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Essay / Research Paper Abstract
This 5 page paper considers the BP which has followed a policy of merger and acquisition as well as diversification in recent history. The paper assess the strategies, looks at how and why there were followed, argued that they were the right vision and assesses the best way to move forward into he future by keeping or changing the visions. The bibliography cites 4 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEbritpet.rtf
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Unformatted sample text from the term paper:
this means for BP to remain competitive they needed to be able to control costs which lead to further policies of control over the supply chain with up and
downstream investments acquisition and mergers an well as the strategy to diversify. The strategy of acquisition is also one of diversification in terms of brands, as seen with the
merge with ARCO. The statement made by BP on the merger with ARCO was indicative of this strategy "We intend to build on the success that the ARCO brand has
enjoyed on the West Coast over the past two decades. Our customers can feel confident that theyll be buying the same high quality product at a competitive price" (Rodney Chase,
deputy group chief executive quoted in Anonymous, 2001). The merger with ARCO gave more than 1,700 new retail sites in the United States alone (Anonymous, 2000). This demonstrates the growth
strategy at the time despite the redundancies that had been caused by the merger. The ACRO merger has been more complimentary adding
to the United States West Coast as well as increasing the potential for growth in Asia (Byrne, 1999). The expansion has was limited by the need to reach an agreement
with the United States Federal Trade Commission as the initial application to allow the merger was declined on the grounds of a violation of antitrust laws for free competition (Traczek,
2000). The company would have significantly reduced the competition in the in the Alaska North Slope area for the exploration and production of crude oil (Traczek, 2000). This was
overcome by the agreement of the sale of the Alaskan operations to Phillips Petroleum Co for $7 million (Traczek, 2000). The moves were
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