Abstract
In this article, the writer examines the Exxon Mobil Corporation, one of the major leaders in the global oil and gas industry today. The writer explains that today, Exxon Mobil Corporation engages in the exploration, production, transportation, and sale of crude oil and natural gas. Further, the writer notes that the company also engages in the manufacture, transportation, and sale of petroleum products and petrochemicals, as well as participates in electric power generation. The writer concludes that when the perspectives in the research are applied to large concerns such as Exxon Mobil Corporation, they can help identify the rationale for some of the company's actions in recent years, and can help predict what courses of action they will likely take in the future.

Outline:
Review and Discussion
Background
Strategy as Rational Thought, Strategic Planning and Decision-Making
Strategy as Revolution (Disruptive Innovation)
Resource-Based View (RBV) of Exxon Mobil
Strategy as Technology Leadership Viewed as a Unique Competitive Advantage
Conclusion

From the Paper
"Strategic planning, like any type of planning, involves establishes goals and identifying quantifiable objectives that can help an organization reach them. What perhaps best differentiates strategic planning from "seat-of-the-pants" or intuitive planning initiatives concerns how informed the decision-makers are concerning the environment in which the company competes. In some cases, strategic alliances with others may represent the best course of action for various reasons, while acquiring competitors also represents a viable alternative in many cases. Because every organization is unique, there cannot of course be a one-size-fits-all strategic approach that can be applied across the board to achieve successful outcomes to such planning processes, but there are some general guidelines that can be used to help companies recognize when one alternative is superior to another."

Tags:oil, gas, petroleum, resources

Abstract
This paper explains that the Exxon-Mobil Corporation, a mature corporation with various divisions and hundreds of affiliates, with brands such as Exxon Mobil, Exxon, Esso or Mobil, is in the business of energy, including the exploration, manufacture, transportation and sale of crude oil, natural gas, petroleum products and power, and is an important manufacturer and marketer of petrochemicals. The paper stresses that this industry is faced with rapid fluctuation in crude oil prices; therefore, derivatives have become an important tool in order to help the oil firms manage this risk. The paper relates that the company also faces risk regarding the transportation of natural gas because the Federal Energy Regulatory Commission (FERC) is continually proposing and implementing new rules and regulations to enhance the level of competition within the segment.

Table of Contents
Introduction
Analysis
Conclusion

From the Paper
"The company faces high potential risks related with workplace human rights violations as it operates in nations where, according to the U.S. Department of State's 2003 Human Rights Reports, workplace human rights are not sufficiently protected in law and practice. These are countries like China, Indonesia, Chad, Cameroon, Equatorial Guinea, Angola and Nigeria. Exxon Mobil took the first step by mentioning that its standards of business conduct, its global framework for responsible functions, match up to the spirit and intent of the principles of the ILO Declaration. On the other hand, the shareholders believe that the company's true adoption and implementing of a workplace human rights policy are still missing. Even today, the policies set forth by the company do not incorporate the principles of the ILO Declaration."

Tags:energy, workplace, nuclear-waste, prices, regulation

Abstract
This paper presents a brief financial analysis of the Exxon Mobil Corporation, which ranks second on Fortune 500's list of America's largest corporations. The paper specifically conducts a ratio analysis and trend analysis for Exxon Mobil in order to analyze statistics for a given period and to provide insight into the company's long-term financial situation.

Outline:
Current Ratio
Quick (Acid-Test) Ratio
Inventory Turnover
Average Collection Period
Total Asset Turnover
Debt to Equity Ratio
Net Profit Margin
Price to Earnings Ratio

From the Paper
"Inventory Turnover is an important ratio that reveals the number of times the average inventory is completely swapped-out, with a higher number indicating better efficiency at moving product. It is calculated by dividing cost of goods sold by average inventory (beginning + ending inventory divided by 2). Exxon Mobil reported, in millions, $284,334 and $281,658 for cost of goods sold; as well as 9404 and 10018 in average inventory, respectively, for the years 2005 and 2006.
"The resulting ratios are 30.24 for 2005 and 28.12 for 2006. This indicates a decrease in the rate of inventory turnover, but may not by itself indicate any particular problems; since many external factors may influence this ratio."

Tags:inventory, product, turnover, profit, margin, earnings

Abstract
This paper is a case study of Exxon Mobil Corporation's efforts to improve performance and to set another benchmark in the oil industry. The author points out that this case study deals directly with the downstream fuels marketing strategies, employed by Exxon Mobile in 2005. Downstream oil fuels industry critical success factors include strong brand image and name recognition, high quality products, extensive financial resources, strong market intelligence, and developed sales and distribution infrastructure. The paper includes recommendations and implementations in the areas of human resource development and the retail gasoline sector.
An attractive paper with color graphs.

Table of Contents:
The Case
Company Background
Mission
Goals and Objectives
Strategies
Assessing Strategic Situation
Market Structure and Competitive Landscape
Porter's 5 Forces Analysis
Competitive Advantages
Critical Success Factors Alternatives
Recommendations
Pursue Human Resource Development Initiatives
Implement Retail Gasoline Solutions from IBM
Implementation
Human Resource Development
Retail Gasoline Solutions
Contingency Planning

From the Paper
"It goes without saying that oils/energy industry is very large. The oils industry can be divided in two major sectors: upstream and downstream. The upstream sector of the oil industry is engaged in oil exploration an extraction. For the purposes of this case study analysis, the focus will be on the downstream sector which is engaged in refining, supply, marketing and sales of fuels, specifically, on the downstream oil fuels marketing."
"Exxon Mobil's competitors represented two classes of competition, which included major firms, such as British Petroleum."

Tags:financial downstream retail, human resource, competitive advantages

Abstract
This paper provides pro forma statements in the form of an income statement and balance sheet for Exxon Mobil Corporation. The paper explains that financial analyses and pro forma statements provide companies with a vital means of determining past and present performance, as well as projecting future standings. The paper concludes that, based upon the linear calculations, Exxon Mobil's management needs few recommendations.

Outline:
Projected Income Statement (includes tables)
Projected Balance Sheet (includes tables)
Conclusion

From the Paper
"In order to build a pro forma balance sheet using the percent-of-sales method, it is help to construct a table of pertinent data. The following table provides data retrieved from Exxon Mobil's 2006 financial statements, and determines percentages for key items necessary to extrapolate in the formation of a projected balance sheet.
"Once the data is taken from previous financial statements and the percentages are calculated, it becomes possible to construct the projected balance sheet."

Tags:projected, income, balance, sheet

Abstract
This paper explains that financial analysis of companies plays a vital role in the investment community. The author points out that ratios are a key part of this analytical processes, often revealing numerous aspects of a corporation's inner workings. The paper describes and uses eight key ratios to analyze Exxon Mobil and Chevron companies: current ratio, quick ratio, inventory turnover ratio, average collection period, total asset turnover, debt-to-equity, net profit and price-to-earnings ratio. The author reports that Exxon Mobil fared better on five of these measurement while Chevron only fared better on two. The paper concludes that, if an investor were to consider buying stock in the oil industry, based purely on past financial statements, Exxon Mobil may be the better choice. The paper includes tables.

Table of Contents:
Exxon Mobil and Chevron - Financial Data
Current Ratio
Quick (Acid-Test) Ratio
Inventory Turnover
Average Collection Period
Total Asset Turnover
Debt to Equity Ratio
Net Profit Margin
Price to Earnings Ratio
Conclusion

From the Paper
"One of the more important ratios, net profit margin, is an overall indicator of the profitability of a company. It is determined by taking net profit after taxes and dividing by sales. Exxon Mobil reported, in millions, $36,130 and $39,500 for net profit after taxes; and $358,955 and $365,467 in sales for the years 2005 and 2006, respectively. When calculated, the net profit margin was 10.1% for 2005 and 10.8% for 2006. This represents an overall increase in the efficiency of management and indicates that over a one-year period that Exxon Mobil has become more profitable."

Tags:debt, equity, problems, turnover, investors

Abstract
This paper presents a detailed discussion about the environmental impact that Exxon-Mobil has on the world as well as the social impact that it has. The author takes us on a tour of the issues and details many of the solutions that Exxon has proposed as well as what the future holds for the corporation.

Abstract
The paper examines Exxon's yearly revenues and growth. The paper explains that the 2005 revenue figures have shown an increase since the last year's results during the same period, due to an increase in the price of a crude oil barrel and the repositioning of the company. The paper evaluates the 2006 budget as one that will profit from the operational areas where the company is already relying on a huge success (crude oil, recognized brands), while planning to develop and sustain secondary areas of activity where it can become highly successful in time (smaller brands, the chemical industry, gasoline refining). The writer concludes that in his/her opinion, this kind of strategy will provide a balanced approach to long-term development.

From the Paper
"The 2005 revenue figures have shown a remarkable increase since last year results during the same period. On one hand, these were generated by an increase in the price of crude oil barrel, which has attained levels of over $60 in the last couple of months. On the other hand, the management team has thought out a certain repositioning of the company, which meant that some of the other sectors where the company is operating, such as the chemical industry or the gasoline refining market, although less profitable than the crude oil extracting operations, have begun to show small financial profits."

Tags:revenues, growth, finance, crude, oil

Abstract
This paper examines the energy industry in respect to the corporation of ExxonMobil, a recently formed conglomeration of the Exxon and the Mobil fossil fuel manufacturers. This paper qualitatively examines the merger of ExxonMobil and its business strategies in order to clearly present the overall corporate power that is found in this giant commercial entity. This paper reflects a model as established by Michael Porter, which reflects the five competitive forces of entry barriers, buyer power, supplier power, substitution and rivalry.

Abstract
This paper examines two organizations: Exxon Mobil and The Body Shop. It suggests that in the case of The Body Shop, the presence of an ethical code has increased their commitment to ethical marketing practices. However, in the case of Exxon Mobil, the presence of an ethical code does not necessarily ensure a strong commitment to ethical marketing practices. It concludes that the presence of an ethical code can only increase organizational commitment to ethical marketing practices if it is enforced by either an ethics officer or an ethical awareness program. In addition, it shows how the effectiveness of ethical codes can vary between organizations and industries.

From the Paper
"The Body Shop is an organization that set themselves tough standards within their code of ethics; their mission is to dedicate its business to the pursuit of environmental and social change (Anon 1, 2004). In an organizational context, the code of ethics has been developed in order to support the marketing objectives and the mission statement of the company. Due to the size of the company, the actions of the Body Shop are visible to the public and the external pressure to manage ethical activities is far greater than that of a smaller company (Weaver, 1993). Therefore, any mismanagement of ethical activities will reflect badly on the company and contradict the high expectations that have been outlined within the code of ethics. Weaver (1993) reinforces this perspective suggesting that it can be potentially dangerous for a company to use ethics as a positioning tool."

Tags:body, exxon, mobil, shop