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Overview"In all the industries in which I do management consulting, each manager considers his own industry to be truly ""unique. "" Of course, each is different in some respects, and each has its own quirks and features. However, the similarities among in dustries far outweigh the differences. The critical dynamics and the management issues have a great deal in common. However, there are, I believe, two industries (or segments of industries) that have an important critical uniqueness that does distinguish them from the rest. One of these is the exploration for undiscovered natural resources, notably for oil and gas; the other is research. In these two in dustry segments, the competition is not nearly so much one firm against another as it is each firm against ""nature,"" or-if you prefer-against the unknown. This uniqueness not only sets these two industry segments apart from the rest, it also helps us to see what they have in common with each other: - Pure scientific talent, ability, and genius have direct commercial value. - We do not have the zero sum game of competition in the market place. A discovery by one firm does not usually perceptably lessen the opportunity of a ""competitor"" for a discovery. On the contrary, a discovery by one firm usually increases the knowledge of the whole industry, increasing com petitors' opportunity for discovery. - We see the source of continuing life for the rest of the firm." Full Product DetailsAuthor: Allen N. Quick , Neal A. BuckPublisher: Springer Imprint: Springer Edition: Softcover reprint of the original 1st ed. 1983 Dimensions: Width: 15.20cm , Height: 1.00cm , Length: 22.90cm Weight: 0.266kg ISBN: 9789401167673ISBN 10: 9401167672 Pages: 162 Publication Date: 14 February 2012 Audience: Professional and scholarly , Professional & Vocational Format: Paperback Publisher's Status: Active Availability: Manufactured on demand  We will order this item for you from a manufactured on demand supplier. Table of Contents1. Introduction.- Changes in Economic Environment of the Oil Industry.- Exploration Viewed as Business Rather than as a Function.- Reference.- 2. Strategic Planning Overview.- What is Strategic Planning?.- Structure of Strategic Planning and Policy Formation.- Adaptations to Meet the Needs of Diverse Businesses.- Where Strategic Planning Has Failed and Why.- Making Strategic Planning Work.- Top Down and Bottom Up.- References.- Further Readings.- 3. Traditional Exploration Strategies.- The View of Individual Explorationists.- The View of Exploration Managers.- The View of Land Managers.- The View of Operational Managers.- The View of International Explorationists.- Summary.- 4. Examining the Environment.- Environmental Analysis.- Social Risk Assessment.- Situation Audit.- Competitor Analysis.- Summary of Environmental Analysis.- References.- 5. Strategic Analysis: Risk Methods.- Incompleteness of Expected Value Analysis.- Viability Analysis.- Example Viability Analysis.- Risk Sharing Techniques.- Viability as a Measure of Risk for Planning.- The Portfolio Approach.- References.- 6. Strategic Analysis: Strategy Modeling.- Diversity of Exploration Approaches.- The Need for Strategic Modeling.- Forecasting Future Discovery Rates.- Simulating Exploration Strategies.- References.- 7. Avoiding Planning Pitfalls.- Forecasting versus Planning.- Proper Use of Risk Analysis in Planning.- Communication Gap in Planning.- Planning Guidelines.- The Planners Role.- The Managerial Role.- References.- 8. Conclusions.- Scenario Generation.- Attainable Objectives, Goals, and Strategies for Operational Management.- Controls and Incentive Systems.- Flexibility of Strategies.- Summation.- References.- Appendix A: The Petroleum Data System.- Appendix B (part I): Exploration Analysis Using Petroleum Information’s Computer Data Bases.- Appendix B (part II): Petroleum Information Integrated On-Line Data Base System.- Appendix C: Social Risk Management.ReviewsAuthor InformationTab Content 6Author Website:Countries AvailableAll regions |
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