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Internal analysis of Inpex based on SWOT

Discuss about the Present Research and Future Avenues.

Inpex Global is a dynamic and determined part of the Inpex Corporation which is a leading and independent global producer and explorer of gas and global oil. The organization is a part of the business community in many countries of the world for greater than 30 years. Inpex has been able to deliver economic benefits and local jobs in the regions like, Japan, Indonesia, Eurasia. The headquarter of the organization is located in Perth and it has its offices in Darwin, Broome, Northern Territory and Kimberly (Inpex.co.jp. 2018). The portfolio of Inpex Corporation include its flagship project named, Ichthys LNG Project. The vision of the organization is mainly to become the top international gas and oil corporation in the industry. Natural gas is the core of business and Inpex has the aim to grow inti the integrated energy related organization with the help of its contribution to the stable supply of energy (Inpex.co.jp. 2018).

The organizational structure of Inpex Oil and Gas is functional in nature. The efficient team of the organization works under the CEO of the organization. The directors of the organization work directly under the CEO and the managers of the various departments operate under the directors. The operating personnel further operate under the managers of the various departments of the company (Anifowose et al., 2016). Inpex Oil and Gas employs more than 3000 employees on a global basis. The various managers are responsible for the operations in different countries. The company has a technical team which is knowledgeable and efficient in nature. The relationships between the managers and the employees have been the major factors which have affected the operations of Inpex (Badiru & Osisanya, 2016).

Strengths – The project portfolio of the organization is diversified in nature which helps it gaining high dividends and further get a competitive advantage in the industry. The operational efficiencies of the organization have been able to provide them with huge levels of operational profits. The strong focus of the organization on research and development have provided it with a technical edge over the other companies (Bansal & DesJardine, 2014). The revenues and the net profits of the organization have always been high. The employee base of the organization is more tham 3000 and it has its operations in almost five countries.

Weaknesses – The decline in the production of natural gas has led t huge losses for the organization and the revenues have also decreased. The growth that has occurred in the usage of renewable resources have also caused losses to the revenues of Inpex. The non-conventional sources of energy are being promoted on a large scale, which are able to affect the revenues of the organization (Bjerga & Aven, 2015).

External analysis of Inpex based on PESTLE

Opportunities – The expansion related initiatives that are takedn by the organization has given it a wider reach and increased its potential as well. The growth that is experienced in the demand for global energy has been able to provide the profits to the company. The medium and the long-term business related strategies of the organization have been able to generate profits to the organization. This has also strengthened its position in the market (Cavusgil et al., 2014).

Threats – The competition that is faced by Inpex in the oil and gas industry is also quite high. There are other organizations in the market which have greater amounts of financial resources, geographical reach and credit access. The operations of the organizations in this sector is based on the federal and the state governments of the countries where they operate (DaSilva & Trkman, 2014). The fluctuations that take place in the prices of gas and oil in the countries can also impact the operations of this organization in an adverse manner. The natural disasters can also cause huge losses to the revenues of Inpex (Ferreira et al., 2014).

Political factors – The business environment in Australia is safe and stable for the operations of any type of organization. The political environment of the country is stable and is welcoming for the operations of business organizations belonging to any sector. The oil and gas sector of Australia has shown booming growth and gas further affected the operations of organizations like Inpex in a positive manner (Ford, Steen & Verreynne, 2014). The country has a growing economy and stable political environment for business. The country also consists of educated, skilled and multi-lingual population.

Economic factors – The prices of the properties are higher in Australia as compared to the levels of income. The population of the country is growing and incomes are rising further. The growth rate of the Australian economy is also quite high and the GDP of the country is higher as compared to that of UK. The unemployment rates in the country is also low. This stable economy of the country has helped in the further if growth of Inpex (Frank et al., 2016).

Social factors – The changes that have occurred in the social trends of Australia have affected the revenues of Inpex. The society of the country is divided by three class4esw which include, the working class, the middle class and the upper class. The rise in the people belonging to working class have further increased the growth rates of the organization in Australia (Klettner, Clarke & Boersma, 2014).

Risks that are faced by Inpex

Technological factors – The technological factors of the countries mainly help in the reduction of costs related to the various operations. The technological industry of Australia is however facing major issues that are created due to the tensions that have occurred between the researchers and the government. This issue can affect the revenues of Inpex in Australia as the company has to spend more in its operations (Kolk, 2016).

Environmental factors – The increasing number of or industries in Australia have proved to be a significant issue related to the climate change that has occurred in the country. The government has therefore started taking major steps so that the levels of pollution in the country can be reduced in an effective manner. Inpex has to take care and follow the various environmental restrictions that have been placed by the government of Australia related to the operations of various organizations in the country (Lechner & Gudmundsson, 2014).

Legal factors – The legal factors that are related to a country affect the costs of the firm and the wages that it provides to the employees of various levels. The Australian government maintains the sanctions and laws that are related to the United Nations Security Council which requires the individuals and the organizations to comply with certain specific laws (Ledezma et al., 2015). The multinational organizations like Inpex further need to analyse these compliance laws before they enter the market.

The risks that are associate with the business operations of Inpex are, the risks that are related to the failure of the exploration, production and the development process of the organization. The risks that are related to the changes that can take place in the reserves of the company. The high intensity of capital investment that is involved in the period between the exploration to the sales of the products that are offered by the organization (Rugman & Verbeke, 2017). The funds that are invested by the organization cannot be recovered for a long time and this acts as a major risk to the other business operations of Inpex.

The partnerships that are formed by the organization as an attempt to reduce or mitigate the risks can also be a major risk for the operations of
Inpex. The joint ventures that are made by the organizations like Inpex can act as a risk to the business operations as the decision-making process becomes complex and involves the partners of the company (Sadaghiani et al., 2015). The operational accidents that can occur during the production process is a major risk to the successful and effective operations of the company.

The risks that are faced by Inpex in the business environment can be mitigated to some extent as the majority of these risks are not completely under the control of the organization itself. The organization can however increase the investment that it makes in the production process so that the speed can be increased and the time is reduced (Schaltegger et al., 2016). This will help in decreasing the risks that are related to the blockage of funds in the process. The company needs to implement high level security and safety equipments in the various facilities so that the operational risks and the accidents can also be reduced (Shukla & Karki, 2016).

The highly efficient and skilled team of the organization can help Inpex in achieving its objectives faster. The organization has received the highest rank in the industry of global energy suppliers. The activities of Inpex in Australia are mainly related to the ways by which it can achieve its vision. The employees of the organization are skilled and capable and they contribute to the success of Inpex in its global operations (Spender, 2014). The production and operations department of the organization is also highly dynamic which has assisted the organization to successfully set up its business in Australia.


References

Anifowose, B., Lawler, D. M., Van der Horst, D., & Chapman, L. (2016). A systematic quality assessment of Environmental Impact Statements in the oil and gas industry. Science of the Total Environment, 572, 570-585.

Badiru, A. B., & Osisanya, S. O. (2016). Project management for the oil and gas industry: a world system approach. CRC Press.

Bansal, P., & DesJardine, M. R. (2014). Business sustainability: It is about time. Strategic Organization, 12(1), 70-78.

Bjerga, T., & Aven, T. (2015). Adaptive risk management using new risk perspectives–an example from the oil and gas industry. Reliability Engineering & System Safety, 134, 75-82.

Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., & Rose, E. L. (2014). International business. Pearson Australia.

DaSilva, C. M., & Trkman, P. (2014). Business model: What it is and what it is not. Long range planning, 47(6), 379-389.

Ferreira, M. P., Santos, J. C., de Almeida, M. I. R., & Reis, N. R. (2014). Mergers & acquisitions research: A bibliometric study of top strategy and international business journals, 1980–2010. Journal of Business Research, 67(12), 2550-2558.

Ford, J. A., Steen, J., & Verreynne, M. L. (2014). How environmental regulations affect innovation in the Australian oil and gas industry: going beyond the Porter Hypothesis. Journal of Cleaner Production, 84, 204-213.

Frank, A. G., Dalle Molle, N., Gerstlberger, W., Bernardi, J. A. B., & Pedrini, D. C. (2016). An integrative environmental performance index for benchmarking in oil and gas industry. Journal of Cleaner Production, 133, 1190-1203.

Inpex.co.jp. (2018). INPEX CORPORATION. [online] Available at: https://www.inpex.co.jp/english/ [Accessed 8 Apr. 2018].

Klettner, A., Clarke, T., & Boersma, M. (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy. Journal of Business Ethics, 122(1), 145-165.

Kolk, A. (2016). The social responsibility of international business: From ethics and the environment to CSR and sustainable development. Journal of World Business, 51(1), 23-34.

Lechner, C., & Gudmundsson, S. V. (2014). Entrepreneurial orientation, firm strategy and small firm performance. International Small Business Journal, 32(1), 36-60.

Ledezma, F. D., Amer, A., Abdellatif, F., Outa, A., Trigui, H., Patel, S., & Binyahib, R. (2015, June). A market survey of offshore underwater robotic inspection technologies for the oil and gas industry. In SPE Saudi Arabia Section Annual Technical Symposium and Exhibition. Society of Petroleum Engineers.

Rugman, A., & Verbeke, A. (2017). Global corporate strategy and trade policy. Routledge.

Sadaghiani, S., Ahmad, K. W., Rezaei, J., & Tavasszy, L. (2015, April). Evaluation of external forces affecting supply chain sustainability in oil and gas industry using Best Worst Method. In Gas and oil conference (Medgo), 2015 international Mediterranean (pp. 1-4). IEEE.

Schaltegger, S., Hansen, E. G., & Lüdeke-Freund, F. (2016). Business models for sustainability: Origins, present research, and future avenues.

Shukla, A., & Karki, H. (2016). Application of robotics in onshore oil and gas industry—A review Part I. Robotics and Autonomous Systems, 75, 490-507.

Spender, J. C. (2014). Business strategy: Managing uncertainty, opportunity, and enterprise. OUP Oxford.

Yusuf, Y. Y., Gunasekaran, A., Musa, A., Dauda, M., El-Berishy, N. M., & Cang, S. (2014). A relational study of supply chain agility, competitiveness and business performance in the oil and gas industry. International Journal of Production Economics, 147,531-543.

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