The paper 'Individual Strategic Analysis - Origin Energy " is a good example of a management case study. Origin Energy is Australia’ s largest gas-fired power generation company which is responsible for operating natural gas-fuelled power stations in Victoria, New South Wales, Queensland, and South Australia. Involved in gas and oil exploration, power generation and energy retailing, serving four million customers, providing around four thousand jobs, and responsible for over one hundred shareholders, Origin created its own Strategic Direction Division which will be responsible for driving new innovations and growth of the company’ s business strategy.
Origin considers innovation as a reflection of customer need thus developments within the company are often based on analysis and insights influenced by customer needs, products and pricing, and regulatory strategies. This information is then translated into marketing plans and ultimately in delivering suitable and efficient products and services. Section 3 analyses the oil and gas industry where Origin Energy belongs. It includes discussions of issues concerning the industry’ s social, cultural, and environmental impact as well as value chain activities that are essential to its success.
Section 4 is about Origin Energy’ s strategic direction and identification of sources of its competitive advantage while Section 5 is an analysis of Origin’ s strategic strengths and weaknesses and chosen strategy that could help Origin sustain its market position. Executive Summary Origin Energy is a large organization in the oil and gas industry and greatly influenced by its business environment. Since the success of organisations belonging to the oil and gas industry is determined by its reputation and effective management of external stakeholders being affected by its operations, Origin business strategy is marked by reputation building and maintenance, compliance with specific regulations, extensive marketing campaigns, and key policies that generally protects its image as an honest and responsible company.
However, analysis reveals Origin’ s lack of dynamic capabilities to cope with the rapidly changing environment and challenges in an extremely competitive global market. There is no indication that Origin is attempting to build or develop dynamic capabilities anywhere in their business policy thus this study recommends adding dynamic capability building to existing strategic approaches to ensure sustainable competitive advantage.
Akinyele S.T, (2011), Strategic Marketing and Firms Performance: A Study of Nigerian Oil and Gas Industry, Strategic Marketing and Firms Performance: A Study of Nigerian Oil and Gas Industry, Business Intelligence Journal, pp.303-311
Baker G. & Slater S, (2008), The Increasing Significance of Coal Seam Gas in Eastern Australia, PESE Eastern Australasian Basins Symposium III, September 2008, pp. 379-392
Department of Resources Energy and Tourism, (2011), Energy Australia 2011, Commonwealth of Australia, Abares Publishing, Canberia
Garud R. & Nayyar P, (1994), Transformative Capacity: Continual Structuring by Intertemporal Technology Transfer, Strategic Management Journal, Vol. 15, No. 5, pp. 365-385
Hillman A, Michael C, Collin W, & Collins B, (2009), Resource Dependence Theory: A Review, Journal of Management 2009, 35 (6), pp.1404-1427
Manzano F, (2005), Supply Chain Practices in the Petroleum Downstream, Massachusetts Institute of Technology, pp. 1-59
Pillai M, Sandelands E, & Ashokan G, (2010), Developing the EPC Value Chain in the Upstream Oil and Gas Sector in the Middle East, Oil and Gas Business Journal, p.1-22
Ratti R. & Hassan Z, (2010), Australian Coal Company Risk Factors and Oil Price Shocks, Economics and Finance, University of Western Sydney, pp.1-33
Ruster S. & Neumann A, (2006), Economics of the LNG Value Chain and Corporate Strategies: An empirical analysis of the determinants of vertical integration, 26th USAEE International Conference, Michigan, United States, pp.1-25
Origin, (2010a), Risk Management Policy, Origin Energy, Australia, pp.1-2
Origin, (2010b), Dealing in Securities Policy, Origin Energy, Australia, pp. 1-9
Origin, (2011a), Code of Conduct, Origin Energy, Australia, pp. 1-5
Origin, (2011b), Continuous Disclosure Policy, Origin Energy, Australia, pp.1-10
Origin, (2011c), Communication with Shareholders Policy, Origin Energy, Australia, pp.1-5
Taiyou Research, (2011), Oil and Gas Industry in Australia, Market Report Database, Australia, p.1-7
Teece D, Pisano G, & Shuen A, (1997), Dynamic Capabilities and Strategic Management, Strategic Management Journal, Vol. 18, No. 7, pp. 509-533
UNEP, 1997, Environmental Management in Oil and Gas Exploration and Production, Oil Industry International Exploration and Production Forum, United National Environment Programme Industry and Environment Centre, Words and Publication, Oxford, United Kingdom, pp.1-76
Vlady S. & Huang A, (2009), Translation Accounting Standards and their Value, Relevance: Evidence from Australian Oil and Gas Industry, Griffith University, Australia, pp.1-33