BP Amoco: integrating competitive and financial strategy. Part one: strategic planning in the oil industry

Paul Stonham

European Management Journal, 2000, vol. 18, issue 4, 411-419

Abstract: After considering the economic state of the oil industry, particularly its structure and competition, Part One of this Case Study looks at BP Amoco's competitive planning in the last ten years within a framework of shareholder value developed by Thakor, DeGraff and Quinn, the 'strategic value propositions quadrant'. BP Amoco's strategy fits this model well in most important respects: focus on efficiency/control and market awareness and less attention to individual capability and technical innovation. Always focusing on shareholder value in this period, the company rebalanced from an emphasis on costs reduction in the early 90s towards growth and market awareness at the end of the decade. The role of acquisitions is explored in 1998-2000.

Keywords: BP; Amoco; Oil; industry; Shareholder; value; Financial; strategy; Competitive; strategy (search for similar items in EconPapers)
Date: 2000
References: Add references at CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S026323730000030X
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:18:y:2000:i:4:p:411-419

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic
http://www.elsevier. ... me/115/bibliographic

Access Statistics for this article

European Management Journal is currently edited by Michael Haenlein

More articles in European Management Journal from Elsevier
Bibliographic data for series maintained by Catherine Liu ().