Beruflich Dokumente
Kultur Dokumente
ANALYSIS
PRESENTATION OVERVIEW
Conclusion
COMPANY OVERVIEW
One of the world's leading international oil and gas companies; providing
customers with fuel for transportation, energy for heat and light, retail services
and petrochemicals products for everyday items
The BP group operates across six continents, Africa, Asia, Australia, Europe,
North America and South America and its products and services are available in
more than 80 countries. The values, the code of conduct under which the
company operate and the BP brand define what the company stands for and how
they run the business
BP helps the world meet its growing need for heat, light and mobility and strive
to do that by producing energy that is affordable, secure and doesn’t damage
the environment
Hydrogen testing and exploration is a major strategic effort and this has been
approached in partnership with several stakeholders
COMPANY OVERVIEW
Opportunities Threats
New market trend for more fuel Hydrogen is expensive to create as well as
efficient and environmentally store, it is an explosive substance
friendly vehicles Hydrogen buses way more expensive than
Niche markets i.e. hydrogen buses traditional diesel buses – £800,000 and
(hydrogen seen as the fuel of the £120,000 respectively
future) Environmental regulations – only
Increased mileage with hydrogen hydrogen derived from renewable sources
fuel is free of pollution
Absence of noise – reduction in Absence of noise – liable to create more
noise pollution accidents
Develop a solution for London’s
transport system – less vehicles
and emissions
Improved Brand Image and Public
Perception
PESTEL ANALYSIS
CASE SUMMARY – KEY FACTS
CASE SUMMARY
STAKEHOLDER PARTNERSHIPS REQUIRED
STAKEHOLDER INTERESTS / BARGAINING POWER
RESIDENTS PERSONAL SAFETY & PRESERVATION OF
COMMUNITY
POWER TO STALL THE PROJECT
Any trial of a new Technology that came with public risk needed to be properly
communicated with supporting and convincing justification to alleviate public concerns
Media coverage needed to be effectively managed to ensure the correct messages were
being delivered at every stage of the project; preventing any negative impact on the
company’s brand and project status
BP’s role extended beyond capital funding, the company had access to the most relevant and
updated industry/product data that was needed by key stakeholders to make informed
decisions
Key Forces
KOTTER & SCHLESINGER (1979) – CHANGE MODEL
Kotter and Schlesinger suggests that there are four (4) reasons why people
resist change:
KOTTER & SCHLESINGER MODEL EXPLAINED
The Kotter and Schlesinger change model discusses six (6) Change
Approaches to prevent, decrease or minimize resistance to change:
CONSIDERATION OF LEWIN’S CHANGE MODEL
ANALYSIS OF KOTTER & SCHLESINGER MODEL TO CASE
ACTION LEARNING REFLECTIONS
What aspects went well….
The Core Profile of the group was ‘ST’. The ‘ST’ trait is a common trait for most
managers which was very good for the group; we were all on the same page!
There is a preference for taking in information through the five senses and
observing what is actual. Rational analysis is used to achieve conclusions.
We worked well to divide tasks while trusting each other’s judgment
Members shared information and in return benefited from the knowledge and
experience of others
Grunig and Hunte (1984) define public relations as "the management of communication
between an organisation and its publics". It is a strategic function and can render an
organization effective or ineffective.
Due to the negativity associated with the project, moral suasion through key stakeholders will be
necessary. In line with Grunig’s PR Model, the enhanced PR strategy is being recommended to
mitigate further project impact. Additionally, as PR Consultant, our recommendation is for BP to
engage our services for a six (6) month period to guide the formulation of the new PR Strategy.
CONCLUSION
Failure to render an integrated communications strategy resulted in the current project status
Achieving public trust is critical in ensuring the success of the project due to the associated
perceived risk to the residents. This will go along way for future projects
Adopting the recommended strategies will aid BP through this crisis stage and allow them to
achieve the planning extension to move the project forward
REFERENCES
BP Global. http://www.bp.com/bodycopyarticle.do?categoryId=1&contentId=7052055
(Accessed: 16 April 2011).