This document is a student assignment analyzing the strategic capabilities of Shell, an oil and gas company. It includes 30 sections analyzing various aspects of Shell's strategy, capabilities, culture and governance. The key points analyzed include Shell's large scale global operations in upstream, downstream and other areas as a core capability; benchmarking Shell against competitors BP and ExxonMobil; partnerships with Ferrari and Ducati providing brand recognition; and analyzing trends like the shift to cleaner energy sources that Shell is adapting to through new programs. Tools like PESTLE analysis, SWOT analysis and more are used to evaluate Shell's position and choices.

1. Leeds Beckett University
Leeds Business School
Level H6
The Strategic Manager Assignment
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Shell Company
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Module Tutor: Karen
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Student Name: Enes BOLFIDAN
Word Count
1. Shell`s Strategic Capabilities……………………….. 996
2. Shell`s Purpose, Culture & Governance………. 492
3. Business Strategy ………………………………………… 455
4. Innovation…………………………………………………….696
5. Strategic Opinions….……………………………………..166
6. Recommendation…………………………………………..245
Total 3050

2. Contents
1. Shell`s Strategic Capabilities
2. Shell`s Purpose, Culture & Governance
3. Business Strategy
4. Innovation
5. Strategic Opinions
6. Recommendation
7. Appendix
Appendix1: Shell`sPESTLEAnalysis
Appendix2: PorterFive ForcesModel
Appendix3: Oil & Gas Comparative IndustryAnalysis
Appendix4: Oil & Gas IndustryLife Cycle Analysis
Appendix5: Oil & Gas IndustryStrategyCanvas
Appendix6: Shell`sResources&Capabilities
Appendix7: SSR Model
Appendix8: BenchmarkingShell AgainstOtherCompetitors
Appendix9: Shell PortersValue Chain
Appendix10: VRIOAnalysis –Resources&Competencies
Appendix11: VRIOAnalysis –Value Chain
Appendix12: SWOT Analysis
Appendix13: TOWS Analysis
Appendix14: Diversity&Performance Graph
Appendix15: OwnershipModel
Appendix16: Shell`sGovernance Model
Appendix17: Shell PowerInterestMatrix
Appendix18: Shell`sCultural Web
Appendix19: ExperiencingStrategicDrift
Appendix20: Applicationof Economiesof Scale &Experience Curve
Appendix21: Applicationof Porter`sthree genericstrategies
Appendix22: Shell`spositiononBowman`sStrategyClock
Appendix23: RespondingtoLow Cost
Appendix24: Dynamicsof Product& ProcessInnovation
Appendix25: Applicationof DiffusionS-Curve
Appendix26: Shell`sPortfolioof InnovationOptions
8. References

3. Shell`s Strategic Capabilities
In the last few decades, the strategic capabilities of companies have been vitally important
as these allow companies to create long-term planning and competitive advantage. After
analysing Shell`s resources & capabilities (Appendix 6) which are components of strategic
capability, it is felt that the main success and power of Shell come from its large scale of
operations which are upstream, integrated gas and new energy, downstream and projects &
technology. In line with the Resource based view approach, operations in question are
Shell`s competitive advantage in gas & oil sector. This large scale of operations throughout
the world, is Shell`s one of the distinctive capabilities as to complete its main aimwhich is to
meet the increasing demand of energy, gas & oil. As Shell`s Porter value chain analysis
(Appendix 9) indicates that all supportive activities assist to success the main aim as well as
create a brand value for Shell company.
To achieve missions that overtaken by company, Shell must discover what is the best way to
do it. One obvious way to do it is benchmarking. By compering company`s performances
with other closest competitors, Shell can identify gaps and deficiencies in a project as well as
maintain its competitive advantages. The major competitors of Shell in oil & gas industry are
British Petroleum and ExxonMobil in terms of their strategic capabilities. Looking at
benchmarking (Appendix 8), it can be clearly seen that some competitive advantages like -
large scale of operations, giving importance to young entrepreneurs and having costly and
complicated pipelines make it difficult for competitors to imitate in question capabilities.
However, most of these capabilities may not be sustainable competitive advantage for the
long haul. Another notable aspect is inadequate profitability of Shell. Although a remarkable
increase has been seen in net profit of Shell in 2016 compared to previous year, the
profitability is not in desired level. This may be due employee numbers, insufficient cost
management, unpredictable oil prices or over costing operations conducted throughout the
world.
Shell`s innovation partnership with Scuderia Ferrari and technical partnership with Ducati is
another temporary competitive advantage due to achievements of these partnerships in the
race. As it has known that Shell has searched for many years that how its fuels and lubricants
are developed in the extreme and dynamic environment of motorcycle racing, to benefit
bikers all over the world. Finally, they developed Shell V-Power road fuels and Shell
Advanced lubricants for bikers. On the other hand, Shell has been identified with Ferrari, one
of its partnerships, due to their longest running partnerships. Being partnerships with Ducati
in motorsports bring lots of competitive advantages to Shell. For instance; Shell found
opportunities to develop its high-performance fuels and lubricants for the benefit of itself
and its customers. Additionally, partnership with Ferrari in F1 provide advantages to
customer through a better-quality fuel that is more effective than other fuels. Last but not
least, with the world`s most-famous driver who is Micheal Schumacher, supporters of F1 and
Ferrari have become used to seeing the Shell pecten emblem across the driver`s chest and
painted on his super cars (Ferrari). This brings effective brand recognition to Shell, which
creates unique brand value.

4. Although some basic competitive advantages are difficult to imitate, the greater part of
them can be imitable sooner or later by competitors. Due to this reason, to create
competitive advantages, companies always must look for megatrends (in PESTLE analysis,
Appendix 1) that are more likely to affect the rules of competition in industries. To take
advantage of these megatrends, a company should use SSR model (Appendix 7), sensing new
opportunities in line with megatrends and afterwards, address these opportunities with new
products (seizing) and finally, redeploy capabilities which company has (reconfiguring). For
instance, the PESTLE Analysis (Appendix 1) identified clear energy sources as a vital
megatrend. “Momentum to replace fossil fuels with cleaner energy sources is building, and
oil and gas companies need to consider their futures in this context.” (Financier, 2016
[online]). Shell has been immediately turned into this megatrend an advantage by utilizing its
dynamic capabilities (SSR model, Appendix 7). To benefit by this megatrend, Shell wants to
use new and smart ideas of young entrepreneurs (sensing) by supporting them financially
and finally, established a new programme in UK for young entrepreneurs (16-30 years old)
such as Shell liveWire (reconfiguring).
On the other hand, to determine a company`s capabilities in terms of their threshold or
distinctiveness, a VRIO analysis (Appendix 10) can be used. Some capabilities of a company
such as employee number and properties constitute threshold capabilities while, some
capabilities which are related to a company`s own skills and activities form distinctive
capabilities. In that concept, these distinctive capabilities which are almost impossible to
imitate- assist to create competitive advantages for a company. Shell`s one of the most
competitive advantage is to have a wide range of operations (upstream, Integrated Gas and
New Energies, downstream and project & technology). These operations in question are
over-costing to imitate and require advanced technology which also requires extensive
experience in the industry (see Appendix 6).
Another useful tool to constitute competitive advantages is Value Chain analysis (Appendix
11). A company`s categories of activities are directly related with its products & services, it
therefore to gain competitive advantage, the company should realize which activities are
vital in creating that value and which are not (Johnson et al, 2014). Advanced technology,
innovation through R&D and maintenance & development IT systems allow Shell to expand
its operations vertically throughout the world, resulting into reduction in total cost.
By now, Shell`s main strengths and weaknesses are designated compared to other rivals.
Additionally, opportunities and threats are analysed in the industry benefitting PESTLE
analysis, Porter`s five forces and other environmental analysis (Appendix 3 through 5). With
anatomy of these four elements in SWOT analysis (Appendix 12), now it is time to draw a
TOWS table (Appendix 13) to help a better understanding of the strategic choices that Shell
recently faces.

5. Shell`s Purpose, Culture & Governance
As it is well-known that every organisation needs a well-defined purpose. This purpose
should not be only based on `profit maximization` but motivation for organisations`
strategies. Long term welfare and employee motivation strategies should be considered
while a purpose is established. Shell`s main purpose is that `reinforce our position as a leader
in the oil and gas industry, while helping to meet global energy demand in a responsible way.
Safety and environmental and social responsibility are at the heart of our activities`. This
mission statement is basically expresses an inspiration for helping people procuring their
energy demand. Additionally, it can be understood that Shell cares its employees` health and
lives performing its operations. Another inspiring point is that although influences of Shell`s
operations may be terrifying, Shell committed to deliver energy responsibly to local
communities and environment.
As it is indicated in Ownership model (Appendix 15), Shell is a publicly traded company that
focuses mostly on profit maximization as other public limited companies do. Shell mostly
sells its shares to the public and banks which means Shell uses shareholder model (Appendix
16). To manage the company professional managers are assigned by owners to maximize
financial returns, it therefore lots of potential shareholders buy these shares to participate
acquired profits. In that framework, shareholder model (Appendix 16) allows Shell to gain
higher rates of return and make better decisions while caused short-termism.
Stakeholders` anticipations has been critical in the last few decades. With the rise of social
media and increase in coordination between activist networks makes it difficult for oil & gas
companies to pay no attention to environmental and social concerns of stakeholders
(Johnson et al, 2014). In this concept, all stakeholders of Shell company has been evaluated
in terms of their importance to company for long-term success. As a power interest matrix
(Appendix 17) indicates that Shell` retail customers and non-governmental groups such as
activist groups should be closely engaged due to their influence and importance. Being
targeted by a host of activist stakeholder can prove challenging for companies, resulting loss
of reputation.
Royal Dutch Shell company has a single-tier Board of Directors chaired by a Non-Executive
Chairman, Charles O. Holliday. The executive management is led by the Chief Executive
Officer, Ben van Beurden. (Shell, 2016). Non-executive directors and their responsibilities are
indicated in the table below.
Name Position Responsibilities
Ben Van Beurden
Chief Executive
Officer
Oversees the board of directors and takes the last
decision
Jessica Uhl
Chief Financial
Officer
Finance, Investor relations, Strategy, Planning &
appraisal, Internal Audit, Treasury, Tax
John Abbott
Downstream
Director
Manufacturing, Retail, Global Commercial (Lubricants
and Business-to-Business), Chemicals, Trading &
Supply, Athabasca Oil Sands Project and Scotford
Upgrader in Canada, Alternative Energies

6. Harry Brekelmans
Projects &
Technology Director
Project Execution, Global Technical Expertise,
Research and Development, Third-Party Services,
Safety and Environment, Contracting & Procurement,
Technical IT
Andrew Brown Upstream Director
Businesses and Functions
Exploration, Deep water, Unconventionals, Arctic,
Operated, Joint ventures, Production excellence
Ronan Cassidy
Chief Human
Resources &
Corporate Officer
Functions
Human Resources, Internal Communications and
External Relations, Shell Real Estate, Shell Global
Security, Shell Health, Shell Aircraft
Donny Ching Legal Director
Functions
Legal Services, Intellectual Property Services,
Compliance
Maarten
Wetselaar
Integrated Gas
& New Energies
Director
Businesses or Functions
 Liquefied natural gas (LNG)
 Gas-to-liquids (GTL)
 Commercial/new business development
 Integrated Gas ventures management
 Integrated Gas production excellence
 Gas and energy marketing and trading
 New Energies
(Shell,2016)
(Not: Words number in the table does not be taken into account)
Organisational culture in an organisation has also been vitally important to create long-term
planning and sustainable competitive advantage in an industry. Components of an
organisation`s culture consist of different elements such as stories, symbols and
organisational structures. As it is known that these elements reflect organisations` DNA. For
instance, looking at Cultural Web (Appendix 18) it can be said that Shell`s red and yellow
pectin logo and its successful innovation partnership with Ferrari through decades reflect
company`s historical culture which is inimitable. However, among these, `diversity and
inclusion` culture at Shell is the most remarkable one as they constitute core-value of Shell
company.

7. Business Strategy
Business strategies have been strongly essential for both small businesses and large leading
businesses. Business strategies of a company focus mostly on how to achieve goals in the
long run and how to compete against competitors in terms of pricing and branding.
Additionally, Shell`s business strategies related with `corporate level strategy` focusing on
objective of the company, acquisition and allocation of sources (Shell, 2016).
As it is indicated section 1, Shell`s wide-ranging operations which is distinctive capability
bring sustainable competitive advantage to company. These large-scale operations provide
tremendous cost and quality control over its products compared to other competitors. What
is more is that adopted vertical integration ensures Shell to control every stage; including
extracting the oil and selling these oil/products to customer directly (Economist, 2009). This
means that cost management is in the highest level in the company however, Shell has not
currently got any low-price implementation in the market. Shell also provide clean and
affordable low carbon energy to differentiate from competitor in the sector. By now, these
strategies could not properly be successful as it can be seen Porter`s three generic strategies
(Appendix 21) which specify that Shell located `stuck in the middle` section.
Another tool which is called Bowman`s Strategy Clock can be handy to demonstrate what
strategies are used by Shell. Compared to Porter`s three generic strategies, Bowman`s
Strategy Clock based on perceived product/service benefit and price to the customer rather
than cost to the organisation (Johnson et al, 2014). Basically, Shell demands affordable price
for its products/services, it is even less than average price in the market
(https://www.fool.com/investing/2016/07/18/these-3-big-oil-stocks-are-ridiculously-
cheap.aspx). On the other hand, perceived product/services value is the worth of a
product/service in consumers` mind. It is felt that perceived product/service of Shell is just
great looking at its more than 20 million customers a day visit a Shell service station for fuels,
motor oils and more (Shell, 2016). Due to these reasons, Shell currently employs a hybrid
strategy to compete in the oil & gas industry and attempt to win more market share.
As indicated above, Shell offers wallet friendly product/service throughout the world
because it has adopted vertical integration which help to manage the cost in every stage.
Apart from that, owning 22refineries and managing wide-ranging operations make it easier
for Shell to reach diversification in products and invest in technology and innovation which
reduce risk and total cost. After analysing the company`s power on cost management, it can
be easily said that launching a price war against Shell would be challenging and compelling in
oil & gas industry. Therefore, As -responding to low cost rivals table- (Appendix 23) show,
Shell does not need to be so worry about its rivals if Shell watches them.

8. Innovation & Entrepreneurship
Over the last many decades, innovation has been crucial for both small and medium
businesses and large businesses to sustain their existences in a sector and protect their
competitive advantages. Innovation, basically, based on new knowledge and its practicability
to product/service for actual usage. To illustrate Shell`s innovation, four key innovation
dilemmas will be identified and responded respectively.
As it is indicated section 3 (Business Strategy), oil and gas industry has been witnessing
enduring competition. Consequently, this sector has been incorporating constant change,
intense competition and high demand, it therefore, the sector is exposed to
hypercompetition. As this sector incorporates constant change and intense competition, it is
felt that companies should invest in innovation, technology and R&D operations.
The first innovation dilemma which is technology push or market pull is about whether a
company creates its own innovation, technology and R&D systemthrough technologist or
the company follows innovation strategies of other innovative companies. In this concept,
Shell has been maintaining technology push innovation strategy pioneering new innovations,
technology and R&D in the industry. An example to this could be Shell`s gamechanger
programme which strongly encourage young innovators to find a quick and cost-efficient
way to updated issues in the sector. One achievement of gamechanger programme is to
bring Kite Power System (KPS) to the future of wind energy (Shell, 2016).
The second innovation dilemma which is product or process innovation refers to whether a
company focuses on the final product/services or the way in which a product is
manufactured and distributed. This, indeed, will provide an intensive improvement in cost
management. As Shell`s comprehensive operations and adopted vertical integration show us
the company simply prefers process innovation as an effort to reduce total cost.
The third innovation dilemma that is open or closed innovation refers to whether a company
chooses to share ideas & knowledge and expertise with partners to expand its innovation or
keep these knowledge and expertise in secret to avoid competitors free-riding on ideas
(Reference). Compared to closed innovation, open innovation is more advantageous to
organisations that constantly receive and share information and expertise to produce better
product/service in the industry. However, usage of closed innovation is also intelligible due
to companies` desires to sustain their competitive advantage against their competitors.
Shell, as one of innovative companies, has opted to exchange ideas and expertise with
partners inside and beyond the energy sector to drive innovation forward (Shell,2016).
Additionally, Shell tends to share its experience obtained from developing Quest (Shell,
2016) and indicates that cooperation efforts with partners in advanced fuels and IT systems
will be increasingly continued.
The last innovation dilemma which is technological or business model is about the
determination of an organisation`s decision that how to gain its revenue and manage its risk
(Johnson et al, 2014). Looking at Shell`s value chain analysis, it can be concluded that Shell
has a drift for business model innovation. Shell`s ability to sale its products in the market

9. through its service stations makes Shell one of the companies that integrated with business
model innovation.
Another aspect in innovation is diffusion. Johnson argues that `diffusion is the process by
which innovations spread among users`. Innovations can be diffused by its owner claiming
no compensation. However, sometimes because of its commercial attractiveness,
innovations can be available commercially. According 9th principle of UN Global Compact,
businesses should be promoted to spread their environmentally friendly technologies
(Unglobalcompact.org, n.d.). Concordantly, as it can be clearly seen in Diffusion S-curve
table, (Appendix 25) how Shell`s carbon dioxide emissions technology which is available
commercially- is diffused in time and in what level. Shell`s carbon dioxide emissions
technology locates near the tripping point on the diffusion S-curve table, due to its time
consuming and level of prevalence in the industry.
Last but not least, Shell has mostly become first mover benefitting its advantages such as
scale benefits and reputation. It has been evidence to first mover that owning an innovation
programme which is called LiveWire to encourage young entrepreneurs, brings an intensive
competitive advantage and reputation to Shell company. Additionally, to reduce
transportation cost which effect the overall cost, Shell has taken a bold decision which
establishing a large-scaled and complicated pipelines near its refineries.

10. Shell`s Strategic Options
After analysing Shell`s strategic tools from Appendix 1 to Appendix 26, it is felt that it is time
to find out what are the best strategic options that Shell has. After that, some
recommendation will be taken apart in the end.
Strategic options of a company reflect its TOWS matrix (Appendix 13). Shell`s TOWS matrix
enable us to see how strategic capabilities could be used to maximize opportunities and
minimize threats. The major two recommendations are shown below;
 By mobilizing its financial capability and unique knowledge & experience, Shell can
easily get into demanding markets that could provide high profit margin to the
company.
 Leveraging advanced technology and innovative young entrepreneurs to go further in
biofuels which is already `blue ocean strategy` of the company. As these biofuels are
eco-friendly and state-sanctioned, Shell can minimize impacts of these fuels to the
environment delighting environmental activist throughout the world. Additionally,
this enhance Shell`s brand reputation and strengthen as well as its position in the
industry.

11. Recommendations
1. Recommendation: Advertisement
One of the most compelling issue for oil and gas companies is that most of fossil fuels pollute
the environment. As it is a well-known fact that these non-bio fuels which contain high
percentages carbon- are still to be manufactured by companies due to their vulnerability. For
this reason, companies are strongly criticised by environmentalists and following this, most of
these oil and gas companies take part in news with their disrepute. In that concept, along with
these young talents and innovative technology, Shell can easily research into biofuels, solar
energy and other hydrogenic energy that helps Shell to diversify in a market by gaining positive
image from environmentalist. However, Shell should introduce its environmental friendly
policies in public to gain more market share in the industry.
2. Recommendation: New Markets
Shell, one of the most powerful oil and gas company in terms of politically and financially,
should seek new markets to sustain its competitive advantages over its competitors. Investing
more over technology may ensure Shell to find and operate new reserves. On the other hand,
taking advantage of its political and financial power, Shell must dare to get into risky markets
where are very dangerous to operate such as middle-east. Although that is too risky and
dangerous, Shell can be able to set-up in rich areas where terror attacks happen frequently, for
instance Iraq and Lebanon. This strategy will certainly ensure a tremendous profit for the
company.

12. 6.0 Appendix
Appendix 1: PESTLE Analysis
Political
 Free trade agreements between Europe and America allow Shell to exports oil from
Russia where is the centre of oil. This will likely satisfy the growing oil demand.
 Another aspect of political factor is Brexit. With the Brexit, it is indeed that the tariff cost
will increase for fuel sector and it will reduce the profit of Shell Group
Economic
 Demand of oil for energy will rise in China and India in the next decades due to their
growing population and emerging economies. Shell is seeking oil and gas from
unconventional reserves all over the world to fulfil the increasing demand in the future.
However, this is going to mean higher prices for consumers.
Social
 With the ongoing civil war in rich countries in terms of reserves will affect production of
the fuels. Whereas, the rising terrorist incidents in various middle-east countries trigger
instability and insecurity on producing fuels in this area
Technological
 With the advanced technologies in power sector such as cloud-based digital drilling and
sliding sleeves ensure big advantages for innovative oil and gas companies in drilling and
extracting oil and gas from reserves.
Legal
 Regulations for carbon emission increased over the last few years and will likely increase
in the future without any doubt. Due to this reason, reducing carbon emission would be
crucial for Shell in the market
Environmental
 As the world transitions to a low carbon system, oil from unconventional reserves
contain higher carbon emission when it being used in the manufacturing of fuel.
“Momentum to replace fossil fuels with cleaner energy sources is building, and oil and
gas companies need to consider their futures in this context“ (Financier, 2016 [online]).

13. Appendix 2: Porters Five Forces Model
Threat of New Entrance
Threat of New Entrance is quite low in this sector as it requires a heavy
capital investment to set-up plants. Additionally, numerous years of
experience isneededwhenitcomes to gain advance technology to extract
oil and gas withlow-priced.Apartfromthese, political power is needed to
enter rivalry with Shell or/and other oil and gas companies
Bargaining Power of Suppliers
Bargaining Power of Suppliersislowin
thissectorand thisis because of the
vertical integrationstrategyof Shell.
Shell canmerge withvariouscompanies
at variouslevels, therefore Shell gainsan
importantpoweroveritssuppliers.
Bargaining Power of Customers
Bargaining Power of Customersistoo
complicatedtomeasure.There are,of
course,notmany fuel companieswhich
use alternative sourcesandoffer
biofuelsinthe market.Onthe other
hand,oil and gas companiesare coming
togethertoform a unique powerand
control overmarket.Furthermore,
there are lots of institutional buyers
that buylarge amountof oil products
and losingevenone of themwould
considerably harmthe revenueof oil
company.For these reasonsthe
bargainingpowerof customersis
medium.
Threat of Substitutes
Threat of Substituteshas risendue tothe existingof alternative
energysourcessuchas gas, windpower,nuclearenergyandsolar
power.Forinstance,Shell prefertoinvestonbio-fuelsinorderto
avoidsocial andenvironmentalpressures.
Competitive Rivalry
Competitive Rivalryishighin thismarket.It istrue
that there are not manyfuel companiesinthe
marketbut theyall have globallypowerand existall
overthe world.

14. Appendix 3: Oil & Gas Competitive Industry Analysis
(Adapted from Johnson et al. 2014)
Findings:
Porter`sFive Forces Pentagoncomparesthatwhere powerliesinabusinesssituationoverthe 5
years.Lookingat the details,threatof new entrance andpowerof supplierswill reduce while
competitiverivalry,threatof substitute andpowerof buyerswillincrease.
It isalso seenthatoverthe five years,competitionwill still be intense inoil andgassector.

15. Appendix 4: Oil & Gas Industry Life Cycle
(Adapted from Johnson et al. 2014)
Appendix 5: Oil & Gas Industry Strategy Canvas

16. Appendix 6: Analysis of Shell`s Resources & Capabilities
Resources Intangibles Competences
Property, plant and equipment
 Headquartersof Shell locatedinThe
Hague,the Netherlandsandthe parent
companyof Shell whichisRoyal Dutch
Shell plcoperatesinWalesandEngland.
 Shell existsmore than900 airportsin
about36 countriesstandingreadyfor
aircrafts.
Refinery Portfolio
 22 refineriesthatShell hasinterestinall
overthe world.
Distributors
 Shell alsohasmore than 1.500
distributorsthroughoutthe world.
Store Portfolio
 Shell,asan energygiant,hasmore than
43.000 service stations,acrossmore than
90 countries.
Physical
Vertical Integration
 Shell Companyhassucceededa
beautiful example of vertical
integrationcontrollingthe cost,quality
and deliverytime of inputs.Shell
controlseverystage;including
extractingthe oil andsellingthese
oil/productstocustomerdirectly.
(Economist,2009)
Range of operations
1. Upstream:The mainaimof the
companyisto discovernewliquidsand
natural gas reserves.
2. IntegratedGas and New Energies: The
companytry to liquefynatural gas
(LNG) and transformgas to liquids
(GTL).The company`smainaim isto
formeffective andsecure systemof
storingand shippingthesefuels.
3. Downstream: In downstream,the
companyproduce and sell
petrochemicalsforindustrial use
throughoutthe Worldby turningcrude
oil intoa varietyof refinedproducts.
4. Projects& Technology:This operation
isresponsible fordeliveringnew
developmentprojectsandseekinglow-
cost investments.
Global supply chain:
 Liquids,natural gasand petrochemicals
whichare made bycrude oil are
shippedtowhole marketsall overthe
world.
Cash flow
 Netcash fromoperatingactivitiesis$20.7
millionin2015 while itsawa peak point
reaching$45.0 millionin2014.
Cash and Cash equivalents
 Cash andCash equivalentsatthe endof
the year 2016 was$19,130m.
Adequacy of Working Capital
 In 2016, the workingcapital ratioof Shell
was %1,17 whichisacceptable,reducing
from% 1.32 in2015.
Financial
Derivative
 Shell uses derivativeinstruments
(Reference)
Ability to make acquisitions
 Ownsfinancial capabilitiesfor
acquisitioninthe market.Forinstance,
Shell acquiredBGGroup indeal a deal
worth£47 billion(Donovan,2015).BG
Group isone of the multinationalgas
companyheadquarteredinUK.

17. Investors
 Shell isthe secondlargestpubliclytraded
oil companyand the fifthlargestpublicly
tradedcompanyoverall.
Profit
 Shell`netprofitaftertax was$4.58
millionforthe full yearof 2016 compared
with$1,94 millionfor2015. Thismore
than double increase wasdue torecovery
of oil pricesinthe fourthquarter
(Finance.yahoo.com,2017).
Pipelines
 Exhaustive andlongpipelinesare
establishedtoreduce transportation
cost.
Employees
 Shell has90.000 employeesonaverage
bringingdiversitiestogetherall overthe
world.
Board of Directors
 Shell companyhasa single tierBoardof
Directorsruledbya non-executive
chairman,Charleso.Holliday.
Additionally,BenvanBeurdenisthe Chief
Executive Officerwhochairsthe
executivemanagement.
Suppliers
 Shell companyhasapproximately70.000
suppliersinmore than90 countries.
Additionally,Shellimproveda“Supplier
QualificationSystem”(SQS) thatbrought
global visibilityof properup-to-date
informationwhichishandyforbothShell
companyand itssuppliers(Supplier
QualificationSystem, 2017).
Customers
 As ithas knownthatShell company
gainedexpertise ingas,fuels,powerand
energysector.Itsmaincustomersare;
 Large and energy-intensiveindustries
 Energyretail companies
 Powerproducers
Human
Training Programmes
 Everystudentinthisprogramme
receive world-classtrainingandare
encouragedtocontribute to
organizationbuiltaroundteamwork.
The main aimof thisprogramme,well-
educatedemployeesandspecialistsin
thissectorare to be trained.
 Thisprogramme includesPhD
internshipsinthe fieldproviding
valuable hands-onexperience and
progressprofessional developmentfor
students.
Initiative Campaigns
 One of the biggestinitiativecampaign
of Shell Companyis#makethefuture.
Withthiscampaign,the organisation
aimsto explore people`sscientific
ingenuity,creative spiritandencourage
entrepreneurstocome upwithideas
regardinghow to make fuelsmore
efficient.
 Otherinnovationprogrammesfor
youngentrepreneursare;
 Shell Ideas360for students
 Shell Eco-marathonforstudents
 Shell LiveWIREforyoung
entrepreneurs
 Shell GameChangerforexperienced
innovators(Romero,n.d.)
Brand Value
 One of the mostvaluable andbest-known
brand inthe world.Apartfrom that Shell`
pectenemblemanditsprominentyellow
and redcoloursstrengthen Shell brand,
Shell valuesandqualityof Shell products
and servicesall overthe world.
Intangible
Sponsorship
 Shell hasmanysponsorship
associations,mainlyFormula1and
Superbike WorldChampionship.These
sponsorshipsservicesensure Shell a
high-performance andhigh-quality
performance.

18. Goodwill and Intangible Assets
 Royal Dutch Shell PLC`s intangible
assets, including goodwill raised from
$4,394 million to $7,076 million, from
2013 to 2014.
Relationship
 One of the Shell`s innovation
partnership is Scuderia Ferrari.
Relationship with Scuderia Ferrari is
one of the longest and most
successful in motorsports.
Enhancing popularity of Shell brand via
partnerships
 Formula1 has a large global support
base and Shell Companyassociated
withthe mostsuccessful teamin
Formula1 whichis Ferrari.Inthe
Superbike WorldChampionship,Shellis
incorporatingwith`Ducati`whichis
quite successful motorbikebrand.
These partnershipsaidtoraise
popularityof Shell brandandprovide to
developShell`sproducts.
Create Awareness
 The Shell Companycreatedlotsof films
and documentariesoverthe last80
yearsthat informandentertainpeople
strugglingthe challengesof the time.
Althoughthe mainaimsof these films
and documentarieswere notto
advertise Shell`sbrand,theyhelpedto
raise the awarenessof Shell brandas
Shell logoandcompanyname
appearedonlyatthe endof the films.
Advertising
 Withthe world`smost-famousdriver
whois Micheal Schumacher,supporters
of thissporthave become usedto
seeingthe Shell pectenemblemacross
the driver`schestand paintedonhis
supercars.

19. Appendix 7: SSR Model
Product Sensing Seizing Reconfiguration
Oil & Gas Sensinganopportunityto
leverage the newandsmart
ideasbyencouragingyoung
entrepreneurs.
Advertisementtrendfor
brandsvia partnerships
Leverage the smartphones
app to serve customerina
betterway
Sensinganopportunityto
reduce transportationcost
throughestablishing
exhaustivepipelines(Heyes,
2017)
Leverage company`sfinancial
sourcesto fundthese young
entrepreneurstotake
advantage of innovative ideas
Shell createsapositive brand
image viasponsorship
associations, mainlyFormula1.
Shell locatesitslogoacross
famousdriver’schestsand
paintedontheirvehicles.
(Michael Schumacher&Ferrari)
Developeda`Shell Motorist
App`and offerproducts(oil)
and services(bonuspoints
balance) tocustomers.
Due to its safety,oil pipeline
transportationcouldbe more
effectiveinregionsthatterror
attacks happen.
Shell hasestablishednew
programmesinUK for young
entrepreneurs(16-30years old) such
as Ideas360 and Shell liveWIRE.
Locatinglogoson famousdriver`s
chestand paintedontheirvehicles,
Shell tendstoincrease itspopularity
and awareness.
Developrelationshipwithcustomers
and keepthemloyal.
Developtechnologyandcreate
additional fundstocontrol oil
transportationchannels.

20. Appendix 8: Benchmarking Shell against other
Competitors in Oil & Gas Sector
Capability Shell BP ExxonMobil
Physical Forwardand Backward
integration,controllingevery
stage;includingextractingthe
oil and sellingthese
oil/productstocustomer
directly
Shell,asan energygiant,has
more than 43.000 service
stations,acrossmore than 90
countries.
Global supplychain(Mabandla,
2014)
22 refineriesthatShell has
interestinall overthe world.
(Shell,2016)
Forwardand Backward
integration,controllingevery
stage from fieldtosales,just
like Shell.(Economist,2009)
The company hasaround 18,000
retail sitesin72 countries.
Global supplychain
BP ownedorhad a share in11
refineriesand17 petrochemical
manufacturingfacilities
throughoutthe world.
(BP,2016)
Forwardand Backward
integration,controllingall
stagesfrommanufacturing
to marketing(Refining&
Chemical Manufacturing
Overview,n.d.).
Withmore than11,000
service stationsmostlyin
USA and West-Europe.Has
several divisionssuchas
Exxon,Esso,Mobil or XTO.
Global supplychain
ExxonMobil has37 petrol
refineriesin21 countries.
(Exxonmobil,2016)
Financial Seasonal financing
Shell isa publiclimited
company(PLC) and itis 50th
biggestpubliccompanyin
`Forbes`
Shell hasa primarylistingon
the London StockExchange
and secondarylistingson
EuronextAmsterdam andthe
NewYork StockExchange.
Netprofitof $4,575b on
revenuesof $233.6b in2016.
Has marketvalue of $203.5b
Shell usesderivativesastool
(ParsonsandMello,n.d.)
(Connington,2017)
Seasonal financing
BP isalsoa publiclimited
company(PLC) and 370th
biggestcompanyin`Forbes`
BP has a primarylistingonthe
LondonStock Exchange and
secondarylistingsonFrankfurt
Stock Exchange andthe New
York Stock Exchange.
Netprofitof $115m on
revenuesof 183.0b in 2016.
Its marketvalue is$225.9b
BP alsousesderivativesasa tool
(ParsonsandMello,n.d.)
Seasonal financing
ExxonMobil isalsopublicly
tradedcompanyand it is9th
biggestpubliccompany
accordingto `Forbes`
ExxonMobil commonstock
islistedonthe New York
Stock Exchange (NYSE)
Netprofitof $7.84b on
revenuesof 218.6b in 2016.
Has marketvalue of $363.3b
Exxonshunsderivativesasa
tool for hedgingthe market
risk(ParsonsandMello,n.d.)

21. (Shell,2016) (BP,2016) (Exxonmobil,2016)
Human Has 90,000 employees
Maintaina diverse and
inclusive workforce culture
Has graduate programme for
studentsandgraduates
Almostall boardof directors
are recentlyemployed.
Investinyoungentrepreneurs
(Shell,2016)
74,500 Employees
Dependsonhavingtalentedand
diverse workforce
BP offergraduate opportunities
for studentsinbusiness,
engineering,science section
Many board of directorsare
appointedrecently.
(BP,2016)
76,500 employees
Seektofosterdiverse
workforce
Offerjustinternship
opportunityforstudents
Onlyone boardof director
has longhistorywiththe
company
(Exxonmobil,2016)
Intangible Solidpartnershipsin
motorsportsteamssuchas
ScuderiaFerrari andDucati
Ownssome of the world`s
mostrecognisable
performance fuels, ShellV-
PowerUnleaded andShell V-
PowerDiesel.
OwnsShell Helix Ultra and
Shell Helix HX8 motor oils
(Shell,2016)
BP will returntoF1 in 2017
dealingwithMcLaren.BP
representitself withitsboth
fuel andlubricantssuchas
Castrol(Saward,2016)
Owns `Castrol` whichisone of
the world`smostwell-known
motor oilsforautomobilesand
motorbikes.`Castrol`alsomakes
lubricantsforvehicles
(BP,2016)
Exxonannouncedan
agreementwithRedBull
Racing inF1 providingfuel
and lubricant
Ownssome of the world`s
mostrecognisable motoroils
such as Mobil1, Mobil Super
and MobilDelvac.
(Exxonmobil,2016)

22. Appendix 9: Shell Porters Value Chain Analysis
(Adapted from Porter, 1985)

23. Appendix 10: VRIO Analysis 1 - Resources & Capabilities
Resources/Capabilities V R I O CA?
90,000 employeesthroughoutthe world X P
Dependsonhavinga diverse andinclusive workforce culture X P
Lead the fieldinnumberof service station(43,000) acrossmore than90 countries X P
Seasonal financingallowsShell tomanage itsoperationseasily X P
Havingmore than 70,000 suppliersinmore than90 countriesallowsShell toestablisha
poweroveritssuppliers.
X P
Accessto $19,130m cash and cash equivalentstomake reinvestment X P
Ownssome of the world`smostrecognisable performance fuels, ShellV-Power
Unleaded andShell V-PowerDiesel.
X P
Filmsanddocumentarieswhichare createdbyShell canbe maintainedtomake
advertisementsof the brand.
X X T
By developingpossible visionof the future,Shell intendstomake betterdecisions.Due
to thisreason,Shell revealslotsof ScenariosAnalysis suchasShell energyscenariosto
2050.
X X T
Existingmore than900 airportsin about36 countriesstandingreadyforaircrafts. X X T
Adoptedasuccessful vertical integrationcontrollingthe cost,qualityanddeliverytime
of inputs
X X T
Has variousinnovationprogrammessuchasIdeas360, eco-marathon,IiveWIREand
GameChangerbothfornewentrepreneursandexperiencedinnovators
X X T
Has one of the biggestinitiative campaignwhichiscalled#makethefuture#.Bythis,
Shell encourage youngentrepreneursandprovide themfundstomake fuelsmore
efficient.
X X T
HavingsponsorshipswithF1andSuperbike WorldChampionship X X T
Shell`sinnovationpartnershipwithScuderiaFerrari X X T
Havingone of the mostexhaustive pipelinesnearitsrefineries. X X X X S
Havingwide-rangingoperations(upstream,IntegratedGasandNew Energies,
downstreamandproject& technology) throughoutthe world.
X X X X S
KEY:
 P= Competitive parity
 T= Temporary competitive advantage
 S= Sustainable competitive advantage
(Adapted from Johnson et al. 2014)

24. Appendix 11: VRIO Analysis 2 - Value Chain
Resources / Capabilities V R I O CA?
Havinggood fiscal managementandpolitical powerstrengthenShell`shandinterms
of marketingandacquisition
X P
Well-definedstrategicplanningprovidessuchagreatexpansioninsector X P
Providingtrainingprogrammes(graduate & internship) tostudents,Shell gains
talentedandqualifiedemployees
X P
HR functionenable youngentrepreneurstoadopttheirsolutionsoverfuelefficiency
by fundingthem
X P
Maintenance &developmentITsystemsare essential forhigh-qualityandcost-
effectiveglobal solutionsalongthe entirevalue chain.
X P
Diversityinproductions(Gas&oil,lubricantsandchemical products) X P
Tightrelationshipwithsuppliers X P
Has advancedtechnologytoexplore newliquidsandnatural gasreserves X X T
Acquire majorandcostlypipelinesaroundthe world X X T
Investininnovativetechnologiescreate costreductioninoperations X X T
Abundantstorage capacityineightseparate tanks X X T
Worldwide distribution X X T
Has adoptedvertical integrationdue tocontrol costsineverystage X X T
Wide-rangingoperationfunctionallowShelltomake a mergerand/orjointventure
withkeycompaniesinthe industry.
X X X X S
KEY:
 P= Competitive parity
 T= Temporary competitive advantage
 S= Sustainable competitive advantage
(Adapted from Johnson et al. 2014)

25. Appendix 12: SWOT Analysis
Strengths
1. Has huge investmentsinexplorationof new
liquidsandnatural gasreserveswill assist
continuedactivitiesovercoming decades
2. Withup to date latesttechnology,Shell caneasily
researchintobiofuels,solarenergyandother
hydrogenicenergythathelpsShell todiversifyina
marketwhere environmentalandecological
issueshave importance.
3. Adoptedasuccessful vertical integrationensures
Shell tocontrol costs ineverystage as well as
qualityanddeliverytime of inputs
4. Worldwide distributionensuresstrongmarket
positionaswell asease toget intoa new market.
5. Shell isleaderinoil &gas sectorwithglobal
existence more than90 countriesempoweringits
global image.
6. Shell hassucceededtoovercome the 2008/2009
economicdownturn,thismeansShell hasastrong
capital base for competitioninanindustry.
7. Shell recentlyusesscenarioanalysisasaplanning
tool to explore potential future issuesaswell as
avertundesirable situations.
8. Withfuel andcreditcards, Shell intendsto
maintaina widerportfolioof products.
9. Trainingqualifiedandtalentedemployeesall
aroundworldto overcome all energy,gasandoil
issues.
10. Has strong relationshipswithstrategicinnovative
partnershipssuchasFerrari.Thispartnershipis
alsobeneficialforperformance testingof
products.
11. Ownssome of the world`smostrecognisable
performance fuelssuchas Shell V-Power
Unleaded andShell V-PowerDiesel.
Weaknesses
1. Shell hasbeenexperiencedanincrease initstotal
debtfrom$37,754 millioninFY2012 to $58,379
millioninFY2015. Due to thisreason,Shell slogs
on to payprincipal andinterestwithrespecttoits
debtobligations.
2. Shell hasa strongpresence inNigeria,butthis
countryis politicallyvolatileandoperationshave
beenhalteddue tosecurityissues.
3. To manage large scale of Shell`sglobal operations
may create a weaknessdue tohardshipof quality
control.
4. Environmental issuescanharmthe image of Shell
due to variedregulatoryandpolicy.Forexample,
Shell isaccusedof pollutingthe environmentin
Ogoniland,NigerDelta,Nigeria.

26. (SWOT analysis was drawn up using Appendix 1 through 10)
Opportunities
1. Withthe emergingeconomieslikeChinaandIndia
inwhere have a large demandforfuels,Shell can
broadenitsoperationsthroughmergers,
acquisitionsandjointventurestomeetthis
demandof fuels.Acquisitionof Neste Oil Oyj in
Polandcan setan example (Reuters,2012).
2. Withincreasinginpopulationthroughoutthe
world,the demandof biofuel andsolarenergy
will rise considerablyinnearfuture,thiswill
indeedincrease the numberof potential
customers.
3. Withthe regulationsof carbonemission,one of
the biggestopportunityforShellisusage of low-
carbon fuelsandBio-fuels.Theseare healthier
than otherfuelssuchascoal and oil and
encouragedbythe governmentsandsociety.
4. Innovative technologiesinpowersectorprovide
companiestolowereconomiclimitof oil wells.
5. Newoil andgas reservesare still waitingtobe
found.
6. By usingpolitical andeconomicpower,Shellcan
be able to set-upinrichareas intermsof reserves
where are veryriskyto operate,forinstance Iraq
and Lebanon.Thisensuresatremendous
opportunityforShell.
Threats
1. The economicslowdowninthe USand Europe
make it difficultforcountriestopaytheirdepts.
Consequently,these countriesconstitute atreat
to the Shell`sprofitability.
2. Terror issuesinsome areaswhere are richin
reserveslike middle-eastcreate volatile
environment,thishampervariousinvestmentson
oil and gas reservesinthe areadue to security
concerns.
3. Strickenvironmentalregulationsarrangedby
governmentsare alsotreatstooperationsof Shell
whichshouldmanage itsoperationsenvironment-
friendly.
4. Recently,fuel priceshave beenunpredictable due
to political conflicts(betweenIranandSaudi
Arabia) inducedlosingof potential profits.
5. One of the consequencesof Brexitistariffswhich
will affectShellinabad waydue to its existing
headquarterinUK.Any increase intariff cost
woulddamage oil andgas sectorin termsof
profitability.
6. Weathercan be anotherpotential treatto
operationsof Shell.Recently,Hurricane Ike hit
one of the Shell`srefineries.
(Amobi, 2014)

27. Appendix 13: TOWS Matrix Analysis
Internal (Strengths & Weaknesses)
Strengths – Opportunities
(Leverage strengths to exploit opportunities)
Weaknesses – Opportunities
(Overcome weaknesses to pursue opportunities)
 S3,4,5-O1, Leverage the experience and
financial power of the company to get into
new and in demand markets
 S2,7,9-O2, Compose company`s young
talents and advanced technology to discover
new and eco-friendly fuels for future
generations
 S2,5-O5, Along with the advanced technology
and tremendous capital base, explore new
natural resources.
 S7-O6, Analyse current and future terror and
political issues in Iraq and Lebanon and try to
gain market share.
 W1-O1,4, Leveraging innovative technologies
get into huge markets that need fuels and
power- to reinvigorate company`s economy.
 W4-O3,4, Eliminate people`s concerns about
environmental pollution and find innovative
solutions mobilizing company`s innovative
technologies
Strengths – Threats
(Leverage strengths to reduce vulnerability to
threats)
Weaknesses – Threats
(Minimize weaknesses and avoid threats)
 S9,2-T3, Leveraging innovative technology
and young talents to create biofuels which are
eco-friendly and state-sanctioned.
 S3-T4, Capture all stages and control cost,
quality and delivery time of inputs to be
affected less from uncertainty in oil & gas
prices.
 S7,8-T5 Make scenario analysis on tariffs and
develop portfolio of products to be influenced
less from Brexit.
W3-T3 By downsizing in operations, the company
can be effective on some specific issues. For
instance, to adapt for environmental regulations
which are arranged by governments, the
company could gain more reputation by means of
its eco-friendly products.

28. Appendix 14: Diversity & Performance Graph
(Adapted from Johnson et al. 2014)

29. Appendix 15: Ownership Model
(Adapted from Johnson et al.2014)

30. Appendix 16: Shell`s Governance Model
Shareholder Model Stakeholder Model Enlightened Stakeholder
Advantages Higherratesof return
Reducedrisk
Increasedinnovation&
entrepreneurship
Betterdecisionmaking
Long termhorizons
Lessrecklessrisk-taking
Bettermanagement
Reducedrisk
Lessrecklessrisk-taking
Increasedinnovation
Betterdecision-making
Long-termhorizons
Bestof both
Disadvantages Dilutedmonitoring
Vulnerableminority
shareholders
Short-termism
Weakerdecisionmaking
Uneconomicinvestments
Reducedinnovation&
entrepreneurship
Harder to make decision
Profitor meetstakeholder
demands
(Adapted from Johnson et al. 2014)

31. Appendix 17: Shell Power Interest Matrix
(Adapted from Johnson et al. 2014)

32. Appendix 18: Shell`s Cultural Web
(AdaptedfromJohnsonetal.2014)
Core Assumptions
 Create secure and healthier
environmentfor employees
 Seek to strengthen our
leadershipin the oil andgas
industry
 Control all stages to ensurecost
and quality
 Business integrity basedon
honesty andrespectfor people
Symbols
 Has world`s most recognisable products.
 Pecten logo
 Shell`s red and yellow colours are
colours of Spain, where many early
Californian settlers were born. Possibly
emotional bond has been created.
 Logo has been changed over years.
 Among the largest oil companies in the
world
Stories
 Owns lots of films and documentaries
 Winner of “Energy Company of the
Year” and “Commodity Excellence
Award for Natural Gas” in 2012.
 Two female Shell employees, Divya
Reddy and Yee Yee Low, won awards at
the esteemed Asian Women of
Achievement Awards on 4 June 2014 in
London.
 Successful history of Shell and Ferrari
partnership in F1.
Rituals & Routines
 Sell products
 `Managementday` runs oncein a
year
 Area for meetings
Control Systems
 Cost control
 R & D control
 Financial control
 Qualitycontrol
Organisational Structures
 Organisationalstructureofthe
company is a mainly hierarchical
concept ofsubordinationof
entities that cooperate and
contribute toserveonecollective
aim.
 Local managers
 Diversity and inclusion
 Promoting ethicalbusiness
behaviour
Power Structures
 Adopted `Goal zero ambition`
approach
 Constitute `General Business
Principles` in 1976
 Recent non-executive chairman of
the company who is Charles O.
Holliday believes that Shell should
expand variety of its operations
throughout the world benefitting its
leader position in the market

33. Appendix 19: Experiencing Strategic Drift
(Adapted from Johnson et al. 2014)

34. Appendix 20: Application of Economies of Scale &
Experience Curve
(Adapted from Johnson et al. 2014)

35. Appendix 21: Application of Porter`s three generic strategies
(Adapted from Johnson et al. 2014)

36. Appendix 22: Shell`s Position on Bowman`s Strategy Clock
(Adapted from Johnson et al. 2014)

37. Appendix 23: Responding to Low Cost
(Adapted from Johnson et al. 2014)

38. Appendix 24: Dynamic of Product & Process Innovation

39. Appendix 25: Application of Diffusion S-Curve
(Adapted from Johnson et al. 2014)

40. Appendix 26: Shell`s Portfolio of Innovation Options
(Adapted from Johnson et al. 2014)

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