Titlebook: Who and How in Planning for Large Companies; Generalizations from Leslie E. Grayson Book 1987 Leslie E. Grayson 1987 business.industries.pl

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The Planning Process,reading the explanations and comparisons of the oil-company planning systems, the reader would do well to remember that the kinds of systems put in place and the way they work depend on the political and marketing acumen of planning executives and managers.

gustation

Planning in Chevron,’. In 1984 Chevron acquired Gulf Oil Corporation; it was also in 1984 that the company changed its name to Chevron from Standard Oil Company of California, or Socal. In this chapter the Socal name will primarily be used.

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Scenario-Planning,es, none of which is ‘right’, but which force executives to think of economic and business possibilities and break through executives’ traditional attitudes. The theory behind scenario-planning is that, if executives are prepared for several unconventional outcomes, they will be ready to cope with t

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Planning in the Royal Dutch/Shell Group,SA in 1983. Sales were $81 bn and net income was $4.2 bn.. The Shell Group had previously owned 69 per cent of Shell Oil Company (US). In 1984 the Group made a bid for the remaining 31 per cent. In this chapter, Shell refers to the Royal Dutch/Shell Group and not to Shell Oil (US).

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Planning in Chevron, and net income was $1.6 bn.. Chevron is one of the seven oil multinationals (five of which are American) occasionally described as the ‘Seven Sisters’. In 1984 Chevron acquired Gulf Oil Corporation; it was also in 1984 that the company changed its name to Chevron from Standard Oil Company of Califo

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Planning in Conoco, bn,. was listed in 1983 as the seventh largest US industrial corporation and the ninth largest industrial corporation in the world. Conoco’s sales (petroleum and coal) in 1983 were $20.1 bn with an after-tax operating income of $621 m.. Had Conoco not been bought by Du Pont, it would have been the