Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri

During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing global strategies to gain a competitive advantage. However, some industries benefit more from globalisation than do others, and some nations have a comparative advantage over o...

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Main Authors:	Majid, Hashim, Mohd Nazri, Herman Putra
Format:	Student Project
Language:	English
Published:	Faculty of Business and Management 2005
Online Access:	http://ir.uitm.edu.my/id/eprint/18032/ http://ir.uitm.edu.my/id/eprint/18032/1/PPm_HASHIM%20MAJID%20BM%2005_5.pdf

id	uitm-18032
recordtype	eprints
spelling	uitm-180322019-02-19T08:45:04Z http://ir.uitm.edu.my/id/eprint/18032/ Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri Majid, Hashim Mohd Nazri, Herman Putra During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing global strategies to gain a competitive advantage. However, some industries benefit more from globalisation than do others, and some nations have a comparative advantage over other nations in certain industries. To create a successful global strategy, managers first must understand the nature of global industries and the dynamics of global competition. There are many hurdles of doing business in China. One of the biggest hurdles is coming to terms with the real China, a land of great geographical, social, political, and industrial diversity. As a starting point, it's essential to cut through the thicket of misunderstandings and misinformation about doing business there. China's overall energy consumption ranks second in the world. Their energy demand will continue to rise over the next five years. China's growing demand for energy has caused this traditionally off-limits sector to gradually open up to increasingly larger scale foreign participation. Good opportunities exist in both upstream and downstream engineering, project supervision, license, and equipment, technology, consulting, marketing and supply sectors. PETRONAS has business interests in 35 countries. A Fortune 500 company, it first entered China in 1991 in the oil and gas exploration sector. Since then, the company has expanded into the downstream sector. In the early stage, PETRONAS took strategic approach by Joint Venture in China. We would like to note here that PETRONAS early Joint Venture in China did note face any marketing issue. However, problems appeared when they ventured into Wholly Owned subsidiary. From the Group's findings and analysis, we conclude that PETRONAS marketing department should be more aggressive. Also, in order to be more competitive and earn above average returns, they should form wholly owned subsidiary and expand horizontally. The future is bright with China's vast affluent market. It is hoped that this project paper would contribute positively to PETRONAS in general and PMCCL specifically in their endeavour in China. Faculty of Business and Management 2005 Student Project NonPeerReviewed text en http://ir.uitm.edu.my/id/eprint/18032/1/PPm_HASHIM%20MAJID%20BM%2005_5.pdf Majid, Hashim and Mohd Nazri, Herman Putra (2005) Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri. [Student Project] (Unpublished)
repository_type	Digital Repository
institution_category	Local University
institution	Universiti Teknologi MARA
building	UiTM Institutional Repository
collection	Online Access
language	English
description	During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing global strategies to gain a competitive advantage. However, some industries benefit more from globalisation than do others, and some nations have a comparative advantage over other nations in certain industries. To create a successful global strategy, managers first must understand the nature of global industries and the dynamics of global competition. There are many hurdles of doing business in China. One of the biggest hurdles is coming to terms with the real China, a land of great geographical, social, political, and industrial diversity. As a starting point, it's essential to cut through the thicket of misunderstandings and misinformation about doing business there. China's overall energy consumption ranks second in the world. Their energy demand will continue to rise over the next five years. China's growing demand for energy has caused this traditionally off-limits sector to gradually open up to increasingly larger scale foreign participation. Good opportunities exist in both upstream and downstream engineering, project supervision, license, and equipment, technology, consulting, marketing and supply sectors. PETRONAS has business interests in 35 countries. A Fortune 500 company, it first entered China in 1991 in the oil and gas exploration sector. Since then, the company has expanded into the downstream sector. In the early stage, PETRONAS took strategic approach by Joint Venture in China. We would like to note here that PETRONAS early Joint Venture in China did note face any marketing issue. However, problems appeared when they ventured into Wholly Owned subsidiary. From the Group's findings and analysis, we conclude that PETRONAS marketing department should be more aggressive. Also, in order to be more competitive and earn above average returns, they should form wholly owned subsidiary and expand horizontally. The future is bright with China's vast affluent market. It is hoped that this project paper would contribute positively to PETRONAS in general and PMCCL specifically in their endeavour in China.
format	Student Project
author	Majid, Hashim Mohd Nazri, Herman Putra
spellingShingle	Majid, Hashim Mohd Nazri, Herman Putra Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
author_facet	Majid, Hashim Mohd Nazri, Herman Putra
author_sort	Majid, Hashim
title	Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
title_short	Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
title_full	Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
title_fullStr	Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
title_full_unstemmed	Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri
title_sort	evaluating petronas strategies in international business with china / hashim majid and herman putra mohd nazri
publisher	Faculty of Business and Management
publishDate	2005
url	http://ir.uitm.edu.my/id/eprint/18032/ http://ir.uitm.edu.my/id/eprint/18032/1/PPm_HASHIM%20MAJID%20BM%2005_5.pdf
first_indexed	2023-09-18T22:59:36Z
last_indexed	2023-09-18T22:59:36Z
_version_	1777418084499324928

Evaluating Petronas strategies in international business with China / Hashim Majid and Herman Putra Mohd Nazri

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