- The report contains detailed information about Atlas Energy, Inc. that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
- Another part of the report is a SWOT-analysis carried out for Atlas Energy, Inc.. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
- The Atlas Energy, Inc. financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
- In the part that describes Atlas Energy, Inc. competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
- Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Atlas Energy, Inc. business.
About Atlas Energy, Inc.
Atlas Energy, Inc. engages in the development and production of natural gas and oil, with operations in the Appalachian Basin, the Michigan Basin, and the Illinois Basin. The company is a natural gas producer in four established shale plays: the Marcellus Shale of western Pennsylvania, the Antrim Shale of northern Michigan, the Chattanooga Shale of northeastern Tennessee and the New Albany Shale of west central Indiana.
As of December 31, 2009, the companys Appalachian Basin proved reserves were approximately 498 billion cubic feet equivalents (Bcfe), of which 348 Bcfe were proved undeveloped reserves. The company controls approximately 584,000 gross acres in Pennsylvania, West Virginia and New York. As of December 31, 2009, the company drilled 17 horizontal Marcellus Shale wells, 14 of which were drilled through direct investment partnerships and industry joint ventures, and 3 for its own account. Of these Marcellus Shale wells, 9 are online and 8 are yet to be fractured, as of December 31, 2009.
In addition to natural gas development and production operations, the company maintains ownership interests in other entities, including Atlas Pipeline Partners, L.P. (APL) and Atlas Pipeline Holdings, L.P (AHD).
Other Ownership Interests
The company has a 2.2% ownership interest, in Atlas Pipeline Partners, L.P. (Atlas Pipeline Partners or APL), a midstream energy service provider engaged in the transmission, gathering and processing of natural gas in the Mid-Continent and Appalachia regions; a 64.3% ownership interest, in Atlas Pipeline Holdings, L.P. (Atlas Pipeline Holdings or AHD), owner of the general partner of APL; and Lightfoot Capital Partners LP and Lightfoot Capital Partners GP LLC, entities which incubate new master limited partnerships (MLPs) and invest in existing MLPs. The company has an approximate direct and indirect 18% ownership interest in Lightfoot GP. It also has a direct and indirect ownership interests in Lightfoot LP.
As of December 31, 2009, through its Mid-Continent operations, APL owns and operates: eight active natural gas processing plants with aggregate capacity of approximately 900 MMcfd and one treating facility with a capacity of approximately 200 MMcfd, located in Oklahoma and Texas; and 9,100 miles of active natural gas gathering systems located in Oklahoma, Kansas and Texas, which transport gas from wells and central delivery points in the Mid-Continent region to APLs natural gas processing and treating plants or third party pipelines.
As of December 31, 2009, APLs Appalachia operations are conducted principally through its 49% ownership interest in Laurel Mountain, a joint venture which owns and operates a 1,800-mile natural gas gathering system in the Appalachia Basin located in eastern Ohio, western New York, and western Pennsylvania. APL also owns an 80-mile natural gas gathering system in northeastern Tennessee. Laurel Mountain gathers the majority of natural gas production in the Appalachia Basin.
Merger Agreement with Atlas Energy Resources, LLC (ATN): In September 2009, the company completed merger with ATN pursuant to the definitive merger agreement, with ATN surviving as wholly-owned subsidiary.
Sale of Natural Gas Gathering and Processing Assets: In May 2009, the company completed the sale of two natural gas processing plants and associated pipelines located in southwestern Pennsylvania to Laurel Mountain Midstream, LLC.
In April 2010, Energy, Inc. announced joint venture with Reliance Industries Atlas Energy, Inc., pursuant to which Atlas would transfer an interest in its Marcellus Shale position equal to 120,000 net acres.
On April 21, 2010, the company and Reliance Industries Limited have agreed to acquire, through a series of transactions for the benefit of the joint account of Atlas and Reliance, 42,344 highly prospective Marcellus Shale acres in Fayette, Washington, Indiana, Westmoreland, Armstrong and Clarion Counties of Pennsylvania.
Appalachia Natural Gas: The company markets the majority of natural gas production in the Appalachian Basin to Hess Corporation, Colonial Energy, Inc., Atmos Energy, UGI Energy Services, Equitable Gas Co., EQT Energy, Sequent Energy and South Jersey Resources Group.
Michigan/Indiana Natural Gas: In Michigan, the company has natural gas sales agreements with DTE Energy Company.
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1. ATLAS ENERGY, INC. COMPANY PROFILE
1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History
2. ATLAS ENERGY, INC. BUSINESS OVERVIEW
2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units
3. ATLAS ENERGY, INC. SWOT ANALYSIS
4. ATLAS ENERGY, INC. FINANCIAL ANALYSIS
4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot
5. ATLAS ENERGY, INC. COMPETITORS AND INDUSTRY ANALYSIS
5.1. Atlas Energy, Inc. Direct Competitors
5.2. Comparison of Atlas Energy, Inc. and Direct Competitors Financial Ratios
5.3. Comparison of Atlas Energy, Inc. and Direct Competitors Stock Charts
5.4. Atlas Energy, Inc. Industry Analysis
5.4.1. Energy Industry Snapshot
5.4.2. Atlas Energy, Inc. Industry Position Analysis
6. ATLAS ENERGY, INC. NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. ATLAS ENERGY, INC. EXPERTS REVIEW1
7.1. Experts Opinion
7.2. Experts Estimates
8. ATLAS ENERGY, INC. ENHANCED SWOT ANALYSIS2
9. UNITED STATES PESTEL ANALYSIS2
9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors
10. ATLAS ENERGY, INC. IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. ATLAS ENERGY, INC. PORTER FIVE FORCES ANALYSIS2
12. ATLAS ENERGY, INC. VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF TABLES
Atlas Energy, Inc. Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Atlas Energy, Inc. Key Executives
Key Executives Biographies1
Key Executives Compensations1
Atlas Energy, Inc. Major Shareholders
Atlas Energy, Inc. History
Atlas Energy, Inc. Products
Revenues by Segment
Revenues by Region
Atlas Energy, Inc. Offices and Representations
Atlas Energy, Inc. SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Atlas Energy, Inc. Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Atlas Energy, Inc. Capital Market Snapshot
Atlas Energy, Inc. Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Energy Industry Statistics
Atlas Energy, Inc. Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Atlas Energy, Inc. Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Revenue Estimates Trend1
Earnings Estimates Trend1
LIST OF FIGURES
Atlas Energy, Inc. Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Atlas Energy, Inc. 1-year Stock Charts
Atlas Energy, Inc. 5-year Stock Charts
Atlas Energy, Inc. vs. Main Indexes 1-year Stock Chart
Atlas Energy, Inc. vs. Direct Competitors 1-year Stock Charts
Atlas Energy, Inc. Article Density Chart
1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.
SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.
Enhanced SWOT Analysis
Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:
- How to use the strengths to take advantage of the opportunities?
- How to use the strengths to reduce likelihood and impact of the threats?
- How to overcome the weaknesses that obstruct taking advantage of the opportunities?
- How to overcome the weaknesses that can make the threats a reality?
Upon answering these questions a company can develop a project plan to improve its business performance.
PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.
Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.
Key Factors Examined by PESTEL Analysis:
- Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
- Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
- Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
- Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
- Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
- Legal – What laws and legislation will exert influence on the style the business is carried out?
IFE, EFE, IE Matrices
The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.
The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.
The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.
Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.
Porter Five Forces Analysis
The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:
- What composes a threat of substitute products and services?
- Is there a threat of new competitors entering the market?
- What is the intensity of competitive rivalry?
- How big is the bargaining power of buyers?
- How significant is the bargaining power of suppliers?
VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:
- Tangible resources
- Intangible resources
- Innovation and Creativity
- Organizational capabilities
The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:
- Costly to imitate?
- Organized properly?