Porter - avem nevoie de ceva mult mai consistent.

Incepeti cu o
analiza SWOT. Analiza trebuie sa se bazeze pe date concrete despre
mediul 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 pe
care 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
n conformitate cu Hotrrea Guvernului nr. 334/2000,
SNGN ROMGAZ SA a fost divizat n 5 societi
comerciale independente, cu capital de stat: SC DISTRIGAZ
SUD SA Bucureti avnd ca obiect de activitate furnizarea
i distribuia de gaze naturale, DISTRIGAZ NORD SA
Trgu-Mure avnd ca obiect de activitate furnizarea i
distribuia de gaze naturale, SC EXPROGAZ SA Media
avnd ca obiect de activitate producia i nmagazinarea
subteran a gazelor naturale, SC DEPOGAZ SA Ploieti
avnd ca obiect de activitate nmagazinarea subteran a
gazelor naturale i SNTGN TRANSGAZ SA Media avnd
ca obiect de activitate transportul i tranzitul gazelor naturale
pe teritoriul Romniei.

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Some production and distribution equipment are outdated and obsolete.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 Romanias 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

Porters 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 companys 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