|Case Code||:||BSTR130||Electronic Format: Rs. 300;|
Courier (within India):Rs. 25 Extra
|Case Length||:||12 Pages|
|Period||:||1999 - 2004|
|Organization||:||Oil and Natural Gas Corporation, ONGC|
|Teaching Note||:||Not Available|
|Industry||:||Oil and Energy|
The case describes the growth strategy and diversification plans of the Government owned Oil and Natural Gas Corporation Limited (ONGC), the largest oil exploration and production (E&P) company in India. ONGC has near monopoly in India's oil E&P industry producing nearly 90 percent of the country's crude oil and natural gas. Till the late 1990s, the company was mainly confined to upstream activities of E&P. In order to reduce risks inherent in confining to one activity and to achieve financial stability and steady growth, ONGC acquired a major equity stake in Mangalore Refinery and Petrochemicals Limited so as to enter the down stream activities of refining. With this, ONGC became the first integrated oil company in India.
The case examines the benefits and drawbacks of oil E&P Company entering into refining and retailing businesses. The case also discusses the possible benefits and disadvantages of ONGC's plans in 2004 to enter insurance, power generation and shipping businesses as part of its diversification program.
» Examine the growth strategy of a public sector oil exploration and production company
» Study the internal and external factors that contributed to the growth of ONGC
» Critically analyze the vertical integration strategy of ONGC by entering into refining and retailing businesses
» Examine the latest diversification plans of ONGC to enter insurance, power generation and shipping businesses and identify synergies, if any, with its core businesses
» Chalk out a future growth strategy for ONGC
» Gain insights into the oil and energy industry in India
Case, Oil and Natural Gas Corporation of India, Indian Oil and Energy Industry, Business Restructuring, Diversification, Vertical Integration, Financial Restructuring, Deregulation of Indian Oil Industry.
ONGC's Growth Strategy- Next Page>>
Presentation on theme: "Case Study on the International Business Expansion Strategy"— Presentation transcript:
1 Case Study on the International Business Expansion Strategy
YadvendraaJaipuria Institute of Management
2 Introduction of ONGC It was established in the year 1956.
Its Head quarter is in Dehradun.The chairman and MD of ONGC is Mr. Radhey S. Sharma.Its revenue was $ billion in the year 2008.Currently there are employees.
3 Cont…ONGC is business organization involved in the exploration and production of hydrocarbons in India and abroad.ONGC is the leader in the upstream petroleum sector and a leading Navratna public sector.ONGC set up OVL in 1996 as a wholly owned subsidiary.
4 Cont…It is the largest Oil exploration and production (E&P) company in India.It has market share over 84% in crude oil and gas production.Around 57 % petroleum exploration licenses in India for over 588 thousands of area belongs to ONGC.
5 Cont…It major products includes petroleum, crude natural gas, liquefied petroleum gas (LPG), kerosene and petrochemical products.
6 Reason for Expansion ONGC business
Licensing PolicyDemand of Crude OilOil PricesCompetitionBurdenDependency
7 Licensing Policy:- by this private sector can also participate in the exploration and production.
Demand of crude oil:- demand was increasing day by day.Oil Prices:- The trend of international prices was volatile and rising.
8 Competition:- Domestic competition was increasing.
Burden:- Increasing burden on the country due to the rising oil import bill.Dependency:- The bottom-line was crude oil prices.
9 Major strategic decisions taken…
ONGC changed from a Commission to a company.ONGC appointed MC kinsey as a consultant for complete revamping and restructuring of the organization.ONGC expanded its global operation through its subsidiary OVL.
10 Cont… ONGC bought 71% stake in the MRPL refinery.
ONGC decided to acquire equity oil abroad through the endeavors of the OVL.Human resource development.
11 Objectives of ONGC… Doubling reserves to 6 billion tones by 2020.
Improving average recovery from 28% to 40%.Tying 20 MMT per annum of equity of hydrocarbon from abroad.
12 Internationalization Strategy of ONGC
Carried out in house studies of various moderate and semi-major, major offshore and onshore fields.Came up with about 400 Oil and Gas blocks.Evaluated these fields with available dataCame up with the priority list for foreign foray
13 Combination of marketing entry strategy of:
Joint venture with equity participation in producing oil/gas fields.Joint venture with equity participation for exploration and development blocks.Consortium approach, pooling other Indian oil companies, such as IOC Ltd, GAIL, etc.Operator ship contracts (management contracts)Turkey engineering Contracts.
14 Countries where OVL has its producing assets
Producing assets of OVL :a. Having 20 percent holding in Sakhalin(Russia)b. Having 45 percent stake in partnership with British Petroleum.c. Having 25 percent equity in the Greater Nile Oil Project in Sudan.
15 Countries where OVL having discoveries and exploration
OVL assets with discoveries & exploration :a. Having 100 percent interest in Appraisal & Development in Qatar.b. Having 70 percent interest in Exploration & Appraisal in Egypt.c. 15 percent interest in Development Phase in Brazil.d. 20 percent participation interest in Myanmar.
16 OVL OperationsVietnamSudanMyanmarSakhalin-I
18 Critically evaluate the reasons influencing ONGC’s international expansion? Factors influencing expansion -New exploration licensing policyLack of new discoveriesDomestic competition
19 Identify the key factors affecting OVL’s country selection.
Opportunity in the area of oil exploration.Future relationship with the countries.Size of the other company or its growth
20 OVL made use of strategic alliances and joint ventures for its international expansion ventures rather than opting for complete ownership. Do you agree with such a kind of approach?
21 Reasons for Joint Ventures and Alliances
Gain Access to a Particular ResourceRisk and Cost SharingLearningSpeed to Market