Strategic management and policy implications of developing a minerals business line

Abstract

The development of a minerals business line within an oil company is examined. Three alternative methods for entry and growth in the industry are identified as internal development, joint ventures, and mergers and acquisitions. Each of the strategies is examined in light of the specific objectives of the company. The last of these options, mergers and acquisitions, is determined to be the route of accelerated growth and eight possible substrategies are examined in greater detail. Evaluation and monitoring mechanisms are explored.