Running head EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS1.docxcowinhelen
Running head: EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS
1
EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS
2
Perform an external and internal environmental analysis for your Learning Team’s company.
Write a summary of about 2,000 words that does the following:
· Identifies and analyzes the most important external environmental factor in the remote, industry, and operating environments
· Identifies and analyzes the most important internal strengths and weaknesses of your organization: Include an assessment of the organization’s resources.
Format your paper consistent with APA guidelines
External and Internal Environmental Analysis
Your Name:
School Name:
Date
External and Internal Environmental Analysis
U.S. Energy Corporation (USEC) provides service in the production and development of natural gas and oil in the United States. Founded in 1966 in Wyoming and focusing on “the development of natural resource assets — acquiring properties on favorable terms, adding value through the application of its expertise in the natural resources sector, and seeking joint venture partners to assist in the development of its projects”. USEC is an independent exploration and production company that has large and diverse prospects through North Dakota and Montana as well as Texas and the Gulf of Mexico. Team B will be identifying and analyzing the external environmental factor in the remote, industry, and operating environments in addition to the internal strengths and weaknesses of USEC.Included will be an assessment of the company’s resources.
Remote factors
USEC economic remote factors can have a huge effect on the company. The market is one of the largest factors because this can affect the prices of natural gas and oil. The demand for natural gas and oil as well as geothermal, and molybdenum are also another factor.USECkeeps constant trends and motoring on these factors because it can affect the production. The company so far has maintained the financial part of the business without outsourcing for capital. Other economic factors are the contracts in developing and mining and the commodity derivative contracts. The commodity derivative contract, also called “economic hedges” objective is to reduce the effect of price changes on a portion of future oil production; achieve more predictable cash flows in an environment of volatile oil and gas prices, and to manage exposure to commodity price risk. The use of these derivative instruments limits the downside risk of adverse price movements. The commodity derivative prices can effect the changes in the market
Demand, pipeline capacity constraints, weather, and the economic activities, and other factors.
Social Factors
The USEC has built a strong culture that has made it possible for the company “to create opportunities which we can then convert into positive return for shareholders”. The company does not deal directly with the consumer but the company does have stockholders and intermediates bond ...
This document brings together a set
of latest data points and publicly
available information relevant for
Manufacturing Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Energy Industry. We are very excited
to share this content and believe that
readers will benefit from this
periodic publication immensely.
Cavitation Technologies, Inc develops, manufactures, and
commercializes disruptive patented nano technology fluid
dynamics systems geared at reducing the environmental
impact of industry. The Company aims to embody a global
role as an ESG technology leader.
Cavitation Technologies, Inc. (CTi) is a “Clean-Tech” company developing and marketing new cutting edge technologies to lessen the environmental impact of large-scale industrial liquid-processing industries such as water treatment, vegetable oil refining, renewable fuels, and alcoholic beverages.
CASE Queensland Food CorpIn early January 2003, the senior-.docxcowinhelen
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
Running head EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS1.docxcowinhelen
Running head: EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS
1
EXTERNAL AND INTERNAL ENVIRONMENTAL ANALYSIS
2
Perform an external and internal environmental analysis for your Learning Team’s company.
Write a summary of about 2,000 words that does the following:
· Identifies and analyzes the most important external environmental factor in the remote, industry, and operating environments
· Identifies and analyzes the most important internal strengths and weaknesses of your organization: Include an assessment of the organization’s resources.
Format your paper consistent with APA guidelines
External and Internal Environmental Analysis
Your Name:
School Name:
Date
External and Internal Environmental Analysis
U.S. Energy Corporation (USEC) provides service in the production and development of natural gas and oil in the United States. Founded in 1966 in Wyoming and focusing on “the development of natural resource assets — acquiring properties on favorable terms, adding value through the application of its expertise in the natural resources sector, and seeking joint venture partners to assist in the development of its projects”. USEC is an independent exploration and production company that has large and diverse prospects through North Dakota and Montana as well as Texas and the Gulf of Mexico. Team B will be identifying and analyzing the external environmental factor in the remote, industry, and operating environments in addition to the internal strengths and weaknesses of USEC.Included will be an assessment of the company’s resources.
Remote factors
USEC economic remote factors can have a huge effect on the company. The market is one of the largest factors because this can affect the prices of natural gas and oil. The demand for natural gas and oil as well as geothermal, and molybdenum are also another factor.USECkeeps constant trends and motoring on these factors because it can affect the production. The company so far has maintained the financial part of the business without outsourcing for capital. Other economic factors are the contracts in developing and mining and the commodity derivative contracts. The commodity derivative contract, also called “economic hedges” objective is to reduce the effect of price changes on a portion of future oil production; achieve more predictable cash flows in an environment of volatile oil and gas prices, and to manage exposure to commodity price risk. The use of these derivative instruments limits the downside risk of adverse price movements. The commodity derivative prices can effect the changes in the market
Demand, pipeline capacity constraints, weather, and the economic activities, and other factors.
Social Factors
The USEC has built a strong culture that has made it possible for the company “to create opportunities which we can then convert into positive return for shareholders”. The company does not deal directly with the consumer but the company does have stockholders and intermediates bond ...
This document brings together a set
of latest data points and publicly
available information relevant for
Manufacturing Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
This document brings together a set
of latest data points and publicly
available information relevant for
Energy Industry. We are very excited
to share this content and believe that
readers will benefit from this
periodic publication immensely.
Cavitation Technologies, Inc develops, manufactures, and
commercializes disruptive patented nano technology fluid
dynamics systems geared at reducing the environmental
impact of industry. The Company aims to embody a global
role as an ESG technology leader.
Cavitation Technologies, Inc. (CTi) is a “Clean-Tech” company developing and marketing new cutting edge technologies to lessen the environmental impact of large-scale industrial liquid-processing industries such as water treatment, vegetable oil refining, renewable fuels, and alcoholic beverages.
CASE Queensland Food CorpIn early January 2003, the senior-.docxcowinhelen
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
Similar to OriginOil Strengthens Focus on Frack Water Cleanup; Launches Licensing Group to Accelerate Commercialization in Secondary Markets (20)
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OriginOil Strengthens Focus on Frack Water Cleanup; Launches Licensing Group to Accelerate Commercialization in Secondary Markets
1. OriginOil Strengthens Focus on Frack Water Cleanup;
Launches Licensing Group to Accelerate Commercialization
in Secondary Markets
LOS ANGELES--(BUSINESS WIRE)--OriginOil, Inc. (OTC/BB: OOIL), the developer of a breakthrough
energy production and water decontamination process for the oil and algae industries, announced
today it has launched a separate licensing group to address the growing number of potential
commercial applications for its Solids out of SolutionTM technology outside the oil and gas industry.
By licensing these secondary market opportunities, the company intends to sharpen its focus on the
commercial deployment of its frack water cleanup system, CLEAN-FRACTM, for oil and gas
production.
"We are achieving substantial traction among algae producers looking to partner and commercialize
OriginOil's algae harvesting technology. At the same time, we are rapidly identifying new
applications like aquaculture," said Riggs Eckelberry, OriginOil CEO. "We are extremely motivated
by these opportunities but also cautious of diluting our commercial efforts within the oil and gas
sector. Cleaning up frack and produced water is proving to be the largest, most compelling market
opportunity."
"This new licensing group could allow the core team to devote more energy and resources to
targeting this high growth industry," added Eckelberry.
Alex Leshnick, currently OriginOil's Director of Operations, will head the new Licensing Group as its
General Manager, with Profit and Loss (P & L) responsibility.
A registered patent agent, Leshnick is a
seasoned veteran with a robust track
record of successfully licensing
technologies to both young companies
and established corporations worldwide.
In his previous position at the University
of Southern California, Leshnick managed
a portfolio of more than 150 technologies
consisting of several hundred patents and
patent applications.
"Alex has successfully prosecuted the
company's patent portfolio for the past
two years, and understands the market
opportunities for OriginOil's solids extraction technology and its revenue potential," added
Eckelberry. "We are confident that he will handle these added responsibilities with his usual speed
and competence."
2. Tweet this: OriginOil Partners with Aquaculture Producer to Study Impact of its Technology in
Transforming $100 Billion Global Market http://www.originoil.com/?p=9209
Tweet this: OriginOil Strengthens Focus on Frack Water Cleanup; Launches Licensing Group to
Accelerate Commercialization in Secondary Markets http://www.originoil.com/?p=9246
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About OriginOil, Inc.
OriginOil has developed an energy production process for harvesting algae and cleaning up oil & gas
water. Operating at the first stage of extraction, this high-speed and chemical-free process can be
embedded in other systems to improve performance. Originally invented to solve the biggest
problem in algae production, it is now finding demand in oil and gas fracking and production water
cleanup, an immediate and fast-growing market that desperately needs clean technology solutions.
To learn more about OriginOil®, please visit our website at www.originoil.com.
Safe Harbor Statement:
Matters discussed in this update contain forward-looking statements within the meaning of the
Private Securities Litigation Reform Act of 1995. When used in this update, the words "anticipate,"
"believe," "estimate," "may," "intend," "expect" and similar expressions identify such forward-looking
statements. Actual results, performance or achievements could differ materially from those
contemplated, expressed or implied by the forward-looking statements contained herein. These
forward-looking statements are based largely on the expectations of the Company and are subject to
a number of risks and uncertainties. These include, but are not limited to, risks and uncertainties
associated with our history of losses and our need to raise additional financing, the acceptance of
our products and technology in the marketplace, our ability to demonstrate the commercial viability
of our products and technology and our need to increase the size of our organization. Further
information on the Company's risk factors is contained in the Company's quarterly and annual
reports as filed with the Securities and Exchange Commission. The Company undertakes no
obligation to revise or update publicly any forward-looking statements for any reason.
Abstract
OriginOil Strengthens Focus on Frack Water Cleanup; Launches Licensing Group to Accelerate
Commercialization in Secondary Markets. New group headed by licensing veteran is dedicated to
driving business opportunities and partnerships outside oil and gas industry, including building
water management, aquaculture and biofuels
Key Words
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solids out of solution, clean-frac, algae appliance, Riggs Eckelberry, frac cleanup, hydraulic
fracturing cleanup, produced water cleanup, invest algae, invest oil & gas, new oil, algae oil,
renewable oil, algae biofuel, chemical free process algae, algae commercialization, algae harvesting,
renewable crude oil, algae extraction, Alex Le