Discover how Top Gear and Shell came together in print and online to create a truly interactive campaign that increased brand awareness and usage of Shell V-Power. The Challenge The advertising team were challenged to create a campaign for Shell that would raise awareness of Shell V-Power and Shell V-Power Diesel. The brief was for an interactive cross media campaign that would engage car enthusiasts whilst promoting Shell’s products and services to escalate their perception versus their competitors
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APRIL 27‚ 2006 KENNETH A. FROOT ANDRÉ F. PEROLD Global Equity Markets: The Case of Royal Dutch and Shell In early January 1996‚ Ms. Joanne Partridge‚ Director of Research at High Street Global Advisors (“High Street”)‚ a Boston-based global investment management organization‚ was studying the price behavior of the shares of Royal Dutch Petroleum and Shell Transport and Trading. It seemed that Royal Dutch and Shell should trade in fixed proportions since they represented equivalent classes of shares
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financial or political environments. This report highlights the cause of the problems that ultimately resulted in the failure of Royal Dutch/Shell to implement a successful strategic change. It also aims to provide a solution that will aid the organisation in realising their business objectives and goals. The fundamental root cause problem within the Royal Dutch/Shell organisation can be surmised in the blatant lack of strategic management and direction. The organisation is clearly not focussed
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Shell History in Pakistan The documented history of Royal Dutch Shell plc in Indo Pakistan subcontinent dates back to 1903 when partnership was struck between The Shell Transport & Trading Company and the Royal Dutch Petroleum Company to supply petroleum to Asia. In 1928‚ to enhance their distribution capabilities‚ the marketing interest of Royal Dutch Shell plc and the Burmah Oil Company Limited in India were merged and Burmah Shell Oil Storage & Distribution Company of India was born. After
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The true immediate costs for Shell Oil Company are untabulated. The company lost 60% of its production in the Gulf in the following weeks after hurricane Katrina. The Shell Company suffered intangible losses of employee moral and high turnover. Its tangible losses are not limited to losses in refining capacity‚ downed transporting pipelines‚ and downstream revenue from retail stores sales. However despite these immediate losses Shell occurred‚ it remains the Worlds second most profitable oil and
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Introduction Royal Dutch Shell plc (Shell) is one of global leading energy and petrochemical companies. Its foundation dated back to 19 Century but it fully formed after merger of Royal Dutch and Shell Transport in 1907. Now‚ Shell‚ headquartered in The Hague‚ operates in more than 140 countries or areas and employs approximately 87‚000 staffs. Shell businesses expand from upstream to downstream: it is engaged in exploration‚ production‚ refining‚ transportation and retailing of gas‚ oil‚ oil derivatives
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CASE STUDY Shell Oil Company and the Brent Spar Shell Oil Company and the Brent Spar 1. The company failed to consider public reaction to their proposal of sinking the Brent Spar in June 1995 in Northern Scotland. They failed to look at how others would react and feel and neglected to take into consideration others’ point of views. They did research impacts and found this would be the best option and assumed everyone would agree and didn’t stop to think about how environmental
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challenges faced by Royal Dutch Shell Oil Company involving their monumental proposed investment into their Nigerian operations. When global companies experience extreme criticism such as Shell‚ they are usually tasked with identifying optimum solutions to reverse the negativity. In addition to assessing the challenges‚ this analysis provides some potential strategies that can be implemented to resolve the issues within this case. Problem Statement Royal Dutch Shell Oil Company proposed
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SHELL COMPANY OIL SPILLS IN NIGERIA By MOHAMMAD MOHIB SIDDIQI H00034532 Executive Summary Shell is one of the global energy and petroleum companies around the world. The strategy of Shell Company is to generate more profit for the organization and to move forward the business investments so that Shell Company is sustaining a competitive situation in the Global market and to provide revenues to the shareholders by meeting
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Executive Summary In 2002‚ Shell Canada launched its online store called eStore for its customers. The objective was to keep costs low by having a self-service technology so that agricultural customers can buy their products without the need for a sales-representative. The statistics from eStore showed even though the number of customers who signed up for eStore was close to the target‚ number of customers who actually used eStore remained low. The problem seemed to be mainly due to customers having
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