Topics: Chevron Corporation, Texaco, Petroleum Pages: 27 (8953 words) Published: April 9, 2011
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Table of Contents

1. Introduction about CALTEX
2. History
3. Purpose of CALTEX
4. Management and Organizations
5. Functions of Managers
6. Management Planning and Control Systems 7. Products and services
9. Problem Solving Techniques
10. PESTAL analysis
11. SWOT analysis
12. Organization structure
13. Leader style
14. Motivation strategies
15. Delegation process
16. Team dynamics
17. Conclusion

* Introduction

Caltex in New Zealand
Chevron in New Zealand markets its products under the Caltex brand. Caltex products are available to New Zealand through more than 182 Caltex outlets. As in all other markets around the world, Chevron intends to offer all customers the best product quality and service available. The Chevron New Zealand team is available to help you find the best products to effectively meet your needs. Chevron New Zealand is part of the Chevron Corporation. Chevron is the fifth-largest integrated energy company in the world, with headquarters in San Ramon, California, and conducting business in approximately 180 countries. This highly competitive corporation is engaged in every aspect of the oil and natural gas industry, including exploration and production; refining, marketing and transportation; chemicals manufacturing and sales; and power generation. Chevron New Zealand forms part of the greater Asia Pacific region, with its headquarters in Singapore. The management structure is split into business units along key business functions – Global Marketing, Global Lubricants, Global Refining and Global Supply and Trading, which are linked together by the Global Services Divisions (Finance, Public and Government Affairs, Human Resources, IT, and Marketing Area Support). Sales and Distribution

Transporting and selling fuels to a blacksmith was the responsibility of Texaco's salesmen. The road and transport system during this period made this role both challenging and diverse. During the early 1900's New Zealand's roading infrastructure and the company's organisation were still in their infancy. There was no price control, no government regulations or intervention and only a rudimentary distribution system. Country salesmen were away for weeks at a time and when they did travel in their own vehicles, they traversed dangerous and rough roads. During this period all products were marketed in tins and cases which had to be stored in specially constructed warehouses with bund walling and special ventilation. The disposal of empty containers presented a considerable problem, the roadside often being littered with them. It was obvious that more improved methods of handling and distributing fuel were required. The problem was later solved by the construction of a chain of ocean terminals and bulk depots at principal towns throughout New Zealand. In 1928 a start was made to build ocean terminals at the main ports of Auckland, Wellington, Christchurch and Dunedin, as well as bulk depots at several other provincial centres. Bulk distribution was a significant point in the company's history, and from that time our operating facilities continued to expand. Price Setting in a Multi-Brand Market

Most service stations during the early 1930's had a selection of pumps outside their shops, all selling different brands. Gaining representation at some sites was almost impossible, and on numerous occasions the only option was to encourage a new site to open. The advantage of these sites was that they were invariably one brand and by maintaining good relationships with these sites, many remained loyal to our brand. Texaco (later Caltex) was the only company with one brand or 100 percent outlets as they were called at this time....
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