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9B16M155 INDIAN OIL CORPORATION: VERTICAL SPECIALIZATION TO VERTICAL INTEGRATION Sushil Kumar and Satyasiba Das wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) [email protected]; www.iveycases.com. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-09-21 Indian Oil Corporation Limited (IOCL) was a large public sector company operating in the downstream segment of the highly regulated Indian oil and natural gas (O&NG) industry. It made large investments in the segment-specific assets in refining and distributing petroleum products. In fiscal year (FY) 2014/15, the annual turnover of IOCL was ₹4,507 billion (US$73.7 billion),1 and its net profit was ₹52 billion.2 The strategic positioning of the company was heavily influenced by its social agenda, and supported by the government. After the liberalization of the Indian economy, the company was faced with serious competition from the private sector, and had limited access to the upstream segment. In 2015, IOCL attempted to integrate vertically, in order to become an integrated energy company. The senior management team evaluated the challenges and strategic choices available to IOCL in terms of integration to exploration, brownfield investment in the petrochemicals sector, and modernization of refineries. The key question before the team was how to distribute the resources among these strategic choices. BACKGROUND IOCL was the highest ranked Indian corporation in the Fortune Global 500 listing (96th position) in 2014. Its business interests straddled the entire hydrocarbon value chain (see Exhibit 1). However, IOCL’s core business areas included refineries, pipelines, marketing and distribution, and research and development (R&D) of petroleum products. In 1964, IOCL was incorporated as Indian Oil Company, with an ambitious vision to lead globally through technological innovation, and to foster lifelong relationships with customers. The company’s social agenda was to reach every corner and citizen of the country, and to provide them access to petroleum products and cooking gas, irrespective of commercial viabilities. Its retail outlets operated across India from Leh—the highest point of India—to the Andaman and Nicobar Islands in the Indian .
9B16M155 INDIAN OIL CORPORATION VERTICAL SPECIALI.docx
9B16M155 INDIAN OIL CORPORATION VERTICAL SPECIALI.docx
ransayo
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WEEKLY NEWS (4
TH OCT – 10 TH OCT) Prabhjot Kaur 94972238294
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