The document discusses various topics related to business and leadership. 1) It provides an overview of Shell, describing it as a large multinational oil and gas company operating in over 90 countries that acquired BG Group in a major merger. 2) It discusses perspectives on the merger from experts, shareholders' reactions, and how Shell responded to address concerns. 3) It also touches on other topics like defining professionalism, evaluating risk, the importance of emotional intelligence and social skills for power and influence, and different leadership styles.

1. Personal Branding
2018 / @JoanTubau

2. Management 01. Professional work

4. How would you define professionality?
btw, how do u write on whatsapp????!

6. In minor details. Signaling: I do not care that much
Real slides. Can you spot the lack of professionality?

7. +
How is the merger going to affect
Shell’s portfolio?
1. The acquisition of these assets results in an
expansion of their existing operations and both
geographic and industry scope as it will mean
increases in quantity and variety produced.
2. Access to projects in Brazil, East Africa,
Australia, Kazakhstan and Egypt
3. LNG projects.

8. • But fundamental difference.Added value
• For concentrating producers: more added value
• Propriety and brand
• Difficulty to imitate their operational and
strategic practices
• For bottlers: Less added value
• Not unique formulas or branded products
• Their added value is generated by their
relationships with customers and concentrate
producers
• They’re linked in most cases
• Share costs
• Deal with similar suppliers and buyers

9. DIFFERENCES: Pricing strategy
• Coupons and promotions • Lowest price possible

11. Keep the current strategy
• Product innovation and expansion
• Marketing
• They shouldn’t be integrated with bottlers

12. ¡ 2014 in brief:
http://reports.shell.com/report-home/2014/index.html#strategy
¡ http://s06.static-shell.com/content/dam/shell-new/local/corporate/
corporate/downloads/pdf/shell-corporate-brochure-
discover-26082014.pdf
¡ http://www.cyprusgasnews.com/archives/8017/can-the-merge-between-
shell-and-bg-group-affect-the-cyprus-gas-export-options-shell-can-affect-
the-oil-and-gas-sector-of-east-mediterranean/
¡ Earning per share of Shell company:
http://www.statista.com/statistics/260296/earnings-per-royal-dutch-
shell-share/

13. STRENGHTS
Strong brand name
High worldwide market share
A broad portfolio of products
Strong marketing and advertising
Intensive distribution channels
WEAKNESSES
Reliance on carbonated drinks
Weaker than Coke in soft drinks
Lower marketing expenses than Coke
OPPORTUNITIES
Increasing bottled water demand
Change in consumers’ preferences and
habits
THREATS
Distributor brands in different
countries
Change in consumers’ preferences and
habits
Higher marketing expenses by Coke
Pepsi

14. STRENGHTS
Strong brand name
High worldwide market share
Strong marketing and advertising
Intensive distribution channels
WEAKNESSES
Lack of diversification
Reliance on carbonated drinks
OPPORTUNITIES
Increasing bottled water demand
Change in consumers’ preferences and
habits
THREATS
Distributor brands in different
countries
Change in consumers’ preferences and
habits
Coca Cola

16. OS Comparison
Windows lead the PC Market
Google and Android are gaining market over Microsoft

17. Describe DG’s strategy, business
model, and tactics. How are these
three concepts related to one another?
• STRATEGY
• BUSINESS MODEL
• TACTICS
LEADER IN
PRICE
HOW CREATE
VALUE

18. My favorite one... so far
Corporate strategy class

19. SHELL
Royal Dutch Shell
Anglo–Dutch
multinational
oil and gas
company
Headquartered:
Netherlands and
incorporated UK
World´s most
valuable
companies. Vertically
integrated
Minor renewable
energy activities
(biofuels + wind)
Operating in
over 90
countries
3.1 million
barrels of oil
equivalent /day
44,000
service
stations
worldwide.

20. BG GROUP + SHELL
The biggest M&A deals in history:

21. OPINIONS OF EXPERTS
“We think Shell’s acquisition of
BG will likely be viewed as
strategically smart and
opportune, but should oil
prices stay lower for longer,
while it will be good for the
UK consumer, it could put
pressure on UK dividends and
be detrimental to UK pension
investors”
MATTHEW BEESLEY:
Head of global equities
at Henderson Global
Investors.

23. SHAREHOLDERS REACTION AND
SHELL RESPONSE
Understanding the problem shareholders face…
Risk adverse or risk loving?
EXPERIMENT
5 Reasons why the merge is great news for its shareholders
§ Diversify the risk
§ It gets prime position in LNG
§ Economies of scale
§ It boosts Shell’s reserves cheaply
§ Major return in the future

26. You are not professional yet
I am 100% confident on that

28. Extreme ownership: Everything is my fault... always
Embrace negative feedback from a demanding boss

30. Buffett: 'Right to buy 10% of 1 classmate' fut. earnings'
Energy, intelligence, integrity. No skill called business

34. 'Sent from my iPhone' (Hey, it's not 2009)
Deadlines: Under-promise & Over-deliver

35. Real-world skills
Display anger instead of remorse. People don't like / will avoid direct confrontation
Identify winning environments. ‘If offered a seat on a rocket, don’t ask what seat’
Avoid getting stuck on a losing project. Surround yourself with ‘sexy’ people
We are all in sales! Build competent, vivid teams. How to attract the best talent?
Ask for what is right. People like to feel good about themselves (self-handicapping)
Gladwell: If underdog position, break the rules. Start as a big fish in a small pond
iPhone voice memos. Publilius Syrius: ‘Observation, not old age, brings wisdom’
Winning is about forecasting. First, interpret present market conditions correctly
Good to be humble: Not-invented-here bias, try to look at your work as an outsider
Self-assessment, key factor. Positive / constructive feedback is shit, ask for criticism
How different people perceive things differently. Accepting failure... and success
I will feel more regret over a mistake of action than a mistake of inaction. Inaction

38. I agree with everything you said. What I meant was, a man in
your position, how do you evaluate the risk of not doing
something? The risk of potentially letting Bin Laden slip through
your fingers? That is a fascinating question.
—George, Zero Dark Thirty
There are known knowns; there are things that we know that we
know. We also know there are known unknowns; that is to say we
know there are some things we do not know. But there are also
unknown unknowns, the ones we don't know we don't know.
—Donald Rumsfeld, United States Secretary of Defense

39. Power = Influenced behavior
Cultural factors. Meritocracy

41. Power: Why Some People Have It—and Others Don't (Jeffrey Pfeffer)
Just-world hypothesis. Behave by the rules, everyone gets what he deserves. FALSE!
1. Reputation. Carefully delineate the elements of the image you want to create
2. It takes more than performance. Accomplishments. What matters to your boss?
3. Choosing where to start. Front office, more opp. in an internally powerful unit
4. Breaking some rules. Ask for things and learn to stand out, early in your career
5. Effective social networks. Talk with heterogeneous people from different circles
6. Creating resources. Use your time to befriend them. Go to public / private events
7. Acting with power. Bad temper, play your emotions. Short and forceful gestures
8. Overcoming opposition. After a major setback, act as if you are going to triumph
9. The price of power. Public scrutiny, time & effort required, loss of autonomy, etc.
10. People losing it. Less vigilant about others' intentions. Who do you trust?
11. Easier than you think. Do / promote excellent work. Pick the right place for you

44. Emotional Management
Tribe: 150 individuals, face-to-face interaction, behaviors guided by cultural norms
Commons, free rider, etc. Morality, cognitive mechanism to solve social dilemmas
Face detector—even when information is available. Anonymous CVs. Interviews?
Status games, from fake business card to corner office. Relatively cheap motivation
Asymmetric value function in managing good / bad news. Dr. Jekyll and Mr. Hyde
Negative feedback in private. Yet, fire bad employees in public—irrationally mad
Evolutionary origin of trust relays in similarity. Yet, diversity increases creativity
The Neuroscience of Trust (Zak). Universal relationship between oxytocin and trust
Asking for help, vulnerability. Recognition: Tangible, unexpected, personal, public
Stressors, difficult but achievable tasks. Strengthen social connection, cooperation
Vague goals cause people to give up. Adjust goals that are too easy or out of reach
Once employees have been trained, allow them to execute projects on their own

48. Students can take whatever you throw at them
Set the tone early. Authority is taken, not given

49. When to overreact / underreact. Emotional IQ
Know what to say, when to say it, how to say it

54. Combative: Use the 2nd person. Point on responsibility
Proving: Use the 3rd (even 1st). Improving, not winning

55. How to Win Friends and Influence People (Dale Carnegie)
A leader’s job often includes changing your people’s attitudes and behavior
1. Begin with praise and honest appreciation
2. Call attention to people’s mistakes indirectly
3. Talk about your own mistakes before criticizing the other person
4. Ask questions instead of giving direct orders
5. Let the other person save face
6. Praise the slightest improvement and praise every improvement
7. Give the other person a fine reputation to live up to
8. Use encouragement—make the fault seem easy to correct
9. Make the other person happy about doing the thing you suggest

57. 'First responsibility of a leader is to define reality;
the last is to say thank you' (Vision + Inspiration)

58. Leadership style, context dependent. Managing egos
Extroverts via charisma. Introverts have a chance too

63. Ned Ludd was right... 230 year after the incident
Robots & AI + Globalization too. Are you ready?