Exploration

Case Solution for GVM Exploration Limited

Complete Case details are given below :

Case Name :      GVM Exploration Limited
Authors :           Michael Rouse, Guo-Liang Frank Jiang
Source :             Ivey Publishing
Case ID :            907M07
Discipline :        Social Enterprise
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
GVM Exploration Limited’s (GVM) $2 million environmental assessment project at Grizzly Valley was disrupted by a road blockade set up by a small group of local First Nation people. How GVM handled this situation would not only affect the progress of the Grizzly Valley project but also other ongoing projects. The case challenges students to address an emergent situation. Students will need to think through the short-term and long-term implications of the potential project delay or legal actions. They must assess the issues, alternatives, and decision criteria before selecting the actions to be recommended. The case introduces stakeholder management and corporate social responsibility (CSR). However, the case provides a fairly inclusive scenario where a stakeholder or CSR perspective alone does not dictate strategic directions. Students will need to take into account both stakeholder and business imperatives.
 
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Case Solution for Bharat Petroleum’s Upstream Strategy and Exploration Success

Complete Case details are given below :
Case Name :      Bharat Petroleum’s Upstream Strategy and Exploration Success
Authors :           Noel Machado, G. Krishnakumar, Sanjeev Pillai, P.V.S.L. Narasimham
Source :             Ivey Publishing
Case ID :            W13574
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bharat Petroleum Corporation Limited (BPCL) is an Indian public-sector oil company that features among the Fortune Global 500. The company has historically been in the business of refining and marketing petroleum products. For about 25 years, BPCL operated in a protected environment where it was assured 12 per cent post-tax returns by the Indian government. In 2002, the government stopped guaranteeing returns to its oil companies, and BPCL found that its sales were increasing but its profitability was declining. In response, BPCL ventured upstream into the exploration and production of hydrocarbons. The case is set in 2010, seven years after BPCL adopted a corporate strategy of vertical integration. BPCL’s chairman and managing director assesses reasons for the company’s spectacular success and considers what BPCL should do next.
 
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