tnk-bp (russia) - muted
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TNK-BP (Russia)
Rajiv Kanayalal 29109325Risky Nugraha 29109323Surya Agung W H 29109355
MM5012 – Business Strategy | MBA ITB 42 A
Тюменской нефтяной компанииTyumenskoi neftyanoi kompanii
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Introduction
Founded 2003Key People:
Mikhail Fridman (Alfa Group)
Len Blavatnik (Access Industries)
Viktor Vekselberg (Renova)
Founded 1909Key People:
Carl-Henric Svanberg (Chairman)Bob Dudley (CEO)
Employees 80,300 (Dec 2009)Oil Production 3.8 mbpd
Founded 2003Key people:
Mikhail Fridman (Chairman)Maxim Barsky (CEO) 2009
Employees 50,000Oil Production 1.69 mbpd
1979 join Amoco1994-1997 Amoco in Moscow1998 Strategic GM of BP2003-2008 CEO TNK-BP2009 Director of BP2010-now CEO BP
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PESTEL – Industri Minyak Bumi • Situasi politik Rusia yang dipengaruhi oleh sistem Oligarki• Peraturan kepemilikan saham asing oleh pemerintah RusiaPolitik• Rusia memiliki industri yang cukup maju dari pemerintahan Uni Soviet• Rusia berusaha bangkit dari keterpurukan perekonomianEkonomi• Rusia adalah negara multikultural dengan tren sosial yang semakin mengarah kebaratSosial
• Rusia memiliki teknologi yang sangat maju warisan dari Uni SovietTeknologi• Rusia memiliki wilayah yang sangat luas, dari Eropa timur hingga Asia Timur• Memiliki cadangan minyak yang merupakan salah satu terbesar di duniaLingkungan• Pemerintah merupakan regulator yang membuat, menerapkan dan menegakkan peraturan usaha di RusiaLegal
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5 Forces – Industri Minyak Bumi
Ancaman Pendatang Baru [Low]Daya Tawar Suplier [Low]Daya Tawar Pembeli [Low]Ancaman Produk Substitusi [High]Rivalitas antara perusahaan [High]
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Oil Field Player
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Model of Competitive Rivalry
Competitive Analysis- Market
Commonality- Resources
Similarity
Driver of Competitive- Behavior- Motivation- Ability
Interfirm Rivalry : Likelihood of
attack First mover
incentives Organizational
size quality Likelihood of
response Type of
competitive action Reputation Market
dependence
Outcomes :- Market position- Financial
Performance
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Oil Field War
Find new area
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BP Interest at Russia
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TNK-BP Refining field
Russia
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TNK-BP Production field
Russia
Samotlor (1st R, 6th W)
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Samotlor Projection
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AAR and BP
1998
+ +2002
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Reasons For Acquisitions
Increased Market Power
Overcoming Entry Barriers
Increased Speed to Market
Reshaping the Firm’s
Competitive Scope
Lowering Risk compared to develop new
Mining
Learning and Developing New Capabilities
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AAR and BP Merger
2003
JV
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Struktur Kepemilikan Saham TNK-BP
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Problem in Achieving Success
Integration Difficulties
Inability to Achieve Synergy
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Problem in Achieving Success
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Model of Competitive Rivalry
Competitive Analysis- Market
Commonality- Resources
Similarity
Driver of Competitive- Behavior- Motivation- Ability
Interfirm Rivalry : Likelihood of
attack First mover
incentives Organizational
size quality Likelihood of
response Type of
competitive action Reputation Market
dependence
Outcomes :- Market position- Financial
Performance
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• Competitive analysis– Both SOE’s and TNK-BP have the same market commonality and Resources similarity
• Drivers Of Competitive – TNK-BP and Both SOE’s are publicly aware of each other and have the same motivation and ability
• Inter-Firm RivalryThe likelihood of attack and response are mutually dependent from both sides.
• Outcomes – Financial performance and market position are the main goal highly competitive.
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Dispute BP and Russia1994 Bob enter Rusia
2003 CEO at TNK-BP
2008 Bob visa rejected
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Same Interest of Rival
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References• Renewal Associates (2003). PESTEL Analysis. Downloaded 18.
mars 2007 from: www.renwal.eu.com• Rapidbi (2007). The PESTLE Analysis Tool and Template.
Downloaded the 2nd of June 2007 from: http://www.rapidbi.com/created/the-PESTLE-analysis-tool.html
• http://www.nytimes.com/2011/01/28/business/global/28oil.html?_r=1
• www.wikipedia.com• Easy GIF Animator
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Rajiv Sinkh Production
ProducerRajiv Punjaab
DesignerSurya LavNarator
Risky Maheshwar