The history of BP officially began in 1909, but the foundation of the company was already established in 1901 thanks to the efforts of William Knox D'Arcy. Today, the concern is recognizable by one of the largest gas station chains, as well as thanks to Castrol engine oil. However, what was the beginning of the path of the oil company?

The story began in 1901 by an enterprising resident of England named William Knox D'Arcy, who received a positive response from the Shah of Persia. Before William, the opportunity opens up to search for and develop oil reserves in Persia, but there was a restriction on five provinces that were located next to the territories of Russia.

William, after receiving approval, immediately gets to work, hiring an engineer named George Reynolds to help him. George was supposed to just look for oil deposits in Persia.

Persia is an interesting country with many disadvantages: bad climate, difficult terrain, unstable political situation. All in all, Reynolds' first assignment was unusually difficult. Time passes steadily, oil deposits are not discovered, even despite all the work of George Reynolds.

Meanwhile, the financial situation of William D'Arcy is deteriorating sharply. To continue the search for oil, he starts looking for investments. And in 1905 he successfully finds them - the Burman Oil company allocated an amount to continue the search.

Only three years later, George Reynolds and his team accidentally discover a rather large oil field in the south of Persia, in Mashid-i-Suleiman. The development of these oil deposits was started immediately, which marked the recognition of the region as an oil producer.

In 1909, the "Anglo-Persian Oil Company" was created, which later became the basis of BP. The company was established to work out the concession and develop new deposits. The shares in the oil company were distributed among Burman Oil (it owned 97% of the shares) and Lord Strathcona, who became one of the company's first chairmans.

But back to the founder of the first oil field - William D'Arcy. In the "new" company, he was assigned the role of director, and he was on the list of members of the board of directors. But even so, he did not play a significant role in the management and affairs of the enterprise. William remained with the company until his death in 1917.

The commercial development of the company's field fell to Charles Greenway, who was also one of the founding directors of the company. In 1910, he was elected to the post of executive director and four years later became chairman, replacing Strathcona on the spot.

In his new post, Greenway turns to the British Government for funding for the company. The fact was that he and many shareholders were afraid that their company would be absorbed by the large Royal Dutch Shell, and it was necessary to continue to grow and develop further.

Therefore, it was decided to offer mutually beneficial cooperation to the British government, under which the oil company received an influx of capital and the opportunity to sell its fuel in Britain, and the government a safe and constant supply of "black gold" for the country's military forces (more precisely, for the fleet).

The signing of the agreement was preceded by long negotiations, and only in 1914, on the eve of the First World War, all the formalities were settled and an agreement was signed. The British government invested two million pounds in the company, in return for receiving a larger share in the capital of the oil production and, of course, the supply of fuel to the country.

The active expansion and development of the company begins. The plant's gasoline is now also packaged in two-gallon cans. The fuel of the Anglo-Persian Company begins to be supplied to Iraq and Iran.

Later, an international chain of marine stations (storages) is created. The company already at this point in time owned several oil refineries, and also continued to build new ones.

In 1927, Greenway left the company, having achieved his goal - the Anglo-Persian Company, under his leadership, took a leadership position in the oil products market. Eight years later, the company changed its name to a new one - the Anglo-Iranian Oil Company.

Europe is going through a crisis, post-war devastation, and most importantly, it is in great need of oil. Demand in these years is unusually increasing, which allows the oil company to start expanding its business. Thus, the capacity of the oil refinery in Abadan was increased, which later became one of the largest in the world.

The Anglo-Iranian Company does not stop only at oil production and is actively starting to develop the field of petrochemistry. In 1947, together with Distillers, an enterprise known as British Hydrocarbon Chemikals was created.

At the same time, problems begin to brew on the horizon. In Iran, the term of the concession for oil production was coming to an end. The company's management with the government has long begun to enter into negotiations to extend the permit, but to no avail. As a result, in 1951, Iranian assets were nationalized, which led to a major resonance in world society. The governments of the United States and Britain were involved in the conflict.

Three years later, the conflict was resolved by forming an alliance of oil companies, which, with the permission of the Iranian government, again restored the oil industry. In 1954, the Anglo-Iranian Company changed its name to the British Petroleum Company, which owned a 40% stake in the alliance.

BP management has taken note of the recent problems and decides to gradually reduce the share of Iranian oil in total turnover. In Kuwait and Iraq, the production of crude oil is rising sharply, and in Europe new oil terminals are being built (they were located in Aden and in Australia). Work is also underway on the development of other areas, so in 1952 a plant was bought, the profile of which was the production of lubricants.

Today the company is known as one of the largest oil producing concerns, which is also involved in other energy sectors. This was influenced by the discovery of hydrocarbons in the North Sea, in Alaska. And it all started with the early discovery of Shell in 1959 - huge deposits of gas were found on the very edge of the sea, near Groningen.

Encouraged by discoveries in the North Sea, many companies began to explore the sea for undiscovered natural gas deposits. British Petroleum was the first to succeed; in 1965, the company's specialists discovered a gas field in West Soul. And five years later, it becomes known about the Fortis field, which was the largest in proximity to Britain.

Four years after a decade of exploration in Alaska, an oil field is discovered in Prudhoe Bay. A little later it became known that BP owns the largest oil field in the entire US.

The company's management thought about it and decided to transfer the right to develop deposits to the specialists of an American company that had a huge distribution network and processing facilities. The choice fell on Standard Oil and in 1969 a cooperation agreement was signed.

On January 1, 1970, the agreement officially entered into force, Standard Oil transferred the temporary right to develop the Prudhoe Bay field. In return, BP received a quarter of Standard Oil's capital.

But apart from the successes, there have been events in this decade that have had an impact on the history of BP. In 1973, oil prices overheated and demand for raw materials fell as a result. For the first time since 1952, BP's oil sales began to decline.

Only five years later, sales returned to their previous level, but there was a revolution in Iran and prices jumped again. And in 1979, BP lost its assets in Nigeria because they were nationalized.

However, the events that took place during the 70s affected all companies in the oil industry. Only thanks to the active development of BP outside the Middle East, the company was able to prove that such problems cannot ruin it.

Meanwhile, in Alaska, commissioning work on an 800-mile oil pipeline was being completed, which made it possible in 1977 to begin developing raw material deposits in Prudhoe Bay.

Let's go back a little. BP is known at the same time as a manufacturer of food products. So in the 50s, researchers from the French branch of the company began to invent a procedure for converting oil into protein. Development was later frozen, but BP did not leave the food processing sector.

Since the mid-1970s, BP has been making pet food and consumer products. And in 1986, the concern's management decides to acquire the American company Purina Mills, which allowed the BP Nutrition division to become one of the world's largest suppliers of flour.

Later, BP entered the mining industry with the acquisition of the British Mining Company. The following year, 1981, Standard Oil bought the largest copper producer in America, Kennecott.

British Petroleum's interests continue to grow in the chemical field, so at the end of 1978 BP bought part of the assets of Union Carbide (it was the owner of the Energizer trademark).

However, the end of the 90s corrects the company's development strategy. The Board decides to focus on the industry that started the history of BP - hydrocarbons and oil. In 1992, almost all of BP's subsidiaries were sold, including the branch responsible for food.

What is the company like these days? Today, BP no longer stands for British Petroleum. Now BP is Beyond Petroleum, which means "Beyond Oil".

The name indicates a new vector of the company's development - a vector aimed at the production and use of alternative fuels and energy. A striking example is BP Solar, which controls 20% of the global solar energy market.

In Russia, the oil producing company is part of an alliance with TNK (the alliance is called TNK-BP), which provides 25% of BP's oil in production. BP itself is a multinational company operating in almost seven dozen countries. About 105,000 employees are involved in BP factories.

British Petroleum

TNK-BP is one of the leading oil companies in Russia and one of the ten largest private oil companies in the world in terms of oil production. The company was formed in 2003 as a result of the merger of BP's oil and gas assets in Russia and the oil and gas assets of the Alpha, Access/Renova (AAR) consortium. BP and AAR own TNK-BP on a parity basis. TNK-BP shareholders also own about 50% of Slavneft shares.

Original slogan:

Beyond Petroleum.

Russian version:Ultimate. A clean engine runs better. Behind the oil and gas and petrochemical transnational monopoly of Great Britain; 46% of the share capital is owned by the state.

In terms of sales (£20.6 billion in 1980) it ranks first in Great Britain and sixth among industrial monopolies in developed capitalist and developing countries. It specializes in the exploration, production and processing of oil, natural gas, as well as coal, non-ferrous metal ores and uranium. Explores and produces oil in 26 countries. Proved oil reserves are 1.05 billion tons (1980), of which 73% are on the continental shelf of Great Britain and the North. America. The main UK oil fields operated or developed by BP on the shelf are Fortis, Ninian (15.4% participation), Bakan, Masnus. Small onshore oil fields are located in Nottinghamshire, Lincolnshire, Dorset, Leicestershire. BP produces oil in the US through its US subsidiary in Ohio, Standard Oil Co. ("Sohio") (53% of capital); both companies own about 50% of the shares of the Trans-Alaska oil pipeline. Under the control of "Sohio" St. 50% of the reserves of the Prudhoe Bay fields (Alaska), oil and gas condensate production in the US fields (35.8 million tons, 1980).

History of creation

British Petroleum founder William Knox Arcee (William Knox D Arcy, October 11, 1849 - May 1, 1917). This successful Englishman in May 1901 received the approval of the Persian government to search for and extract oil. Chief Oil Exploration Engineer D Arcee hired George Reynolds. In the early years, the company did not achieve results. Faced with a lack of qualified personnel, the attitude of local residents, and insufficient support from the Persian government, the company's financial resources faltered. In 1905, the Burmah Oil Company invested in further oil exploration in Persia.

The history of BP began in 1908, when, after a long and exhausting search, oil was discovered in Persia. This discovery laid the foundation for the Anglo-Persian Oil Company, which later became BP. The potential of the new company was widely discussed in the press, and when its shares began to be listed on the London and Glasgow stock exchanges, people lined up to buy shares.

Despite a promising start, in 1914 the Anglo-Persian Oil Company was on the verge of bankruptcy. With significant oil reserves, the company experienced sales difficulties: cars were considered a luxury at that time, the fuel market was in its infancy, and the industrial oil market was already divided between European and American companies.

At this stage, Winston Churchill played a huge role in the fate of the company, who considered oil to be a strategically important resource necessary for maintaining the economic power of Great Britain. Churchill convinced the Cabinet that in order to ensure access to a reliable supply of oil at a reasonable price level, the government must own or at least control the sources of much of the oil needed. It was decided that the government itself would become a shareholder in the Anglo-Persian Company, which would act as the protector of Britain's national interests in the world oil market. Government investment helped the company overcome the financial crisis.

The First World War marked a new page in the history of the Anglo-Persian Company. The head of the company, Charles Greenaway, pursued a specific goal: to transform the enterprise from a supplier of crude oil into a full-cycle oil company. At the height of the war, Greenway was already able to prepare the company for post-war competition. In 1917, he purchased one of the largest fuel distribution networks in the United Kingdom, British Petroleum, from the British government. Contrary to the name, it belonged to Deutsche Bank, which in England sold its oil from Romania through it. When the war broke out, the British government took over the management of this German property. With the acquisition of British Petroleum, the Anglo-Persian Company received not only an advanced marketing system, but also a trade name. The company also developed its tanker fleet.

These actions changed the structure of the company's business. Until 1916-1917, more than 80% of its assets were in fields in Persia, and already in the next financial year, tankers and a distribution system accounted for half of the fixed capital. The company has really become complex.

The grandiose invasion of cars in the 20-30s of the twentieth century completely and completely changed the face of America and Europe. The "automobile revolution" was the cause of the flourishing of the "Anglo-Persian Company". All over Foggy Albion, like mushrooms after rain, roadside gas stations appeared with signs depicting the BP logo against the background of the British flag. If in 1921 there were 69 such gas stations, by 1925 their number had reached 6,000.

In 1935, Persia changed its name to Iran, after which the company became known as the "Anglo-Iranian".

But all good things come to an end. Everything changed in the autumn of 1939 when Great Britain entered World War II. The government came to the conclusion that in a war all competition should be excluded, so the entire British oil industry will operate within the framework of one giant concern under the auspices of the state. This concern also included the Anglo-Iranian Company. All gasoline produced by the concern was sold under the name Pool. National interests took precedence over business interests, and BP's sales growth in continental Europe declined sharply.

During the post-war reconstruction of Europe, the affairs of the Anglo-Iranian Company began to improve: it invested in factories in France, Germany and Italy, expanded its influence in Scandinavia, Switzerland and Greece.

But the fragile balance in the world soon cracked due to the crisis in the Middle East. Anti-British sentiment intensified in Iran. In 1951, the Prime Minister of Iran persuaded Parliament to nationalize the oil industry, after which the Anglo-Iranian Company's refinery in Abadan was closed and the British employees left Iran.

This path turned out to be a dead end for Iran: many countries boycotted Iranian oil supplies, and the economic situation in the country only worsened. For two years oil was not profitable, inflation was rampant, the country's situation became much worse than before the nationalization of the oil industry. This led to the removal of the prime minister and a change of power in 1952. When the parties returned to the negotiating table, an agreement was reached on the creation of a consortium of Western companies with the aim of doing business in Iran. The share of the Anglo-Iranian Company was 40%.

In 1954, by decision of the board of directors, the Anglo-Iranian Company was renamed British Petroleum Company (BP). It was determined to reduce its virtually complete dependence on the Middle East. A strategically important decision was made to look for oil in other regions, in particular in the Western Hemisphere.

To reduce BP's dependence on the Middle East, Sinclair Oil offered it joint exploration in Alaska. After costly drilling on the Arctic coastal depression of the North Slope with six wells that turned dry, both companies were ready to suspend work. However, after the companies "Arco" and "Humble Oil" discovered a large field in Prudhoe Bay, BP continued to work in Alaska. In 1987, the British government sold the last stake in BP. Since becoming a wholly private company, BP has streamlined its business and divested itself of non-core assets, concentrating on its core business of exploration and production of oil and gas, oil refining, transportation and sales of fuels. In the late 1990s, fierce competition in the energy sector set off a wave of mergers and acquisitions. BP included Amoco, ARCO, Castrol and Aral.

Brand on the Russian market

BP in Russia

In Russia, until March 2013, the company was a co-owner of the oil company TNK-BP. Gas stations operating under the BP brand belonged to TNK-BP.

In 2008, TNK-BP experienced an internal conflict, as a result of which the president and CEO of the company, Robert Dudley, was forced to leave his post.

Failed alliance with Rosneft

In January 2011, BP and the Russian state oil company Rosneft announced the creation of a joint venture that will develop offshore oil and gas fields in the Kara Sea (Rosneft will own 66.67% in it, BP - 33.33%). The companies also agreed on an exchange of shares (the Russian company will receive 5% of ordinary voting shares in BP, and the British company will receive 9.5% of Rosneft shares). The deal received mixed reviews from commentators. Thus, a representative of the investment bank Barclays Capital called it a manifestation of the mutual trust of the parties. On the other hand, critics noted the dubious legal purity of the deal. The influential British weekly The Economist used the words buying up stolen goods, recalling that there are lawsuits from Yukos shareholders against the Russian government for more than $100 billion.

January 2011, BP and Rosneft signed a framework agreement on strategic partnership in Davos.

The Russian co-owners of TNK-BP (50% owned by BP, and another 50% by the AAR consortium, including Alfa Group, Access Industries and Renova) criticized the BP deal with Rosneft, pointing out that according to terms of the agreement with BP, the British company was not to keep the shares of Rosneft, but to offer them to TNK-BP. The head of BP explained this deviation from the agreement by the fact that the new alliance is aimed at developing underwater fields, while TNK-BP develops mainly oil production on land. Later, the Russian shareholders of TNK-BP applied to the London court with a claim to suspend the deal between BP and Rosneft. On January 31, 2011, in protest against the deal, the Russian shareholder of TNK-BP decided to block the payment of dividends in the amount of $1.8 billion.

In March 2011, the Stockholm Arbitration Court ruled to ban the deal between BP and Rosneft. During the spring of 2011, BP, Rosneft and the Russian shareholders of TNK-BP tried to find a compromise on the modification of the announced agreement, but on May 17, 2011 it became known that the deal was finally broken.

Sale of TNK-BP

October 2012, it was announced that Rosneft had agreed with the shareholders of TNK-BP on its purchase. It is assumed that BP for its share should receive $ 17.1 billion in cash and 12.84% of the shares of Rosneft, which are on the balance sheet of the Russian company, and another shareholder of TNK-BP, the AAR consortium - $ 28 billion (with both transactions independent of each other). As expected, after the completion of the transaction, the British BP will own 19.75% of the shares of Rosneft. On March 21, 2013, TNK-BP was completely taken over by Rosneft, whose director is Igor Sechin.

Trademark Feature

The company produces oil and gas in many parts of the world, both onshore and offshore. BP proved reserves in 2009 amounted to 1.4 billion tons of liquid hydrocarbons, 1.26 trillion m ³ natural gas. owns oil refining and petrochemical facilities, a network of filling stations, produces oils under the Castrol brand.

The company also owns shares in 10 gas pipelines and five regasification terminals in the North Sea.

The company owns a 47% stake in a gas pipeline in Alaska, as well as several receiving terminals for liquefied natural gas in the Gulf of Mexico.

The company has a division BPSolar, engaged in the production and installation of photovoltaic cells BP is one of the main players in the hydrogen energy industry. The company builds hydrogen filling stations and supplies hydrogen for them. Participates in various hydrogen demonstration projects around the world.

BP lubricating oils have been on the Russian market for over 12 years.

Sales of lubricants in Russia are carried out by Setra Lubricants LLC. The company employs over a hundred people.

The company has an extensive network of about 70 distributors. Today, the turnover exceeds 100 million US dollars per year. Sales of oils under the BP brand in Russia and other CIS countries have been growing rapidly since the beginning of 2001 after BP acquired Burma Castrol. With annual sales expected to grow by 30 - 35% by 2010, the turnover could reach almost 200 million US dollars per year.

Industrial oils

PRODUCTTYPE / TYPEPACKAGE / PACKAGEPRICEBP ENERGOLDL-MP 30/40DRUM 208 L / 185 KGS$ 274BP ENERGOLDS3-153/154DRUM 208 L / 185 KGS$ 277BP ENERGOLCLO-50MDRUM 208 L / 185 KGS$ 296BP ENER GOLGR-XP - ALL GRADESDRUM 208 L / 185 KGS$ 522BP ENERGOLHV - ALL GRADESDRUM 208 L / 185 KGS$ 555BP ENERGOLTHB-68DRUM 208 L / 185 KGS$ 538BP ENERGOLLPT-F46DRUM 208 L / 185 KGS$ 560BP ENERGOLRC-100DRUM 208 L / 185 KGS$ 538BP VANELLUS15W40 - MULTIGRADEDRUM 208 L / 185 KGS$ 632BP VANELLUSDD-40 - MULTIGRADEDRUM 208 L / 185 KGS$ 644BP ENERGOLIC-HFX 203/204DRUM 208 L / 185 KGS$ 282BP ENERGOLIC-HFX 303/304DRUM 208 L / 185 KGS$ 289

Lubricants

PRODUCTTYPE / TYPEPACKAGE / PACKAGEPRICEBP ENCREASEMM-EP2PRICE PER 100 KG$ 549BP ENCREASEOGPRICE FOR 100 KGS$ 583BP ENCREASEWRP$ 786

Baltic Petroleum Company (BP - 100%) was established in 1993 to supply lubricants to ships of international companies calling at the port of St. Petersburg. The company gradually expanded the scope of its activities and began deliveries to certain segments of the Russian shipping market.

BP Marine has two brands of lubricants - BP and Castrol. Products of both brands are now manufactured in St. Petersburg at a compounding facility under strict adherence to international quality control standards adopted by BP.

The largest Russian clients operating on international routes use the services of BP Marine all over the world.

<#"justify">nc5973Engine oil BP VISCO 3000 10W40, 4L<#"justify" height="99" src="doc_zip2.jpg" /> <#"justify">nc5971Engine oil BP VISCO 5000 5W40 4L<#"justify" height="99" src="doc_zip3.jpg" /> <#"justify">nc4125 Engine oil Castrol 10W40 Magnatec A3/B3 4L<#"justify" height="98" src="doc_zip4.jpg" /> <#"justify">nc3786 Engine oil Castrol 5W40 Magnatec C3 4L<#"justify" height="98" src="doc_zip5.jpg" /> <#"justify">nc5921 Engine oil CASTROL EDGE FST 10W60, 1L<#"justify">BP is one of the world's leading suppliers of jet fuel, oils and special fluids.

This division of BP serves all sectors of the aviation industry and is present at more than 1,200 airports in 90 countries. Air BP also advises its partners on technical and engineering issues. In Moscow, it helps passenger, cargo and charter airlines in Russia and the CIS quickly meet fuel needs at international airports. Air BP is the main fuel supplier and tanker outside of Russia for such airlines as Aeroflot, Transaero, Sibir and many others.

BP provides advice on aviation oils and cooperates with Russian developers and manufacturers of aircraft engines to certify Air BP and Castrol aviation oils for use on Russian aircraft.

Official distributors of BP lubricants in Russia

Moscow; Nordic-Oil www.oilservice.ru

"Redital" Moscow region, Dzerzhinsky

St. Petersburg AMG Mikado Company www.spareparts.spb.ru

Barnaul LLC "SIBOIL" www.sibcastrol.ru

Belgorod Branch of "American Machinery Company"

Blagoveshchensk

LLC "InterAvto"

Vladivostok; Eastern Republic 690001

Volgograd; Profit League www.profitvolga.ru

Voronezh Caster LLC

Irkutsk OOO "InterAvto"

Kazan Expressoil

Kaliningrad "Evers-Invest"

Kaluga; "Limousine"

Kemerovo LLC "SIBOIL"

Kirov MEGA-OIL Kirov LLC

Krasnodar "Hi-Tech"

Krasnoyarsk "Oil-D"

Nizhny Novgorod MEGA-OIL LLC

Novokuznetsk LLC "SIBOIL"

Novosibirsk "SIBOIL"

Omsk "Granik-Auto"

Rostov-on-Donut "Profit League"

Samara LLC "PTK "Valdai"

Saratov PTK "Valdai"

Ulan-Ude OOO "InterAvto"

Ufa "Gorst-SM"

Khabarovsk LLC "InterAvto"

Chita LLC "InterAvto"

Cheboksary MEGA-OIL LLC

Yaroslavl "BERG"

Consumers. Characteristics of the target audience

The results of the marketing service, namely the analysis of the external environment, led TNK-BP to realize the need to expand the circle of the target audience, which in turn served as the fourth condition for the formation of a promotion system and modification of methods and means of promotion. The impetus for a reassessment of real and potential customers was a global marketing study conducted by the marketing and brand department in 2011, which showed that people from 35 to 55 years old, of average and above income, refuel at BP stations. It turns out that the company to a lesser extent covers a young and promising audience. This is the first result of the study. The second is that young and modern people, who also drive good cars, refuel a lot - they refuel, mostly at competitors' gas stations. This research has changed the way we look at our customers in many ways, and has led to the fact that BP needs to analyze the lifestyle and hobbies of an unreached audience. The first point of contact with young consumers was car clubs, which have recently been actively developing on the Internet. In automobile clubs, mostly young people are registered - this is exactly the target audience from 20 to 30 years old, they are very active, they travel a lot, communicate and refuel accordingly, they have modern, expensive cars.

On the forums of these car clubs, BP brand managers conduct online surveys, asking questions such as “Which gas stations do you fill up at?”, “How often?”, “Have you filled up with the new Pulsar fuel?” - to understand the activity of consumers. Also on such forums, an online consultation with a BP specialist is available, who will answer questions of interest on the technical characteristics of the fuel, its effect on the engine, and many other questions. In the course of such an event, in order to attract more customers and increase consumer loyalty to the BP brand, the result was obtained: the number of attracted active users amounted to more than 1200 people out of the planned 100. Thus, the circle of real and potential consumers for the company began to grow, and the promotion system be improved, since each target segment needs an individual approach and selection of means of influencing it.

In the course of the analysis of the conditions for the formation of a system for promoting goods to the market, the existing system in the company is studied, analyzed and evaluated, the factors affecting it are studied, the development of the system is predicted in such conditions and, which is no less important, thanks to a clear understanding of such conditions, an experienced marketer can make advance adjustments in the functioning of the system and influence the course of events.

The relevance of studying the conditions for the formation of a promotion system for TNK-BP is due to the fact that, on the one hand, it is a thorough and comprehensive study of the market, demand, customer needs, and orientation of the company's capabilities to them. On the other hand, the formation of an information and methodological base for active influence on the market and existing demand, on the formation of needs and consumer preferences.

After analyzing the consumer market, I found that more than 50% of the population aged 25-55 purchase oils and gasoline for various engines (cars, motor boats, yachts, etc.), explaining that these are:

Pretty high quality product (quality control).

Maintenance service (person helping to refuel the car, washed floor).

Welcoming and polite staff.

Promotions, bonuses from the company.

Convenient location and access.

This is a time-tested company with a good status.

All amenities (cafe, toilet, shop with all necessary goods).

More and more people around the world are now switching to BP oils and fuels.

Why do most people who own a vehicle consume BP fuel?

BP Ultimate 95 fuel is designed to keep your vehicle running at 100%, regardless of make or model, to keep your engine clean, improve efficiency and reduce emissions. Oils such as:

Motor oil BP VISCO 5000 5W40 4L; Motor oil BP VISCO 3000 10W40, 4L; Engine oil Castrol 5W40 Magnatec C3 4L, etc., is a great success among the general class population and positive reviews due to its quality.

Having studied the consumer market, we can say that industrial oils, such as: BP ENERGOL DL-MP 30/40; BP ENERGOL DS3-153/154 ;BP ENERGOL CLO-50M ;BP ENERGOL GR-XP ALL GRADES ; BP ENERGOL HV - ALL GRADES are available throughout Russia and are superior in quality to many brands of oil industry companies, thus being in demand among the majority of the population.

Buying BP products, the consumer is completely sure that the machine does not work for wear and does not require technical inspection with the replacement of parts that work together with oils.

Competitors

The Seven Oil Sisters are the seven largest companies that control more than half of the oil market: Exxon Mobil Corporation (NYSE: XOM) is an American company, the largest private oil company in the world, one of the largest corporations in the world in terms of market capitalization ($417, 2 billion as of January 28, 2013, $336.5 in May 2009 based on the FT 500 market capitalization rating).

In 2007, it took 2nd place in the Fortune 1000 list of the largest public American companies and in the Fortune Global 500 list of the world's largest corporations (lists were compiled by revenue in 2006).

The company's headquarters is located in Irving, a suburb of Dallas, Texas. Dutch Shell - (pronounced Royal Dutch Shell) - Dutch-British oil and gas company, at the time of 2013 the seventh largest company in the world, according to Forbes 2000 (2013) and first in the Fortune Global 500 (2013). Headquartered in The Hague (Netherlands). Chevron Corporation (in Russian pronounced Chevron Corporation) (NYSE: CVX) is the second integrated US energy company after ExxonMobil, one of the largest corporations in the world. The company is ranked 5th in the Fortune Global 500 (2009). Included in the Fortune 1000 list in 2005 (3rd place). It is headquartered in San Ramon, California (USA).("Texa s Co mpany") is the name of an American petroleum retail brand. Its flagship product is its fuel "Texaco s Techron". It also owns the Havoline engine oil brand. was an independent company until its refining operations were merged into Chevron Corporation in 2001, at which time most of its station franchises were sold to the Shell oil company.It began as a Texas Fuel company founded in 1901 in Beaumont, Texas, on Joseph S. Cullinan, Thomas J. Donoghue, Walter Benona Sharp, and Arnold Schlaet at the Spindletop Oil Discovery For many years, Texaco was the only company selling gasoline under the same brand in all 50 states of the US, plus Canada, that makes it the most truly national brand among competitors.Texaco gasoline is supplied with Techron, an additive developed by Chevron since 2005, replacing the previous CleanSystem 3. The Texaco brand is strong in the US, Latin America and West Africa. It has a presence in Europe as well, for example it is a well-known retail brand in the UK, with about 1100 Texaco branded service stations. - Formerly known as Socony-Vacuum Oil Company, is a major US oil company that merged with Exxon in 1999 to form ExxonMobil. today Mobil continues as the primary brand name within the combined company, while still being a gas station sometimes paired with their own store or One the Run. Its former headquarters in Fairfax, Virginia, is currently used as the downstairs headquarters of ExxonMobil.Oil - (pronounced Gulf Oil in Russian) is a North American oil company. Gulf Oil was one of the largest oil monopolies from the 1900s to the 1980s, and was also one of the seven largest oil companies in the United States, referred to as the Seven Sisters. Gulf Oil was one of the main assets of the famous US Mellon dynasty. The head office of Gulf Oil was co-located with the head office of Mellon Bank in Pittsburgh, Pennsylvania (USA). The former headquarters of Gulf Oil, originally called "the Gulf Building" (now the Gulf Tower), is an Art Deco skyscraper. Until 1970, the Gulf Tower was the tallest building in Pittsburgh.

In 1984, Gulf Oil was taken over by Standard Oil of California, later renamed Chevron.Petroleum.

Sometimes they also include French companies: Elf, Total, ENI.

british petroleum brand market

Branding

Before 1979, BP was successful in oil trading without serious corporate advertising campaigns. However, due to political, environmental, economic and resource problems that arose in the late 70s, the company conducted market research and came to the realization that it was not receiving due positive perception from the national public and opinion makers, although it was the largest company in the UK.

Carried out since 1969, marketing research conducted by MORI (Market & Opinion Research International) was designed to monitor the state of the corporate image. And up to 1976 they showed a steady strengthening of the image, and in 1977 a negative impact on it was recorded, which was explained by the lack of corporate communications about the company's activities in comparison with its competitors.

A 1979 audit of the company by its advertising agency (Saatchi & Saatchi) found that the company's negative internal and external public perceptions were the result of preoccupation with nationalization, government interference in its affairs, and the organization's low level of understanding of its customers (Drake et al. , 1981).

Public Relations, PR. BP aims to create a positive image of the organization in society and its impeccable image. There is a persistent stereotype in society that oil and gas production harms the environment. And the company is diligently trying to wash off the "oil" stain from its reputation. To solve this problem, a whole range of PR activities is used, such as participation in exhibitions, sponsorship, social projects, etc.

Participation in exhibitions and social advertising on television is an integral feature of image formation and brand promotion of modern fuel and energy companies. It is a sponsor of sports events, professional clubs, racing teams. Their logo can be seen not only on football jerseys, but also on sports arenas, race tracks and on the cars themselves.

However, this coin also has a downside - access to information. A good example of BP's commitment to human rights is its access to information about corporate impacts on the natural environment. Publicly distributed materials of the company provide only the most general impression of the profile of their activities. Therefore, often the population has no idea at all what BP enterprises do and how they affect the state of the natural environment and public health.

The general nature of the information provided suggests that fuel and energy companies are reluctant to show the true state of affairs, including environmental protection measures, not to mention the true size of profits.

However, using its financial and information capabilities, BP does not miss the opportunity to advertise itself and create an image of a socially responsible company. To do this, they carry out various charity events, including environmental ones, allocate funds to support healthcare, education, culture and the construction of social facilities. Then information about these events is widely disseminated.

Thus, it can be argued that official information about the corporation is quite accessible, but it is not so easy to obtain any other additional information, even of a general nature, not to mention information related to the company's reputation. Only a few companies demonstrate a willingness to open dialogue. Although it is obvious that a number of them do this under pressure from the public.

BP is most willing to provide technical information that is least understood by the general public and not easily refuted or confirmed without specialist knowledge. The reasoning in this case is simple: companies have advanced technology, so the population and the public have nothing to fear.

A distinctive feature of the brand promotion strategy of the largest company BP is the aggressive advertising of its own oil refinery products, mainly motor oils. This is true for both Mobil 1 and Shell Helix oils. Recently, this trend has also been forming in the Russian market - Lukoil and TNK oils compete in terms of advertising budgets.

Conclusion

The BP Energy Outlook 2030 contains BP's projections of long-term energy trends. Based on our Statistical Review of World Energy, this outlook develops projections for world energy markets by 2030, taking into account potential developments in the world economy, politics and technology.

Basic case of perspective meditates to the best of our knowledge assessment of the likely path in the world from today's perspective, drawing on expertise from both inside and outside the company. This is not a statement about how we would like the market to develop.

The outlook highlights central role markets and well-designed policies can play to cope with the dual challenge of meeting the energy needs of the billions of people who aspire to better lifestyles and doing so in a way that is sustainable and safe.

This view focuses on North America; additional detail is available in the BP Global Energy Outlook 2030.

References

1.

Bp.com (foreign site)

En.wikipedia.org

10.britannica.com›EBchecked/topic/80326/BP-PLC (foreign site)

Kniganefti.ru›group.asp?group=5

Yell.ru›moscow/com/bp-trading…british-petroleum

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BP has been operating in the Russian oil and gas market since the early 1990s. In 1997, BP acquired a 10% stake in the oil company SIDANCO, which at that time ranked 4th among the largest Russian oil corporations. In 2002, BP increased its stake in SIDANCO to 25% plus one share.

In 2003, as a result of the merger of the Russian assets of BP and TNK, TNK-BP was created. The company, which employs about 50,000 people, is represented in all major oil and gas regions of Russia.

From 2003 to 2012, TNK-BP, the third largest vertically integrated oil and gas company in Russia, generated over $55 billion in net profit. Nine-year production growth exceeded 40%, and proven reserves (US Securities and Markets Commission classification) grew by more than 30% between 2003 and 2012.

The high results of TNK-BP were largely achieved thanks to the latest technologies and business processes implemented with the assistance of BP specialists. Throughout its history, TNK-BP has paid BP, as a shareholder, about $19 billion in dividends, as well as more than $190 billion in taxes and duties to the budget of the Russian Federation. These results are evidence of BP's successful collaboration with Russian oil industry professionals.

Almost five months later, on October 22, 2012, BP signed an agreement on the main terms for the sale of its 50% stake in TNK-BP to Rosneft.

On November 22, 2012, the government of the Russian Federation approved the acquisition by BP of a 5.66% stake in Rosneft from the Russian state. On the same day, BP, Rosneft and Rosneftegaz signed legally binding sales agreements for the sale of BP's 50 percent stake in TNK-BP to Rosneft and the acquisition by BP of additional shares in Rosneft.

The deal was closed on March 21, 2013. For its stake in TNK-BP, BP received an 18.5% stake in Rosneft and about $12.5 billion in cash. Taking into account the 1.25% stake in Rosneft that BP already had at that time, BP's share in the share capital of the Russian company amounted to 19.75%.

The acquisition of a significant stake in Rosneft, the world's largest publicly traded company by production, allows BP to maintain a strong position in the Russian market. It is assumed that BP's profit from participation in the share capital of Rosneft will be in line with the current order of the Government of the Russian Federation on the basic dividend rate of 25% of net income. The company is also counting on an increase in the value of Rosneft shares. In addition, BP and Rosneft may receive additional opportunities for developing strategic and technological cooperation, as well as for cooperation within the framework of joint ventures.

BP's activities in Russia are not limited to oil and gas projects. In accordance with the company's global practice, social responsibility is an integral part of BP's work in Russia. BP's contribution to social, educational, cultural and charitable projects is one of the largest investments among foreign companies present in Russia.

Company brands

Most of our business is done under the look and feel of our core brand.

With fuel and stations, Aral is one of the most trusted brands in Germany

VR at first sight

BP is one of the world's leading international oil and gas companies. Through our work, we provide customers with fuels for transport, energy for heat and light, lubricants, as well as petrochemicals used to simplify and diversify the daily life of paint, clothing and packaging.

Data and numbers

(By as of or for the year ended 31 December 2012, updated for IFRS 11 and IAS19 as appropriate)

Our business model

Through our business model, we aim to create value throughout the hydrocarbon value chain. It starts with exploration and ends with the supply of energy and other products fundamental to everyday life.

We provide customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and petrochemicals used to simplify everyday items as diverse as paint, clothing, and packaging. Our projects and operations help create jobs, investments and tax revenues in countries and communities around the world.

At every stage of the hydrocarbon value chain, there are opportunities for us to create value - both through the successful execution of activities that are fundamental to our industry, and through the application of our own distinctive strengths and capabilities in the execution of these activities.

Integrated model

Creating value

We strive to add value at every step of our operations, from exploration to marketing. We believe that by working across the entire hydrocarbon value chain, we can create more value for shareholders, and benefits and costs can often be shared among our segments.

The integration also enables distributed functional excellence in areas such as safety and operational risk, environmental and social practices, procurement, technology, and liquidity management to be formed more efficiently.

Search for oil and gas

First, we acquire the rights to explore for oil and gas. Through new access, we can renew our portfolio, discover new resources and expand our development options.

Development and oil and gas production

When we are successful in finding hydrocarbon resources, we create value by seeking to progress them into proved reserves, selling them for if they do not meet our strategic goals. If we believe the development and production of reserves will be beneficial to BP, we will produce oil and gas and then sell it on the market or distribute it to our process steps.

Transportation trading oil and gas

We move oil and gas through pipelines and by ship, road and rail. We use our trading and supply skills and knowledge to find the best routes to deliver goods to the most attractive markets.

Production and sales of fuels and products

company customer fuel energy

Using our technology and experience, we manufacture value-creating fuels and products, striving to operate a high-quality portfolio of well-located assets safely, reliably and efficiently. We market our products to consumers and other end users and add value through the strength of our brands.

Our distinctive advantages and capabilities

We We believe that our areas of distinctive strength include:

• · Intelligence service- Acquisition access and exploration of hydrocarbons.
• · deep water- We have a long track record in the exploration, development and production of hydrocarbons in deep water.
• · giant fields-. managing the scale and complexity of the fields with resources believed to exceed 500 million barrels of oil equivalent.
• · Gas chain cost- seeking to add value as the gas moves from the field to the customer.
• · Downstream- the pursuit of safe, reliable and efficient operations, as well as leading declarations, across fuels, lubricants and petrochemicals.

The actual amount of proven reserves of such fields on an SEC-recognized basis may be less than this.

Our obligations

Keeping a relentless focus on safety is a top priority for everyone at BP. Strict risk management helps protect the people on the front lines, the places we operate, and the value we create. We often work with partners to mitigate risks or gain from additional skills. We understand that operating in politically challenging regions and technically challenging regions requires particular sensitivity to local conditions.

We believe that the best way to achieve sustainable success as a group is to act in the long term interests of our shareholders, our partners and society. Through our work, we strive to create value for our investors and benefits for the communities and societies in which we operate, with the safe and responsible supply of energy playing a vital role in economic development.

durable relationship

The relationships we form with shareholders, governments, regulators, non-governmental organizations, local communities, customers, franchisees, partners, contractors, suppliers and others in our industry are critical to the success of our business. We are committed to building lasting relationships, meeting our commitments and acting responsibly.

We are seeing an evolution in our industry, with international oil companies such as BP creating new types of partnerships and collaborations with governments, national oil companies and other resource owners. The benefits of our value creation activities are shared with governments and other partners.

We are looking for opportunities to develop and implement distinctive features that complement those of our partners. We also partner with universities and governments to improve the technology available to us so we can expand our operations and develop new products. We strive to maintain and improve standards in our industry by participating in industry bodies, interacting with our peers on important issues, and - where appropriate - setting voluntary standards above those required by current regulation. And we conduct regular reviews and audit processes with contractors and suppliers that help maintain close ties across our operations and activities.

Technology

We believe that our development and application of technology is critical to our reputation and competitiveness. For us, technology is the practical application of scientific knowledge to manage risk, capture business value and inform strategy development. This includes research, development, demonstration and acquisition of new technical capabilities and support to deploy VR know-how.

Our investments are focused on access to resources, process efficiency, product development and low carbon capabilities. We monitor the potential opportunities and risks posed by evolving science, interdisciplinary innovation and new players; releases of natural resources and climate issues; and policy developments, including the current focus on energy security and efficiency.

Supply and trade

We buy and sell at every step in the value chain to optimize value for the group, often selling our own production and acquiring from other locations to meet demand from our refineries and customers. We also strive to create value through entrepreneurial trading, where our presence in all major energy trading centers gives us a good understanding of regional and international markets.

Our people

We employ about 86,000 people, of which 14,700 are service station employees in Europe and Asia (as of December 31, 2012). Most of our employees are based in the US and Europe. The qualities and skills of our people have a powerful impact on our ability to compete and meet our obligations to investors and the world at large. We provide a wide range of professional development and training programs to help our employees develop their skills and abilities. We strive to create a working environment where everyone is treated fairly, with dignity, respect and without discrimination.

How We Are Organized

At We have two main operating segments: inbound and outbound. Through them we find, develop and produce the necessary sources of energy, and turn these sources into products that people need.

In renewable energy, our investments and activities are focused on biofuels and wind. In addition, our growing business and enterprise unit invests in a wide range of energy projects and technologies.

Organizational structure

BP in facts and figures

• * Income from sales and other operating activities - $297,107 million (2010)
• * Profit taking into account the assessment of stocks of products at present value - ($ 4,519) million (2010)
• * Employees - 79,700 (31 December 2010)
• * Foundation dates - Amoco 1889, ARCO 1866, BP 1909 (first oil discovered in 1908), BP Amoco 1998
• * Proved reserves - 18,071 million barrels oil equivalent
• * Refining capacity (share of BP) - 2.426 million barrels. per day (2010)
• * Filling stations - 22 100
• * Prospecting and exploration work is underway in 29 countries
• * Oil refineries - 16.

Turnover: $239.3 billion (2009)

Net income: $16.58 billion (2009)

Assets: $236.0 billion

Number of employees: 102.9 thousand people

Until May 2001, the company was called British Petroleum.

Story

The founder of British Petroleum is William Knox D'Arcy (October 11, 1849 - May 1, 1917). This successful Englishman in May 1901 received the approval of the Persian government to search for and extract oil. D'Arcy hired George Reynolds as chief oil prospecting engineer. In the early years, the company did not achieve results. Faced with a lack of qualified personnel, the attitude of local residents, and insufficient support from the Persian government, the company's financial resources faltered. In 1905, the Burmah Oil Company invested in further oil exploration in Persia. The emergence of the Anglo-Persian Oil Company The first successful field was the oil fields of Mashid and Suleiman, in the southwestern part of Persia, in May 1908. Already in 1909, the Anglo-Persian Oil Company was formed. Burmah Oil owned 97% of the shares. The rest of the shares were owned by the company's first chairman, Lord Strathcona. D'Arcy served as a director in the company, but did not significantly influence the further development of the Anglo-Persian Oil Company. Acquisition of British Petroleum and market expansion In 1917, Greenway acquired one of the largest fuel distribution networks in the United Kingdom, British Petroleum, from the British government. Contrary to the name, it belonged to the German Deutsche Bank, which sold its oil from Romania through it in England. When the war broke out, the British government took over the management of this German property. With the acquisition of British Petroleum, the Anglo-Persian Company received not only an advanced marketing system, but also a trade name. The company also developed its tanker fleet. "Green trend" In 1987, the British government sold the last stake in BP. Since becoming a wholly private company, BP has streamlined its business and divested itself of non-core assets, concentrating on its core business of exploration and production of oil and gas, oil refining, transportation and sales of fuels. Also in 1987, the company acquired BritOil and Standard Oil. In the late 1990s, BP included Amoco, ARCO, Castrol and Aral. In 1989, the BP logo was changed, and a campaign began to establish an identity between British Petroleum and the green color that dominates the new logo. Further activities began to be carried out under the trends of health, safety and environmental care. At the beginning of the 21st century, BP began to pay special attention to alternative energy and the issue of reducing emissions into the atmosphere. BP has spearheaded Clean City campaigns across Europe, rolled out a greenhouse gas trading program and expanded solar energy production. A dedicated alternative energy division was created to expand the company's ability to generate solar, wind, hydrogen and gas energy.

Owners and management

Almost 100% of the company's shares are (as of May 2010) in free float. Chairman of the Board of Directors - Donald Alexander Smith. The General Manager is Tony Hayward. The company's former CEO, Lord John Brown, left his post following a homosexual scandal in early May 2007.

Incidents

In the 2000s, BP was haunted by major man-made disasters that led to serious human casualties, caused serious environmental damage, and also brought significant economic losses to the company. Explosion at an oil refinery in Texas March 23, 2005 at the BP plant, located in the city of Texas (Texas) there was an explosion that turned into a fire. As a result of the accident, 15 people died and another 170 were injured. The company announced the payment of more than $700 million to the victims and families of those killed in the accident. Hurricane Dennis In July 2005, Hurricane Dennis severely damaged BP's operations in the Gulf of Mexico. The elements caused serious damage to the Thunder Horse oil platform, one of the largest in the world, built by BP in conjunction with ExxonMobil. As a result of the impact of the hurricane, the platform tilted by 30 °, the cost of its restoration amounted to about $100 million. The explosion of the oil platform "Deepwater Horizon" On April 20, 2010, an explosion occurred on the Deepwater Horizon semi-submersible oil platform leased by BP from Transocean, operating in the central part of the Gulf of Mexico south of Louisiana (USA). As a result of the ensuing fire, the fight against which was unsuccessful, 11 people died and another 17 were injured; On April 22, the platform sank. The free flow of oil from the well, where the platform was operating before the disaster, led to the largest environmental disaster: up to 1000 tons of oil is poured into the water from a well located at a depth of about 1.5 km per day. The oil slick, whose area is approaching 1000 km², threatens the coast of Louisiana and other US states. A number of experts estimate the amount of damage inflicted at up to $37 billion.

By June 2, 2010, attempts to stop the oil release were unsuccessful. By this time, the company had lost a third of its market capitalization (since the accident, it had dropped from $180 billion to $115 billion); the cost of the clean-up operation exceeded $760 million. By mid-June 2010, unsuccessful attempts to cope with the consequences of the accident and increasingly loud demands for multibillion-dollar damages caused a sharp drop in BP's ratings: Fitch downgraded the company's long-term rating by as much as six notches - from AA ( high reliability) up to BBB (only two positions above the “junk” level).

British Petroleum Corporation (BP) is one of the world's largest international associations engaged in the exploration, production, transportation, processing and marketing of oil and gas, the manufacture of chemical products, feed and food products, and research activities.

Corporation « British Petroleum is the largest company in the UK and one of the largest oil companies in the world. It operates in approximately 70 countries on five continents. The company was founded by William Knox D'Arcy in 1909 after the discovery of the first commercial oil field in the Middle East.

Currently British Petroleum consists of four main divisions: BP Exploration (exploration), BP Oil (petroleum), BP Chemicals (chemicals), BP Nutrition (nutrition). All of them maintain trade relations with Russia.

Exploration work ("BP - Exploration")

BP Exploration is engaged in oil and gas exploration and field development. The company conducts exploration in approximately 30 countries around the world, using the most advanced technologies. The list of places where the company made major discoveries, many of which were the result of activities in completely new directions, speaks for itself: Iraq, Kuwait, Abu Dhabi, Iraq, Qatar, Nigeria, North Sea, Alaska, Indonesia and several others.

With the discovery of fields in the North Sea, the company has mastered offshore drilling and is one of the technically advanced companies in this area.

British Petroleum Corporation oil production "BP - oil"

Oil and gas production is currently underway in 13 countries. British Petroleum also manages the operation of a large number of oil and gas pipelines.

One in ten barrels of domestic oil in the United States is produced British Petroleum. Two deposits in Alaska are of particular importance: Prudhoe Bay and the adjacent Kuparuk. British Petroleum is the UK's largest oil producer, accounting for one in four barrels of oil. British Petroleum has long been a leader in the exploration and development of oil and gas fields in the North Sea. Its participation, including practical, in the development of Europe's largest onshore oil field, Wich Farm (south of England), is also great. British Petroleum is involved in a large natural gas operation off the northwest coast of Australia that exports large quantities of LPG to Japan.

"BP oil" is a “subsidiary” company that is engaged in the extraction, transportation, trading and marketing of crude oil and petroleum products on an international scale. The company provides its customers with high-quality transport fuels and services, while using the trademark of the world famous British Petroleum company. Industrial fuel British Petroleum it is supplied to almost all branches of trade and industry at power plants, institutions, shops, light and heavy industries, and agriculture. British Petroleum has 21,500 filling stations around the world and trades under the green and yellow trademark. Large supplies of motor fuel are carried out in various industries.

"BP oil" is one of the world's largest suppliers of marine fuels and lubricants. Its share in world trade is 10%. Aviation fuel is sold to more than 200 national airlines around the world. BP Oil produces 500 types of lubricants, hydraulic oils, emulsols and greases, which are sold in more than 80 countries. British Petroleum has five refineries in Europe, five in the US, two in Australia and one in Singapore. In addition, the company owns minority stakes in several refineries that supply their products to the markets of different countries.

"Subsidiary" company "BP Shipping" is part of "BP oil", which manages the delivery of crude oil and petroleum products, as well as the chartering of other vehicles for the needs of the company. BP provides advice on a wide range of shipping issues.