Strategic Management of Royal Dutch Shell : Report

Added on - 21 Jul 2020

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StrategicManagement
Table of ContentsINTRODUCTION..........................................................................................................................3TASK 1............................................................................................................................................3Explaining the strategic direction of the company in past five years and their developments..3TASK 2............................................................................................................................................5Detailed analysis of the industry which company operating.................................................5TASK 3............................................................................................................................................9Strategic drift of Royal Dutch Shell.......................................................................................9Explaining the reason and mission or vision of the company weather they aligned to thedemand of the market or not.................................................................................................10The company strategic capabilities......................................................................................10Business canvas model to show the company rational core logic........................................11TASK 4..........................................................................................................................................11Explaining the strategies which company could adopt for its core services.......................11TASK 5..........................................................................................................................................12Recommendations................................................................................................................12CONCLUSION..............................................................................................................................13
INTRODUCTIONStrategic management is the management of an organisation resources which helps toadopt the effective working process. It is the most important and necessary part of theorganisation. Strategic management is the effective process in order to settings of objectives ,analysing focusing on the competitors' environment. Strategic management is very helpful tomake the company strategic position among other competitors. Present report based on strategicmanagement, for presenting strategic management report Royal Dutch Shell company will takeninto action. Royal Dutch Shell is the oil gas the largest multinational company whichheadquarter in the Netherlands which is incorporated in United Kingdom. Royal Dutch Shell isthe sixth largest company in the world. Further, in this report will discuss about the strategicdirection of the company through which company developed more thinking within the past 5years. On the other hand it will also look upon the external or internal environment of the whichaffects the company business plans or strategic position. It will explain the major driver forceswhich impact on the opportunity growth.TASK 1Explaining the strategic direction of the company in past five years and their developments.Royal Dutch Shell is the largest multinational oil gas company in UK, company aimingand focusing on reinforce the position and become global leader in the oil and gas industry ormeet the global demand of the customers (Shell Delivering a competitive and innovativestrategy, 2013). The major projects of the company on which they established their goals andobjectives are technology and expertise in action. It is the major technique and strategic planningto achieve the effective global response. According to the CEO of the company watch petervoser, company is the most competitive and unique based. They delivering unique style ofservices which other's can't easily repeat. Strategic direction of the Royal Dutch Shell isinnovative technology and innovative (Alizadeh and et.al., 2016). On the other side, market isalways challenging and dynamic but in terms of long term market growth in global energy willremain unchanged. In according to meet the needs of demand growth with clean and affordableenergy is a formidable challenge for the industry. It is the major opportunity for the Royal DutchShell according to the Voser. It is the competitive and challenging global leader. For 2012 therestrategic direction was to expand its pipeline of potentials energy projects. For that their strategic
direction was to increase the options for future, it gives us different opportunities to expand itsbusiness into higher level (Shell Delivering a competitive and innovative strategy, 2013).Strategic direction for 2010In 2010 Royal Dutch shell has outlined the progress of three year strategic plans. In orderto implement the plans company has to assure new attracting investors or attracting moredemand for energy (Barney, 2014).Company believes in the long term growth of energy will increase in future in OECDcountries. The demand will rapidly increase the long-term demand of hydrocarbonsdespite the push for alternatives forms of energy.Te main strategic direction of this year helps to increasing the demand of the energy infuture times. It makes environment positive and enthusiastic.Strategic direction for 2011In this 2011 year shell was in the midst of an ambitious phase of new growth. In whichtheir strategic direction towards growth. The focus of the company to attract moredemand or growth for all forms of energy.The main strategic direction of the company was to cost reduction and operatingefficiency growth among the company environment. It was the effective process for thefuture development.In 2011 shell continues sell non-core positions to enhance capital efficiency.Another strategic direction of 2011 was to new wave of production growth. In accordingto the statistics shell has delivered an organic reserve replacement ratio of 133% for2010.Maturing next generation of project operations in north America.Strategic direction for 2012We continued to focus on safe and reliable operations in all the activity (Bettis and et.al.,2016).New start ups in 2010-2012 added $6 billion of cash flow and 600 thousand barrels of oilequivalent.Strategic directions for 2013As per the voser they more constantly upstream businesses within the ongoing selectiveinvestments.
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