![]() On the one hand, Petronas competed against Shell's downstream business. The newly privatized downstream portion of Malaysia's national oil company, Petronas, posed a particularly tricky problem. ![]() Meanwhile, prime sites for new service stations were becoming harder to win. An initial cost management drive had improved financial returns but not the allure of its gas stations, whose unappealing exterior was turning off increasingly picky and affluent customers. ![]() For the first time in memory, Shell was contemplating a decline in its gasoline market share in the face of aggressive competition. Take, for example, Shell Malaysia, where the chairman, Chris Knight, needed to create a whole new direction for the downstream marketing and distribution part of its $6 billion, 6,000-person business. At every level its traditional change-management approach - painstaking analysis and planning followed by careful consensus building and sequential implementation - was powerless to move it from where it was to anywhere it wanted to be. ![]() IN THE MIS-1990's, Royal Dutch/Shell, like many other large companies, was nagged by a sense of unfulfilled ambition. ![]()
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