Open AccessNational oil companies: business models, challenges, and emerging trends
Author(s) -
Saud M. AlFattah
Publication year - 2013
Publication title -
corporate ownership and control
Language(s) - English
Resource type - Journals
eISSN - 1810-0368
pISSN - 1727-9232
DOI - 10.22495/cocv11i1c8art2
Subject(s) - business , downstream (manufacturing) , custodians , upstream (networking) , competitor analysis , industrial organization , asset (computer security) , petroleum industry , mergers and acquisitions , finance , marketing , engineering , geography , telecommunications , computer security , archaeology , environmental engineering , computer science
This paper provides an assessment and a review of the national oil companies’ (NOCs) business models, challenges and opportunities, their strategies and emerging trends. The role of the national oil company (NOC) continues to evolve as the global energy landscape changes to reflect variations in demand, discovery of new ultra-deep water oil deposits, and national and geopolitical developments. NOCs, traditionally viewed as the custodians of their country’s natural resources, have generally owned and managed the complete national oil and gas supply chain from upstream to downstream activities. In recent years, NOCs have emerged not only as joint venture partners globally with the major oil companies, but increasingly as competitors to the International Oil Companies (IOCs). Many NOCs are now more active in mergers and acquisitions (M&A), thereby increasing the number of NOCs seeking international upstream and downstream acquisition and asset targets