This document summarizes a strategic analysis of Chevron's upstream and downstream sectors. It provides background on Chevron, an overview of its financial performance in these sectors, and SWOT analyses. Key strengths in upstream include large oil reserves and access to unstable regions, while weaknesses are environmental and legal issues. Downstream strengths are its refining network, and weaknesses include environmental costs and legal issues. The document evaluates Chevron using various matrices and proposes strategies like influencing local communities and investing in lubricants and petrochemicals downstream.
For the Business Block, my project group and I research Chevron Corporation, analyzed its financial statements, market position, and competitors to ultimately assert whether investors should purchase stock in the company. We took the corporation's financial ratios (which was chiefly my responsibility), marketing efforts, operational efficiency, SWOT analysis, and accounting methods into account, and determined that investors ought to buy stock in the firm at the given time.
For the Business Block, my project group and I research Chevron Corporation, analyzed its financial statements, market position, and competitors to ultimately assert whether investors should purchase stock in the company. We took the corporation's financial ratios (which was chiefly my responsibility), marketing efforts, operational efficiency, SWOT analysis, and accounting methods into account, and determined that investors ought to buy stock in the firm at the given time.
I am student of MBA (Supply chain management) at Bahria University Pakistan. I and my friend made this report on the supply chain management of Shell Oil. Kindly like and if anyone want this report than kindly email me on usama.geo@hotmail.com.
Regards,
Osama Bin Raees
This presentation was prepared by executive MBA students at the University of Texas at Dallas. The purpose of the presentation as delivered in an academic setting is to shine light on Tesla, Inc.'s strategic position in the market relative to their corporate governance challenges with a set of specific recommendations.
These slides discusses the SWOT behind the Exxon and Mobil merger. It starts with the history and background including its mission, vision, principles, culture and operations as well as some controversies. It proceeds with identifying some of the competitors for ExxonMobil. The SWOT prior to the merger is also presented together with some risks, issues and criticisms. Finally the current competitive advantages are also presented.
Building career in oil and gas in Nigeria? How would you benefit from an intensive, challenging and in-depth course on the upstream oil and gas business that gives you real insight into how the industry works? What does the Petroleum Industry Bill mean for your career prospects?
I am student of MBA (Supply chain management) at Bahria University Pakistan. I and my friend made this report on the supply chain management of Shell Oil. Kindly like and if anyone want this report than kindly email me on usama.geo@hotmail.com.
Regards,
Osama Bin Raees
This presentation was prepared by executive MBA students at the University of Texas at Dallas. The purpose of the presentation as delivered in an academic setting is to shine light on Tesla, Inc.'s strategic position in the market relative to their corporate governance challenges with a set of specific recommendations.
These slides discusses the SWOT behind the Exxon and Mobil merger. It starts with the history and background including its mission, vision, principles, culture and operations as well as some controversies. It proceeds with identifying some of the competitors for ExxonMobil. The SWOT prior to the merger is also presented together with some risks, issues and criticisms. Finally the current competitive advantages are also presented.
Building career in oil and gas in Nigeria? How would you benefit from an intensive, challenging and in-depth course on the upstream oil and gas business that gives you real insight into how the industry works? What does the Petroleum Industry Bill mean for your career prospects?
The Transformer Oil market crossed US$ 2 billion mark in 2022 and is expected to hit US$ 3.5 billion by 2030, recording a CAGR of 7.0% during the forecast period.
Transformer Oil Market by Type (Mineral Oil, Silicone Oil, Bio-based Oil), Application (Transmission and Distribution, Power Generation, Railways and Metros, and Others): Global Market Size Estimates and Forecast (2022-2030)
This is the first edition of the Deloitte Outlook for oilfield services. The forward-looking report is based on in-depth interviews with 12 executives of oilfield services companies. Its purpose is to obtain companies’ views of their current business environment and where they think the market is heading, both in the short and long term.
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One of my last article about Global LNG Industry which was used as PR material for FSRU Asia Summit 2016, http://www.fsrusummit.com/ The original article can be read in this link https://energyroutes.eu/2016/05/08/global-lng-market-trends-and-future-outlook/
Eastern Macedonia & Thrace Institute of
Technology
Dept. of Petroleum & Natural Gas Engineering
M.Sc. in Oil & Gas Technology
Course Assignment for Energy Policy - Geostrategy
"Greek Exclusive Economic Zone: A Geopolitical Approach”
Presentation for THE LEGAL PROVISIONS ABOUT THE EXPLORATION OF HYDROCARBONS IN AN EXCLUSIVE ECONOMIC ZONE
Course:Oil and Gas Law
MSc Oil and Gas Technology Eastern Macedonia and Thrace Institute of Technology School of Engineeringms, http://msc.petrotech.teikav.edu.gr/
The purpose of this essay is to properly reflect all factors available on the internet for Norway and present in this research to the reader a complete picture of this country as a reference in the industry of hydrocarbons.Basically it is presentation of all available data for Norway in the reference area of hydrocarbons and primary job is not mine, my aim is to get the reader what we mean when we say that Greece should follow the model of Norway. It was published from the Institute of Research and Training on European Affairs – I.R.T.E.A, you can see the publication in this link: http://www.irtea.gr/?lang=en
Eastern Macedonia and Thrace Institute of Technology
Dept. of Petroleum and Natural Gas Engineering
MSc in Oil & Gas Technology
“Oil Trading”
“Cyprus: An update on gas exploration and reserves”
Supervisor: N. Kontinakis
January 2014
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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The Influence of Marketing Strategy and Market Competition on Business Perfor...
Strategic analysis of chevron
1. Athanasios Pitatzis, Nikolaos D.Ntintas,
Stelios Veisakis, Aikaterini Souvatzoglou,
Evangelia Margoni
MSc Oil and Gas Technology
Eastern Macedonia and Thrace Institute of
Technology
School of Engineering Technology
Department of Petroleum & Natural Gas
Technology
Strategic Analysis of Chevron
2. Presentation’s Contents
• Chevron history and basic information
• Financial Data of Chevron Upstream and
Downstream Sector
• SWOT Analysis of Upstream-Downstream
• CPM, Grand Strategy and IE Matrix
• Proposed alternative strategies
3. About Chevron
• Second-largest integrated energy company headquartered
in the United States
• They involved in oil, gas, and geothermal energy industries,
including:
– Exploration and production;
– Refining, marketing and transport;
– Chemicals manufacturing and sales
– Power generation
• Sales and other operating revenues – $220 billion, Net
Income $21 billion
• 64,500 employees, including more than 3,200 service
station employees
4. Vision and Mission of
Chevron
• At the heart of The Chevron Way is our vision…to be the
global energy company most admired for its people,
partnership and performance.
• Mission of Chevron: Our company’s foundation is built on
our values, which distinguish us and guide our actions. We
conduct our business in a socially responsible and ethical
manner. We respect the law, support universal human
rights, protect the environment and benefit the communities
where we work.
7. SWOT Analysis of Upstream
• Strengths:
• Massive Oil Reserves in comparison with other competitors
(11 billion barrels)
• Access to unstable areas to produce oil and gas such us
Kurdistan of Iraq and Nigeria
• Geopolitical player, more specific geoenergy player
8. • World’s largest holder of deep water(area
of continued growth) acreage in Gulf of
Mexico and Nigeria
Chevron Upstream Assets
9. Weaknesses
• Cost of environmental hazards
• Legal Issues
Oil Spill in Brazil from Chevron Rig
10. Opportunities
• Focus on development of shale gas wells in
China, USA, Mexico and Argentina the first four
countries which have the biggest shale gas
reserves
• Merge and acquisitions with National Oil
Companies
• Discovered enormous oil and gas field all around
the world
11. • Technology R&D innovation in the field of
exploration of methane hydrates
• Strategic alliance with JOGMEC (Japan Oil, Gas
and Metals National Corporation) and Baker
Hughes
12. Threats
• Government environmental and taxation
legislation
• Cost of production and exploration of oil and gas
wells
• Low global economic growth
• High competition
• Geopolitically instability
• Over Debt countries globally
13. SWOT Analysis of Chevron
Downstream Sector
• Strengths:
• Well placed in Asia- Pacific area because
Chevron owns 12 refineries and 1 chemical
factory in this area
• Marketing network supports retail outlet on 6
continents
• The company ranked 1th in 2012 on the Refinery
Utilization among all of the competitors (refinery
capacity)
• Chevron chemistry sector, such as Chevron
Phillips and Chevron Oronite
14. Weaknesses
• Cost of environmental hazards, due to gas flaring
from refinery activities and dangerous accidents in
Chevron refineries such as explosions
• Legal issues
• Decreasing in US and International Refined
Product Sales
• Decreasing in Worldwide Downstream Earnings
15. Opportunities
• Decreasing oil prices, reduce the cost per barrel
for the refineries
• Expand our refinery portfolio near to
unconventional resources, such as shale gas and
methane hydrates.
• Focus on development of the refineries in Asia-
Pacific
• Strategic alliance with major National Oil
Companies in Asia-Pacific area which owns a lot
of refinery assets in the area
• Customer trends for more friendly and clean fuels
16. Threats
• Security issues. Such as terrorist attacks or
asymmetric threats
• Geopolitical instability
• Government Environmental and Taxation
Legislation
• Increase of natural gas share in global energy mix
• National Oil Companies, political influence and
ownership of the global oil reserves
• Low global economic growth
18. Grand Strategy Matrix for
Chevron
• Chevron has 8% annual growth the last 4 years since 2009
and chevron CPM evaluation score is 3.02. According to
these statistics chevron is located in Quadrant 1.
19. The Internal-External Matrix
for Downstream and
Upstream Chevron Sector
• IFE Score of downstream is 3.11 and the EFE Score is 3.03.
The downstream earnings represent the 9% of total
segment earnings.
20. • IFE Score of upstream is 2.83 and the EFE Score
is 2.64. The upstream earnings represent the 90%
of total segment earnings
23. Conclusions and Proposed
Strategies
Downstream:
• Influence local communities, develop a stable
environment and create long-term sustainability
• Penetration in lubricant and petrochemicals
sector
• Invest in downstream sector by supporting and
advertising the brand name in the EU countries
• Forward integration in refinery sector with
introduction of new technological advantages
24. Upstream:
• Opportunity to penetrate in the Chinese gas
upstream industry
• Exploration and Production of methane hydrates
• Cooperation with geopolitical institutions such as
Stratfor and The Global Policy Institute (London
Metropolitan University)