The Exxon - Mobil Merger Controversy
ICMR HOME | Case Studies Collection
Case Code : BSTR117
Case Length : 21 Pages
Period : 1998-2003
Organization : ExxonMobil
Pub Date : 2004
Teaching Note :Not Available
Countries : USA
Industry : Oil and Energy
To download The Exxon - Mobil Merger Controversy case study (Case Code: BSTR117) click on the button below, and select the case from the list of available cases:
For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges
» Business Strategy Case Studies
» Business Strategy Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Case Studies by Area
» Case Studies by Industry
» Case Studies by Company
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Although the FTC had approved the merger of Exxon and Mobil, it faced strong opposition from oil retailers and marketers, environmental conservation groups, and employees. To fulfill the conditions laid down by the FTC, for merger approval, Exxon and Mobil had to sell many of their service stations in the US.
This caused a lot of resentment among the retailers and marketers who had
invested huge amounts in building the brands.
Moreover, they had to enter into new supply contracts and change their marketing strategies and sales targets. The National Coalition of Petroleum Retailers (NCPR), an advocacy group representing small gasoline retailers released a statement saying, "While we recognize that this merger is driven by the need of the companies to make their upstream activities, specifically exploration and production operations, more efficient, we see the potential for adverse effects on marketing operations, which ultimately have the greatest effect on the American motorist. We are most concerned with the fact that we are losing our third major supplier at the wholesale level, with the impact potentially greatest in major markets such as New Jersey, New York, and Texas...
Status in Early 2004
Since the fiscal 1999, ExxonMobil's financial performance had improved significantly. For the financial year ended 2003, ExxonMobil's total revenues had increased to $246,738 mn compared to the combined revenues of $184,753 mn in the fiscal 1999, an increase of 33.5%.
The net income during the same period had increased to $21,510 mn from $7,910 mn in the fiscal 1999 (Refer Exhibit V). The total assets of the company during the fiscal period 1999-2003 had increased from $144,521 mn to $174,278 mn, an increase of 20.6% (Refer Exhibit VI). In April 2004, ExxonMobil's share price was quoted around $44 (Refer Exhibit VII). Though the company claimed that the improved financial performance was the direst result of the synergies reaped from the merger, a few analysts felt that it was mainly because of a significant increase in oil prices (Refer Table II). During the past five years, ExxonMobil had reported a cumulative net income of $73.92 bn. According to the company sources, ExxonMobil had generated over $120 bn in cash since the merger was completed...
Exhibit I: Exxon & Mobil's - Share Price Movement (13/11 - 15/12/1998)
Exhibit II: Conditions for Approval of Exxon-Mobil Merger
Exhibit III: A Brief Note on BP, Royal Dutch/Shell and Total
Exhibit IV: Exxon Valdez Oil Spill
Exhibit V: Exxonmobil - Consolidated Statement of Income
Exhibit VI: Exxonmobil - Consolidated Balance Sheet
Exhibit VII: Exxonmobil Stock Price Chart (March 1999- April 2004)