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Exxon-Mobil ; A Corporate Analysis
Transcript of Exxon-Mobil ; A Corporate Analysis
Exxon-Mobil can be categorized as having an adaptive culture. They are fluid, flexible, and innovative.
Basing decisions on facts & figures
Taking initiative & rising to the challenge
Rex W. Tillerson
Chairman and CEO since 2006
CEO of Exxon at time of merger
CEO and Chairman of ExxonMobil from 1999 to 2005
Lucio A. Noto
CEO of Mobil at time of merger
Board of Directors
John D. Rockefeller
- Standard Oil Trust, 1870
- Controlled most of the oil production
- Moved to New York in 1885
- Dismantled in 1911, 34 different companies
- 8 remained
- Began to control firms internationally
- 1926 - Introduced Esso
- "S.O." - soon changed to Exxon Corporation
- Humble vs. Esso
ExxonMobil is: Organic
4. Employee empowerment and safety
- ExxonMobil has a functionally based organizational structure
- Consists of 10 core companies
Exxon-Mobil ; A Corporate Analysis
- Exxon buys Mobil Corp. stock for $75.3 billion
- Largest company takeover
- Became official on November 30, 1999
- Exxon Mobil Corporation
- Put pressure on all other "supermajors"
- Price on crude oil, greater efficiency
-By 2020 the US will surpass Saudi Arabia as top oil producrer
-By 2030 they will be the largest exporter
Sociocultural - Anticipation of increased regulation stems from global concerns of global warming, carbon emmissions, etc.
Economic - Current Global GDP has slowed drastically since 2007; Current ($71.6 T) , heavily tied to industry growth
Political/Legal - Global supply frequently threatened since many OPEC countries are economically and politically unstable
Supplier Power - Suppliers are the oil mining and extraction firms (includes Exxon). Their power is high because OPEC controls 40% of oil supply.
Buyer Power: Industrial buying power is low because upstream suppliers have incentive to limit supply; keep prices high. Individual buyers have just as low power as high volume of demand increases despite economic hardship and lack of growth
Audit, Compensation, Board Affairs, Finance, Public Issues and Contributions, Executive
Porter's 5 Forces
Business rivalry - high because of the commodity-based nature of the business. In addition, there is competition with other industries that supply chemical, energy, and fuel for consumers
New entrants - low because barriers to entry include high capital cost, economies of scale, distribution channels, proprietary technology, environmental regulation, geopolitical factors, and high levels of industry expertise
The threat of substitutes is low and comes from nuclear power, hydroelectric, biomass, geothermal, solar, photovoltaic, and wind. Nuclear and hydroelectric energy sources are not a threat within the next decade because of government regulation, environmental concerns, and a high barrier to entry.
Exxon Mobil Corporation is committed to being the world's premier petroleum and petrochemical company. To achieve this we must continuously achieve superior financial and operating results while simultaneously remaining to our ethical standards.
Exxon Mobil Corporation is committed to being the world's premier petroleum and petrochemical company. To that end, we must continuously achieve superior financial and operating results while simultaneously adhering to high ethical standards. We are committed to enhancing the long-term value of the investment dollars entrusted to us by our shareholders and using those investments to further increase our competitive advantages in the fields of petroleum and technology. Success depends on our ability to consistently satisfy ever changing customer preferences. The exceptional quality of our workforce provides a valuable competitive edge. We commit to be a great corporate citizen in all the places we operate worldwide with a high concern for the world’s environment." While we maintain flexibility to adapt to changing conditions, the nature of our business requires a focused, long-term approach. We will consistently strive to improve efficiency and productivity through learning, sharing, and implementing best practices. We will be disciplined and selective in evaluating the range of capital investment opportunities available to us. We will seek to develop proprietary technologies that provide a competitive edge. We aspire to achieve our goals by flawlessly executing our business plans and by adhering to these guiding principles and the foundation policies that follow.