, to visit a lot of places that we wanted to see and also to meet a lot of different people from different countries. Studiying in LONDON was a wonderful experience that we wont forget. for that, we would like to give some thanks to all the people that helped to gave us the chance to go for this programme. Without forgeting a special Thanks to our English Teatcher M.EL FOUADI KAMAL for this opportunity. Last, but not least, we would like to thank our parents and family for supporting our stay in LONDON financially and emotionally. INTRODUCTION ...................................................................................................2 SECTION 1 : TESCO……………. .........................................................................4 1-BUSINESS DESCRIPTION…………. ......................................................5 2-HISTORY .................................................................................................6 3-CORE...
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...Public Relations Cases This collection of contemporary international public relations case studies is an invaluable resource for teachers, researchers and students working in public relations, corporate communications and public affairs, as well as offering practitioners an indepth understanding of the effective use of public relations in a range of organizational contexts. Including cases from the UK, Norway, Sweden, Spain, South Africa, Canada and the USA, with a focus on such global corporations as Shell, BBC America, Worldcom, PriceWaterhouseCoopers and Marks & Spencer, it offers important insights into the development of public relations and communications strategies. These include: • • • • • • • • Corporate identity change and management Global reputation management Crisis management in the oil, shipping and tourism industries Developing strategic alliances between voluntary and private sector organizations Public relations support for international branding and market entry The importance of internal communications during international mergers The integration of public relations and marketing communications Business-to-business communication The cases examined in this book demonstrate the breadth of contemporary public relations practice and the increasing importance of the public relations function in both public and private sector organizations worldwide. Danny Moss is Co-Director of the Centre for Corporate and Public Affairs at the Manchester Metropolitan University...
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...ov 60% in the last five years, with more to come. has ver tch rmer CEO Jer roen van der V Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance of the he d h oil compa any Royal Du utch Petroleum Company and the Brit tish Shell Tra ansport and T Trading Com mpany. Nor were there any Asian membe e A ers—despite i being a ma it ajor thrust of Shell’s strategic growth (See f h. Exhibit 1 for the 2008 and 2009 EC Voser wo Cs.) orried that the...
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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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