Porter - avem nevoie de ceva mult mai consistent. Incepeti cu oanaliza SWOT. Analiza trebuie sa se bazeze pe date concrete despremediul de business al SNGN. De exemplu, analizati fiecare bariera in

parte patents, large capital requirements, government regulations etc.in cazul Romaniei. Se aplica ceea ce s-a observat in studiile citate

companiei Romgaz? Demonstrati. Puneti impreuna toate informatiile pecare le-ati colectat despre companie pana acum. In final avem nevoie

de un indicator cantitativ al fiecarei forte.

http://store.ectap.ro/articole/164.pdf

SWOT Analysis

În conformitate cu Hotãrârea Guvernului nr. 334/2000,

SNGN ROMGAZ SA a fost divizatã în 5 societãþi

comerciale independente, cu capital de stat: SC DISTRIGAZ

SUD SA Bucureºti – având ca obiect de activitate furnizarea

ºi distribuþia de gaze naturale, DISTRIGAZ NORD SA

Târgu-Mureº – având ca obiect de activitate furnizarea ºi

distribuþia de gaze naturale, SC EXPROGAZ SA Mediaº –

având ca obiect de activitate producþia ºi înmagazinarea

subteranã a gazelor naturale, SC DEPOGAZ SA Ploieºti –

având ca obiect de activitate înmagazinarea subteranã a

gazelor naturale ºi SNTGN TRANSGAZ SA Mediaº – având

ca obiect de activitate transportul ºi tranzitul gazelor naturale

pe teritoriul României.

Strenghts:

- Romania has great reserves of natural gas.- Price liberalisation is almost completed at least for industrial consumers- Personnel from gas industry is very well trained and need lower costs compared to employees

from other EU countries. - National infrastructure to transport the gas is very complex and diversified.- Legislation is according to EU standards

Weaknesses

- Some production and distribution equipment are outdated and obsolete.- Dependent on the import of hydrocarbon- Large losses in the transport and distribution lines- Performances under potential (area of development) for the state owned companies from gas

industry (like Romgaz)- Law capacity for Research and Development

Opportunities

- Favourable geographical location - Attractive business environment for potential investors (privatization of companies)- Grow of Romania’s stock market and thus the possibility for companies to go public- New funding sources from European Union as a member- The technologies used for natural gas are very similar to the ones used to develop renewable

energy and thus the companies can grow and move their main activity

Threats

- Exploitable reserves are limited and new reserves were not discovered yet- Price volatility- The risk not to be able to export- Lack of fiscal instruments to sustain the investment programs in energy efficiency and

renewable energy

Porter’s five forces

Potential Entrants:

According to Jones et al. (1978) the major barriers to entry in the oil and gas industry are:

1. Patents – are

2. Large capital requirements – 62,815,000 RON in 2013 capital expenditures

3. Economies of scale

4. Governments regulations – 70% stated owned, losses are covered by state

5. Product differentiation

6. Predatory behaviour by cartels

7. Ownership of resources

=> Threat of new entrants: minimum

Suppliers:

???

Porter (2008) illustrates that powerful suppliers affect the market through charging higher prices and limiting production.

As suppliers, oil and gas companies bring power to the recipient countries through international vertical integration.

Industry competitors:

Major oil and gas companies are relatively equal in size, power and capabilities (Datamonitor 2009 and Datamontor 2010). This increases the intensity of rivalry (Porter 2008) which can manifest itself in a price war if a competitor tries to influence prices (Menghini 1997).

- Significant pressure to replace drying reserves- Slow growth, homogenous products- Rivalry - high

Buyers:

Powerful buyers have the ability to reduce prices, demand better quality or more service (thereby increasing costs)

Major oil companies outsource much of their field operations to oil and gas service companies. As buyers, oil companies are in a powerful position to bargain prices, demand better quality or additional service.

Oil and gas companies seek to obtain rights to invest in exploration and production areas internationally. These rights are acquired through buying a percentage of another company’s right or

through participating in licensing rounds. In this highly competitive environment, oil and gas companies join together and form a Joint Venture. (Tavares 2000)

- Given price for gas and oil- Buyers bargaining power – low- Consumers may affect global demand and thus the price

Substitutes:

Porter distinguishes between rivalry (the fifth force) and substitution (the third force). The term rivalry describes competition between companies that provide similar products while substitution refers to products that are not in direct competition. (Strategy, Business Information and Analysis 2009) Substitutes affect the industry through limiting its anticipated profit by placing a ceiling on price (Porter 1980).

With the use of advanced technology, major oil and gas companies are looking for alternative sources of energy as possible substitutes.

If biofuels offer an attractive price trade-off, it would provide competitive substitutes, thus threatening crude oil products (Porter 2008).

- Irreplaceable for the moment- Renewable energy represents a threat in the future- Threat of substitutes currently low, but may change

Competitors:

In Romania:

OMV Petrom

Wintershall Holding

Lotus Petro.

Amromco Energy SRL;

Aurelian Petroleum

 Raffles Energy

Europa Oil&Gas

In Europe:

Lukoil Overseas Atash B.V.

Royal Dutch Shell

BP

Total

Gazprom