| Pub. Date | : March' 2020 |
|---|---|
| Product Name | : The IUP Journal of Case Folio |
| Product Type | : Article |
| Product Code | : IJBS40320 |
| Author Name | : Barnali Chakraborty, Sanjib Dutta |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 16 |
The case examines the problems faced by ExxonMobil, the world's largest publicly traded Oil and Gas Company. Despite generating some of the best returns on capital and assets in the energy sector, the company became embroiled in several issues since the early 2010s. While its stocks were not generating good returns for investors, its output was also declining. The case discusses the challenges faced by the company and analyzes the opportunities present for the company. It also evaluates ExxonMobil's strategies to tackle the challenges and ends with the initiatives announced for aggressive growth in the future.
On January 31, 2019, ExxonMobil Corporation (ExxonMobil), the world's largest publicly traded Oil and Gas Company, announced that it would streamline its upstream3 organization and centralize project delivery across the company to support its growth plans announced in March 2018. Effective April 1, 2019, three new upstream companies would be created-ExxonMobil Upstream Oil & Gas Co., ExxonMobil Upstream Business Development Co., and ExxonMobil Upstream Integrated Solutions Co. Moreover, the company would also create the ExxonMobil Global Projects Company to enhance its project delivery capability and centralize major capital project planning and execution expertise to support all three business segments-upstream, downstream, and chemical. "We're simplifying and integrating our upstream organization to better capitalize on the industry-leading portfolio we've assembled through acquisitions and exploration success in the US Permian Basin, Guyana, Mozambique, Papua New Guinea and Brazil. Our focus is on increasing overall value by strengthening our upstream business and further integrating it with the downstream and chemical segments to take advantage of our unique capabilities across the value chain. A clear example is what we're doing in the Permian, which includes upstream, midstream and downstream investments, enabling us to maximize value unlike any of our competitors," said Neil Chapman, Senior Vice-President, ExxonMobil.