EM and Presentation Guidance Questions BW/IP 1. Was Borg-Warner’s Industrial Products Group a good candidate for a leveraged buyout in 1987? Evaluate the price paid and the structure of the deal that closed in May 1987. Are you optimistic about BW/IP’s prospects? 2. Do you favor the proposed acquisition of UCP? What are the primary sources of value in such a transaction? Is the proposed price reasonable? 3. How do the various features of the BW/IP buyout affect the company’s decisions about long-horizon
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multinational oil company headquartered in London that: Operates petrochemical businesses worldwide through the network of its subsidiaries and retail brands(Amoco; ARCO; BP Express‚ BP Connect; BP Travel Centre; ampm; Burmah Castrol etc) Participates in London Stock Exchange‚ IPO in New York Stock Exchange. and is listed in the FTSE 100 Index; BP Amoco strong brand loyalty for oil; Strong brand management driven by the ‘Beyond Petroleum’ slogan. BO Q3 net profit increase by 83% due to record
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FINANCE 2 ASSINGMENT 2011-2012 Nikesh Hindocha (10044607) Part A. Introduction As part of my assignment‚ I have been asked to discuss the following statement “Mergers and acquisitions can be value destroyers or value creators”. A merger can be defined as when two equal businesses in terms of profit margin and status‚ combine in order to become one legal entity. Initially‚ the fundamental reason for this merge is to produce a company that is worth more than the sum of its parts
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down oil refinery that was operated by Amoco in Sugar Creek‚ Missouri. The surrounding neighborhoods once thriving and full of families currently stands desolate and empty because of the pollutants from the now closed refinery. The property values dropped and Amoco bought the homes in the surrounding neighborhoods. I have taken several drives through these areas just out of curiosity and I see the homes as a sign of the carelessness of the oil industry. Amoco claims the ground water is polluted but
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BP plc[3][4] (LSE: BP‚ NYSE: BP) is a British multinational oil and gas company headquartered in London‚ United Kingdom. It is the third-largest energy company and fourth-largest company in the world measured by 2011 revenues and is one of the six oil and gas "supermajors".[5][6] It is vertically integrated and operates in all areas of the oil and gas industry‚ including exploration and production‚refining‚ distribution and marketing‚ petrochemicals‚ power generation and trading. It also has renewable
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Presentation Structure Knowledge Management and Its Effects on Performance‚ including BP as a case study: Introduction of Knowledge Management: • Definition and the Essence of KM • Perspectives on Knowledge Management • Knowledge Management Capabilities Needed • Why organisations fail to manage knowledge Effects on Performance: • KM in BP • KM in achieving Operational Excellence in BP • Frame Work • BP’s Philosophy • Peer Group Activity relating to BP • Balance Score Card for Performance Measurement
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Limited (MRL) was formed as a joint venture in 1965 between the Government of India (GOI)‚ AMOCO and National Iranian Oil Company (NIOC) having a share holding in the ratio 74%: 13%: 13% respectively. Originally‚ CPCL Refinery was set up with an installed capacity of 2.5 Million Tonnes Per Annum (MMTPA) in a record time of 27 months at a cost of Rs. 43 Crore without any time or cost overrun. In 1985‚ AMOCO disinvested in favour of GOI and the shareholding percentage of GOI and NIOC stood revised
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(sublimes) Specific gravity 1.58 Molecular weight 194.1840 Formula C10H10O4 Solubility in water Insoluble (http://www.chemicalland21.com/petrochemical/PTA.htm) The Synthesis of 1‚4-benzenedicarboxylic acid Amoco Process In the Amoco process‚ terephthalic acid is produced by oxidation of p-xylene by oxygen in air: Diagram 3.1 The process uses cobalt-manganese-bromide catalyst. The bromide source can be NaBr‚ HBr or tetrabromoethane where bromine functions as a regenerative
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company headquartered in London that: * Operates petrochemical businesses worldwide through the network of its subsidiaries and retail brands(Amoco; ARCO; BP Express‚ BP Connect; BP Travel Centre; ampm; Burmah Castrol etc) * Participates in London Stock Exchange‚ IPO in New York Stock Exchange. and is listed in the FTSE 100 Index; * BP Amoco strong brand loyalty for oil; * Strong brand management driven by the ‘Beyond Petroleum’ slogan. * BO Q3 net profit increase by 83% due
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the Grounds of Public Policy Restraint on Trade A restraint on trade is a promise by one party‚ the covenantor‚ to give up a freedom that he would otherwise enjoy in relation to his or her trade‚ for the benefit of another party‚ the covenantee: Amoco Aust v Rocca Bros Motor Engineering Co. Trading activities will include employment‚ operating a business and restrictive practices such as agreeing to obtain supplies exclusively from one supplier for a lengthy period of time. While prima facie
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