Tuesday, August 16, 2011

Boston Consulting Group Advantage Matrix/The liberal Elite/List of Halliburton Subsidiaries

http://en.wikipedia.org/wiki/Boston_Consulting_Group
Excerpt:
Advantage matrix
For more details on this topic, see Boston Consulting Group's Advantage Matrix.
In this matrix, the two axes are economies of scale and differentiation. The four quadrants formed are called "Volume", "Stalemated", "Specialized", and "Fragmented".

http://en.wikipedia.org/wiki/Bruce_Henderson
The Economist magazine stated that Henderson did more to change the way business is done in the United States than any other man in American business history. Well known to many now is the famous Growth-Share Matrix ('cash cow') and the 'Experience curve'. His books were published in 27 languages.
Henderson retired to Nashville, and taught at The Owen School of Management at Vanderbilt University. He was also honored by Vanderbilt's School of Engineering by being named to their rarely bestowed 'Distinguished Engineering Alumni'.

http://en.wikipedia.org/wiki/Boston_Consulting_Group%27s_Advantage_Matrix
Excerpt:
By dividing the matrix into four areas, four types of SBU can be distinguished:
Stars - Stars are high growth businesses or products competing in markets where they are relatively strong compared with the competition. Often they need heavy investment to sustain their growth. Eventually their growth will slow and, assuming they maintain their relative market share, will become cash cows.
Cash Cows - Cash cows are low-growth businesses or products with a relatively high market share. These are mature, successful businesses with relatively little need for investment. They need to be managed for continued profit - so that they continue to generate the strong cash flows that the company needs for its Stars.
Question marks - Question marks are businesses or products with low market share but which operate in higher growth markets. This suggests that they have potential, but may require substantial investment in order to grow market share at the expense of more powerful competitors. Management have to think hard about "question marks" - which ones should they invest in? Which ones should they allow to fail or shrink?
Dogs - Unsurprisingly, the term "dogs" refers to businesses or products that have low relative share in unattractive, low-growth markets. Dogs may generate enough cash to break-even, but they are rarely, if ever, worth investing in.
Using the BCG Box to determine strategy
Once a company has classified its SBU's, it must decide what to do with them. In the diagram above, the company has one large cash cow (the size of the circle is proportional to the SBU's sales), a large dog and two, smaller stars and question marks.

http://en.wikipedia.org/wiki/John_Paulson
Excerpt:
Career
Paulson began his career at Boston Consulting Group and then left to join Odyssey Partners where he worked with Leon Levy. Later he took a position in the mergers and acquisitions department at Bear Stearns followed by partner status at the mergers arbitrage firm Gruss Partners LP. In 1994, he founded his own hedge fund, Paulson & Co. with $2 million and one employee.[citation needed]
In 2008, Paulson co-wrote a Wall Street Journal op-ed piece suggesting an alternative to the Treasury Secretary's plan for stabilizing the markets.[5] Later that year he began a new fund that lent money to investment banks and hedge funds during the mortgage crisis.[citation

http://en.wikipedia.org/wiki/Cash_cow
Excerpt:
Risks of a cash cow include complacency, with management ignoring the need for change as market forces erode value; and ongoing turf wars between the management in charge of the cash cow and other managers trying to garner support for other products.
That said, every business longs for a cash cow product. The BCG growth-share matrix developed by the Boston Consulting Group, still used by analysts in large companies, uses the term "cash cow" to describe business units experiencing high market share and low market growth.

Contents

[hide]

[edit] Origins

The term was brought back from India to Britain by soldiers who noticed locals offering money to temple idols in the form of sacred cows.[2]

[edit] Related meanings

"Cash cow" is also used sarcastically by sales and business people to describe a customer or organization that has no control over its spending. Quite often the term is used to describe government departments like Foreign Aid, and Highways and Social Security, where the spending is out of proportion to the services or goods received.
"Cash cow" is used in a Growth-share matrix to represent one of the four quadrants in the matrix. A "cash cow" product has high market share in a slow-growing market. A corporation would want to have as many "cash cow" products as possible.

http://www.bakermckenzie.com/ChrisFreeland/
Excerpt:
Chris initially practised corporate law with Freehills and, following completion of an MBA, worked for many years as a strategy consultant with The Boston Consulting Group in Australia and the United States. He was later appointed the General Manager of BCG in Australia and New Zealand.

Chris has received numerous awards, including the Rupert Murdoch Fellowship from Melbourne University and was on the Dean’s Honours List at Columbia University in New York. He is also involved in a number of community organisations, including as Chairman of the Sydney Film Festival.

http://www.bostonconsulting.com.au/
Excerpt:

BCG in Australia & New Zealand

BCG Australia and New Zealand (ANZ) was founded in 1990, when local strategy consulting firm Pappas, Carter, Evans & Koop joined BCG. The firm's rapid growth since then has made BCG a leader throughout the region. We are renowned for our deep insight and results we deliver to our clients. Our offic
es are located in the business districts of Auckland, Canberra, Melbourne, Perth and Sydney.

http://www.redbridge-gs.com/our-team/team
Excerpt:

Mark Dorney

Prior to joining RedBridge Grant Samuel, Mr Dorney was an Executive Director of Macquarie Group Limited / Macquarie Bank Limited.
Joining Macquarie in 2004, Mr Dorney was CEO of Macquarie Media Group (now Southern Cross Media) an ASX 200 listed media enterprise, and a director of Macquarie Regional Radioworks , RG Capital Radio, DMG Regional Radio, Southern Cross Broadcasting and of  Taiwan Broadband Communications.
Prior to Macquarie, Mr Dorney held roles at ABN AMRO Rothschild (Managing Director and Head of Equity Capital Markets for Australasia), Bankers Trust and legal firm Blake Dawson Waldron.

http://www.sourcewatch.org/index.php?title=Partnership_for_New_York_City
Excerpts:

1) The Partnership for New York City is a organization that was founded by
David Rockefeller in 1979 and has a mission to "enhance the economy of the five boroughs of New York City and maintain the city's position as the center of world commerce, finance and innovation."
2) Directors
Ex-offico
http://www.sourcewatch.org/index.php?title=Halliburton_Company
Excerpt:

Halliburton Company subsidiaries

Excerpt:
Kellogg Brown & Root, which is part of the U.S.-based Halliburton Group, "has about a 20 percent equity stake in the Australian outback rail link." [1]
http://contracts.corporate.findlaw.com/compensation/employment/2085.html
Excerpt:

Executive Employment Agreement - NUMAR Corp., Halliburton Co., and Manfred G. Prammer(Jun 08, 1997)

EXECUTIVE EMPLOYMENT AGREEMENT


     This Executive Employment Agreement ('Agreement'), including the attached
Exhibits 'A' and 'B', is entered into by and between NUMAR Corporation, a
Pennsylvania corporation having offices at 508 Lapp Road, Malvern, Pennsylvania
19355 ('Employer'), Halliburton Company, a Delaware corporation having offices
at 3600 Lincoln Plaza, 500 N. Akard Street, Dallas, Texas 75201-3391
('Halliburton'), and Manfred G. Prammer, an individual currently residing at 291
Hadfield Road, Downingtown, PA 19335 ('Employee'), to be effective at the
effective date that Employer becomes a subsidiary of Halliburton (the 'Effective
Date').
http://icmrm11.cup.edu.cn/Default.aspx?id=18
Excerpt:

NMR Logging Principles & Applications

George R. Coates  Lizhi Xiao  Manfred G. Prammer

Free download

English Version

Spanish Version

Russian Version

Chinese Version 







http://www.cpzulia.org/DIRECTORIO_SERVICIOS_POZOS/servicios_halliburton_vzla.htm
Excerpt:
Servicios Halliburton de Venezuela, S.A. (antes Baroid de Venezuela, S.A.) (Sucursal Zulia)

Representante: Sr. Rémulo Romero, gerencia de Desarrollo de Negocios. Sr. Gustavo Galvis, Gerente de Desarrollo Social Venezuela.
Dirección: Avenida Principal de Santa Rita, Sector Punta Camacho, detrás de la planta de Etoxyl, Santa Rita
Oficinas en: Maturín, Estado Monagas y Caracas, D.C.
Teléfonos: (0264) 2000999, 2000862
Fax: (0264) 2000900
E-Mail: remulo.romero@halliburton.com
E-Mail: gustavo.galvis@halliburton.com
Página Web: http://www.halliburton.com/
Actividad: El Grupo de Servicios Energéticos de Halliburton consiste de cuatro segmentos de negocio:
http://www.secinfo.com/drdbh.95yw.5.htm#1stPage
Excerpt:
Seaforth Maritime Limited

http://www.secinfo.com/drdbh.95yw.5.htm#1stPage
Excerpt:
Halliburton Co · 8-B12B · On 12/12/96 · EX-21

Filed On 12/12/96   ·   SEC File 1-03492   ·   Accession Number 898430-96-5722


  As Of               Filer                 Filing     As/For/On Docs:Pgs              Issuer               Agent

12/12/96  Halliburton Co                    8-B12B                10:167                                    Donnelley R R & S..05/FA





   in    Show   and 
Help...  Wildcards:  ? (any letter),  * (many).  Logic:  for Docs:  & (and),  | (or);  for Text:  | (anywhere),  "(&)" (near).

http://en.wikipedia.org/wiki/Wellstream
Excerpt:
The company was founded in Panama City, Florida in 1983 as a supplier of equipment to offshore developers. Wellstream was acquired by Dresser Industries in 1995 and subsequently became part of Halliburton when it merged with Dresser in 1998. Halliburton sold off Wellstream to a Candover-led consortium for $136 million in 2003,[3] which in turn listed the firm on the London Stock Exchange in April 2007.[4] Candover remained Wellstream's largest shareholder with an approximate 14% stake[5] until April 2008, when the block of shares was put up for sale in its entirety.[6]
General Electric agreed to buy the company in December 2010, shortly after GE had agreed to buy Dresser.

[edit] Operations

The Company is based in Newcastle upon Tyne, with major manufacturing facilities also located in Panama City, Florida, USA and Niterói, Brazil.

http://www.theprofitoracle.com/52/after-wellstream-could-ge-push-into-big-oil-services/
Excerpt:

After Wellstream, Could GE Push Into Big Oil Services?

Posted by admin in Useful Educational Tools | 0 comments

By Paul Glader

The bankers, analysts and wildcatters can’t help but wonder what GE’s latest deal — a $1.3 billion bid for Wellstream Holdings PLC — means for its future profile in the oil patch.

“I can’t fully understand their larger game plan,” said Geoff Kieburtz, a senior energy analyst at Weeden & Co. in Greenwich, Conn. “They are picking up some pieces at full prices. But it’s not yet apparent: What is their grand scheme?” Some suggest GE could expand from equipment manufacturing into services.
The Wellstream deal and GE’s purchase of Dresser Inc. for $3 billion in October should bring GE’s Oil & Gas revenue up to about $10 billion next year and its profits closer to $2 billion. But GE chairman Jeff Immelt has said the conglomerate would like to have oil industry revenue of $15 billion by 2015.
Posted by at

No comments:

Post a Comment

Subscribe to: Post Comments (Atom)