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BP Amoco: integrating competitive and financial strategy: Part Two: financial strategy and valuation measurement

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  • Stonham, Paul

Abstract

Part Two of this Case Study of BP Amoco examines the rôle of finance and financial strategy in BP Amoco between 1990 and 2000 to see where and how far they were supportive and complementary to competitive strategies pursued by the company's senior managers, and if they were ever pro-active. Models of value creation by Damodaran and Rappaport are considered as generic background and the relationship between financial strategies and performance and competitive strategies examined by using a sample of ratios suggested by McKenzie. Part Two concludes with valuation of BP Amoco, applying several metrics: total returns, asset value, earnings multiples and discounted cash flows (specifically, economic value added).

Suggested Citation

  • Stonham, Paul, 2000. "BP Amoco: integrating competitive and financial strategy: Part Two: financial strategy and valuation measurement," European Management Journal, Elsevier, vol. 18(5), pages 511-518, October.
    • Handle: RePEc:eee:eurman:v:18:y:2000:i:5:p:511-518
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    Cited by:

    1. Chaiyapa, Warathida & Esteban, Miguel & Kameyama, Yasuko, 2018. "Why go green? Discourse analysis of motivations for Thailand's oil and gas companies to invest in renewable energy," Energy Policy, Elsevier, vol. 120(C), pages 448-459.

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