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Executive Summary.................................................................................................... 2
Problem........................................................................................................................ 3
Corporate Objective.......................................................................................................... 4
Areas of Consideration...................................................................................................... 4
Resources.................................................................................................................... 12
Financial Profile............................................................................................................ 13
Competitive Advantage................................................................................................... 14
Alternative Strategies...................................................................................................... 15
Conclusion & Strategic Decision........................................................................................ 16
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Bibliography................................................................................................................ 16
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Executive Summary
Pioneer Petroleum had been formed in 1924 through the merger of
several for merely independent firms operating in the oil refining, pipeline
transportation, and industrial chemicals.
Over the next 60 years, the company integrated vertically into
exploration and production of crude oil and marketing refined petroleum
products, and horizontally into plastics, agricultural chemicals, and real
estate development. It was restructured in 1985 as a hydrocarbons-based
company, concentrating on oil, gas, coal and petrochemicals.
Pioneer was one of the primary producers of Alaskan crude, and in
1990, Alaska provided 60% of Pioneer's domestic petroleum liquids
production. Pioneer was also one of the lowest-cost refiners on the West
Coast and had an extensive West Coast marketing network.
In 1990 total revenues exceeded $15.6 billion and net income was
over $1.5 billion.
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The suggestion was that these multiple cutoff rates would determine
the minimum acceptable rate of return on proposed capital investments in
each of the main operating areas of the company and would represent the
rate charged to each of the various profit centers for capital employed.
WaCC The company's weighted average cost of capital was calculated in
three steps: the expected future target proportions of debt and equity in the
company's capital structure were estimated costs were assigned to each of
these capital components a weighted average cost of capital was
calculated on the basis of these proportions and costs.
Problem
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Institutional
Operational
What would be the better method of determining the minimum
acceptable rate of return on new capital investments?
Corporate Objective
1. To be able to determine the appropriate cost of capital to be used in
their Investment decisions.
2. To be able to finance its anticipated growth in the succeeding years
3. To be able to reduce investment risk
Areas of Consideration
Environmental Opportunities & Threats
Macro-Economic Indicators
Political
Environmental policy and politics in the United States have
changed dramatically over the past three decades. What began in the
late 1960s as an heroic effort by an incipient environmental
movement to conserve dwindling natural resources and prevent
further deterioration of the air, water, and land has been transformed
over more than three decades into an extraordinarily complex,
diverse, and often controversial array of environmental policies.
Those policies occupy a continuing position of high visibility on the
political agenda at all levels of government, and environmental values
are widely embraced by the American public. Yet throughout the
1990s environmental policies and programs were characterized as
much by sharp political conflict as by the consensus over policy goals
and means that reigned during the early to mid-1970s. As the twentyGroup 5
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I.
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Although the 1987 stock market crash and the S&L crisis were
separate phenomena, they demonstrated the growing importance of
financial marketsand associated public and private sector debtto
the workings of the American economy. Other causes of the early
1990s recession included moves by the U.S. Federal Reserve to
raise interest rates in the late 1980s and Iraq's invasion of Kuwait in
the summer of 1990. The latter drove up the world price of oil,
decreased consumer confidence, and exacerbated the downturn that
was already underway.
The price of crude oil spiked in 1990 with the lower production,
uncertainty associated with the Iraqi invasion of Kuwait and the
ensuing Gulf War. The world and particularly the Middle East had a
much harsher view of Saddam Hussein invading Arab Kuwait than
they did Persian Iran. The proximity to the world's largest oil producer
helped to shape the reaction.
Following what became known as the Gulf War to liberate
Kuwait, crude oil prices entered a period of steady decline. In 1994,
the inflation adjusted oil price reached the lowest level since 1973.
The price cycle then turned up. The United States economy
was strong and the Asian Pacific region was booming. From 1990 to
1997, world oil consumption increased 6.2 million barrels per day.
Asian consumption accounted for all but 300,000 barrels per day of
that gain and contributed to a price recovery that extended into 1997.
(Oil Price History and Analysis)
Demographic
West Coast or Pacific Coast are the terms for westernmost
coastal states of the United States, usuallyCalifornia, Oregon,
and Washington. More specifically, the term refers to an area defined
on the east by theCascade Range, Sierra Nevada, and Mojave
Desert and on the west by the Pacific Ocean. The U.S.
Censusgroups the five states of California, Oregon, Washington,
Alaska, and Hawaii together as the Pacific Statesdivision
As of the 2010 Census, the estimated population of the Census
Bureau's Pacific Region was approximately 47.8 million (56.9 million
if Nevada and Arizona are included) about 15.3% (18.2% with
Nevada and Arizona) of US population. The largest city on the west
coast of the United States is Los Angeles. (States)
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Socio-Cultural
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II.
projects like Clean Air Act. This is an opportunity for them to capitalize
its strengths since its gasolines were among the cleanest-burning in
the industry. They anticipate that promoting these environmental
projects would open up market to their products thus, growth was
anticipated.
III.
Competition
Pioneer Petroleum Corporation was one of the market leaders
in the oil business, especially in the West Coast. It was stated that the
company was one of the lowest-cost refiners at that time, making it
easy for them to be competitive. Actually, in the oil industry, price is
not the major element for competition because of the price
regulations covering it.
The group suggests that, in order to be competitive, a company in the
oil business should provide high quality of service. These can be
manifested in Pioneer Petroleum because of their exploration
initiatives, spending to comply with the new standards of the United
States 1990 Clean Air Act amendments and regulations of California
Air Resource Board, and putting up SMOGMAN service centers.
The exploration initiatives could result to lower prices of products and
therefore benefit the consumers. Complying with the government
standards and regulations assures the continuity of services to
customers, at the same time, help the environment and the
community. Putting up service centers contributes to the marketing of
the products of the company.
Considering the activities of Pioneer Petroleum Corporation, we can
conclude that they were a leader in terms of competition. The
exploration initiatives suggested their vision and competitive
advantage over the other petroleum companies. In addition to their
market position of having one third of the worlds supply of methyl
tertiary butyl ether (MTBE), which was used to make cleaner-burning
gasoline.
Technology
Since 1990, the industry has invested toward improving the
environmental performance of its products, facilities and operations.
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IV.
Capital Budgeting
If a company is faced with a decision whether to go or not to go
into a project or a new line of business, the decision maker can use
a method in order to have a sound analysis of the choosing which
one should be done. This decision method is called Capital
Budgeting. And under Capital Budgeting, there are two common
methods being used to come up with a decision the IRR Method
and the ERR Method. They are ruling based methods where
several factors are needed. In general, these factors are the cost of
capital or investment (I), annual costs or repetitive costs or
operational costs (C), annual benefits or revenue (A) and the
minimum rate of return or others call it the minimum attractive rate
of return (MARR). Now, assuming that the factors or values are
good representative of the possible business or project venture,
these values are being used to generate an equation as follows,
NPV (I,C,A,i) = 0;
It this equation, the factor being solved is i, which is called the
internal rate of return (IRR) or, for more complicated equations, it is
called the external rate of return (ERR). The IRR or ERR are being
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V.
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CAPM MODEL
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Resources
I.
Corporate Franchise
Pioneer Petroleum had been formed through the merger of several
for merely independent firms operating in the oil refining, pipeline
transportation, and industrial chemicals. It is operating mainly in the
West Coast of the United States.
II.
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III.
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Financial Profile
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Competitive Advantage
SWOT Analysis
Strengths
Weaknesses
Market Position
Opportunities
Threats
Exploration activities
Government environmental
projects
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A rated Debt
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Alternative Strategies
1. Overall Cost of Capital
Use a single cutoff rate based on the companys overall Weighted
Average Cost of Capital
This shall be done in three steps:
1. The expected proportions of future funds sources were estimated.
2. Costs were assigned to each of these sources
3. A weighted average cost of capital was calculated on the basis of
these proportions and costs
Disadvantages
> Does not take into account
variances between different
divisions
> Subsidized the higher-risk
divisions at the expense of
the lower-risk divisions resulting to too few low-risk
investments made
> Resulted to being lagged
behind competitors which
made more low-risk
investments
> Targets set company-wide
were too low
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Advantages
> No adjustments or costs to
be incurred to implement
system
> Accounts for shared risk
among the various divisions
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Disadvantages
> Implementation of new
system will entail changes
and probable costs
>Still has areas of ambiguity
(e.g. discount rate)
>Overlooked the risk
diversification benefits of
many investments
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Based from the ratings given to each of the ACAs using the four decision
criteria or states of nature, ACA2 had a higher score of 81.0%. This means
that the company should be using the multiple cut-off rates in order to
have a minimum rate of return that can best represent the decision
guideline in accepting or rejecting a project or new business venture.
As discussed in the case, the multiple cut-off rate system shall be done
through three steps:
1. An estimate would be made of the usual debt and equity
proportions of independently financed firms operating in each
sector.
2. The costs of debt and equity given these proportions and sectors
would be estimated in accordance with the concepts followed by
the company in estimating its own cost of capital.
3. These costs and proportions would be combined to determine the
weighted average cost of capital, or minimum acceptable rate of
return, for net present value discounting purposes in each sector.
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On top of the above steps, the management must also employ measures to
address the identified loopholes of the said approach such as (1) setting up
a budget for implementation, (2) addressing areas of ambiguity by
providing specific stipulations and (3) taking into account diversification
benefits.
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Bibliography
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1990-92 Early 1990s Recession. (2011, March 7). Retrieved November 11,
2014, from http://bancroft.berkeley.edu/:
http://bancroft.berkeley.edu/ROHO/projects/debt/1990srecession.html
Capital Asset Pricing Model - CAPM. (n.d.). Retrieved November 11, 2014,
from Investopedia: http://www.investopedia.com/terms/c/capm.asp
Kraft, M. E. (2000). U.S. Environmental Policy and Politics: From the 1960s
to the 1990s. Project Muse , 17-42.
Oil Price History and Analysis. (n.d.). Retrieved November 11, 2014, from
wtrg.com: http://www.wtrg.com/prices.htm
Technology Development and Deployment. (2006, November 22).
Retrieved November 12, 2014, from npc.org:
http://www.npc.org/study_topic_papers/26-ttg-ogtechdevelopment.pdf
(2013). The State American Energy. API.
West Coast of the United States. (n.d.). Retrieved November 11, 2014,
from Wikipedia:
http://en.wikipedia.org/wiki/West_Coast_of_the_United_States
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