Analysis of the BP, market analysis, Strategic level managers
Over the years, organizations in the petroleum sector strategically prioritize customer winning approach in their product offering in response to the dynamic environment. However, attaining such goals for most organizations is curtailed by the competitive nature of other players offering better solutions in serving their target customers. In fairness, the success of the laid strategies requires their management to have strategic awareness of other competitors equivalently to their own organization and the clientele. In practice, this is absent with most players waiting till their competitors eat into their own profits for them to examine their curtailing weaknesses. Regrouping one's strategies in reference to competitors, require continuous evaluation and review to avoid the performance hold-up arising during the analysis and implementation stage. Conducting competition and market analysis is an on-going process of identifying potential competitors, analyzing their strengths and weaknesses, and determining prospective opportunities and threats to company's current position.
Strategic level managers are charged with the responsibilities of change agents in identifying the current position of the company relative to the industrial competition. Firstly, it pays to conduct a preliminary study on how the business is operating and subsequent comparative evaluation to identify gaps arising in the current performance.
[...] This arises in exercise of authority to fire underperforming leadership. Secondly, such revolts may lead to loss of faith in the stock market both to the existing and potential shareholders. Additionally, shareholder revolts may force the current management into resigning if accused of professional negligence under the empowerment rights for owners to negotiate corporate governance structures that benefit them as investors (Mitchell 1508). Lastly, such revolts may end up in suits to directors guilty for negligence at the personal level for ignoring the advisory role of the shareholders (Kossovsky 158). [...]
[...] Realization of such strategies was possible with the level of comparative advantages possessed by a few players enabling distinct service delivery. Contrarily, the rival companies are steadily closing in such existing features associated with dominant companies. The nature of stiff competition in the current market requires the corporation to stand out in the crowd by focusing on creating value within the immediate environment in areas of operations. Firstly, the company should prioritize the triple-bottom-line development approach involving economic progress, social progress and environmental stewardship. [...]
[...] Nevertheless, the company will incur sunk and exploration costs before realization of cash inflows Causes of shareholder revolts and their consequences on listed companies Listed Companies exist as a legal entity distinct and separate from the owners and acting through the board of directors. This yields to separated ownership and management of the company affairs leading to potential principal-agency conflicts and eventual shareholder revolts. Such scenarios arise from several factors brewing to the absence of consensus of mind between the management and shareholders. Firstly, abuse of shareholders' rights especially when they are Surname 9 segregated from exercising their rights conferred to them by the articles of association such as attending and voting at annual meetings. [...]
[...] For instance, the impact and attention of events of oil spill ecological disaster in the Gulf of Mexico highlights a huge safety lapse of the blowout preventer and failure of back-up mechanism (Munier 64). In view of that, BP identified this gap arising in the petroleum market and rolled into the Helios initiative highlighting its commitment in prioritizing environmental friendly operations. Under the new corporate strategy, BP is defined as beyond petroleum, provides a connective branding aiming to limit greenhouse gases despite oil's contributions to the problem (Goldman 31). This identifies the company with a different approach in the energy sector. [...]
[...] This should give the management a wake up call by becoming part of the new hot zone booming with the precious resource (United Press International para 1). The initial approach involving partnership programs to start up incubation programs in institutions of higher learning will inject new ideas to the boardrooms for the company to nurture with intent to solve the menace tarnishing the multinationals image. Adopting strategies fully researched under programs involving the society members will they save the company from committing to projects that generate public resistance during implementation. [...]
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