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A PR situational analysis and communication issue analysis of BP as of December 2011
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PR STRATEGY BRIEF
“better people
better products
beyond
petroleum”
WHO WE ARE
Oil – Discovery, Extraction, Refinery, Storage &
Distribution
Gas - Discovery, Extraction, Refinery, Storage &
Distribution
Alternative Energy –
Development & Distribution
Bio Chemicals – Development &
Distribution
HOW WE COMPETE
BP also lays great importance on product differentiation such as
offering Regular Unleaded petrol and BP
Ultimate Unleaded petrol
COMPETITORS
390.53
120.55
219.16
86.3101.1
231.95
Market Capital
PORTER’S FIVE FORCES
• EXTREMELY HIGH• DIFFERENTIATING
FROM COMPETITORS
• LOW• WE SOURCE OUR
OWN OIL AND TRACK IT
• LOW• GROWING TENDENCY TO
BUY SUBSTITUTES TO OIL
• LOW• PRODUCTS
NEEDED – CUSTOMERS STILL PAYING THE PRICE
• LOW• HIGH BARRIERS OF
ENTRY IN OLIGOPOLY INDUSTRY
INDUSTRY RIVALRY
THREAT OF POTENTIAL ENTRANTS
BARGAINING POWER OF
BUYERS
THREAT OF SUBSTITUTE PRODUCT OR
SERVICE
BARGAINING POWER OF SUPPLIERS
STAKEHOLDERS
Internal External Channels
Employees
Internal communications channels: Intranet sites, targeted e-mail, team meetings, surveys and affinity groups.
Local communities Consultation activities (interviews, surveys and polls), local and mass media.
Customers Global consumer satisfaction programme, focus groups, feedback channels via the website, advertising and marketing.
Media Press conferences, press releases, interviews and surveys, social media channels (Twitter, Facebook).
Shareholders and analysts
Reporting documents (annual report, accounts, annual sustainability report), and published corporate reports. Annual general meetings and Q&A sessions.
Governments and regulators
Lobbying and advocacy, consulting meetings, product-sharing contracts.
Industry Meetings, collaborative projects. E.g. UK Renewable Energy Association, UK Emissions Trading Group.
Non-governmental Organizations
Continuous dialogue and meetings, consultation on new projects.
KEEP SATISFIED: Governments,
regulators, shareholders &
analysts
MANAGE CLOSELY: Local communities,
customers, non-governmental organisations,
the media
MONITOR: The Industry
KEEP INFORMED: Employees
STAKEHOLDER MAPPING MATRIX
POWER
INTEREST
WHERE WE ARE NOW
Still recovering from last years crisis
•The tragic accident in the Gulf of Mexico in April 2010 lead to a widespread loss of trust in BP and damaged our reputation tremendously.
Huge focus on strengthening safety, restore trust and building long term shareholder value •The last 18 months we
have taken some huge measures to build a sustainable BP for the future, strengthen safety, restore trust and build long term shareholder value.
We are ready to change the conversation
•While safety and risk management continues to be a top priority and an integrated part of our corporate strategy, we feel confident, that we have now reached a point where we are ready to change the conversation sensibly and empathically.
The global energy challenge
•Last week the earth’s population numbered 7 billion people and by 2030, the world will consume 40% more energy than it does today. We are committed to supply the increasing demand for energy safely, responsibly and efficiently. That's the energy challenge – and the focus of our global business.
Investment and innovations the key
•The last 5 years we have been investing over 80 billion dollars in oil, gas and alternative energy such as wind, solar and bio-fuels. Innovation is one of our key values and each year we put huge resources into driving innovation.
SHARE OF VOICE
MEDIA COVERAGE
STR
ATEG
Y
We are determined that BP will be a safer, more risk-aware business. We will deliver on our commitments from the Gulf Coast incident and work hard to earn back the trust in our operations. We will rebuild value for our shareholders by re-establishing our competitive position within the sector by playing our part in meeting the world’s growing demand for energy, as well as participating in the transition to a low-carbon Economy.
MIS
SIO
N
BP’s mission for 2011 and beyond is to grow value for our shareholders in a way that is safe and sustainable. 2011 will be a year of consolidation in which we focus on our number one priority – safety – and strengthen the drivers of long-term performance, such as risk management, capability and relationships. We will invest in areas where we excel, such as exploration, and we will enter into new types of relationships with partners.
GR
EEN
BP is investing more and more money into the development of alternative energies. BP’s alternative energy business is focused on biofuels, wind and solar, along with demonstration projects and technology development in carbon capture and storage. We believe these have the potential to be a material source of low-carbon energy, and they are aligned with BP’s core capabilities.
CORPORATE STRATEGY
VALUES
Progressive
We believe in the principle of
mutual advantage and build
productive relationships with
each other, our partners and
our customers.
Responsible
We are committed to the safety
and development of our people
and the communities and societies
in which we operate. We aim for no
accidents, no harm to people and
no damage to the environment.
Performance driven
We deliver on our promises through continuous
improvement and safe reliable operations.
Innovative
We push boundaries today
and create tomorrow’s breakthroughs through
our people and technology.
WHERE WE WANT TO BE
Restore trust with a strong focus on safety and risk management
Sustain long term shareholder value
Attitude change with huge concerns for the environment we will meet the global energy challenge
Increased awareness on alternative energy innovations