InterOil Corporation Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis
(Coronavirus Impact Assessment - Special Edition)
CORONAVIRUS IMPACT ASSESSMENT
COVID-19 impact is taken into consideration during the analysisInterOil Corporation Fundamental Company Report provides a complete overview of the company’s affairs. All available data is presented in a comprehensive and easily accessed format. The report includes financial and SWOT information, industry analysis, opinions, estimates, plus annual and quarterly forecasts made by stock market experts. The report also enables direct comparison to be made between InterOil Corporation and its competitors. This provides our Clients with a clear understanding of InterOil Corporation position in the Energy Industry.
- The report contains detailed information about InterOil Corporation 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 InterOil Corporation. 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 InterOil Corporation 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 InterOil Corporation 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 InterOil Corporation business.
About InterOil Corporation
InterOil Corporation engages in the exploration and production of oil and gas properties in Papua New Guinea.
The company conducts its operations through three segments: Upstream, Midstream, and Downstream.
The Upstream segment engages in the exploration and appraisal of oil and natural gas structures in Papua New Guinea. As of December 31, 2009, the company had interests in 4 petroleum prospecting licenses (PPLs) in Papua New Guinea covering approximately 4.7 million gross acres, of which approximately 4.1 million net acres were operated by the company. PPLs 236, 237 and 238 are located in the Eastern Papuan Basin northwest of Port Moresby. Its licenses are located onshore in Papua New Guinea, except for PPL 244 which is offshore in the Gulf of Papua.
The Midstream segment produces refined petroleum products at Napa Napa in Port Moresby, Papua New Guinea for the domestic market and for spot export. It also engages in the development of an onshore and/or offshore LNG processing facility in Papua New Guinea.
Midstream Refining: The companys refinery is located across the harbor from Port Moresby, the capital city of Papua New Guinea. Its refinery is the refiner of hydrocarbons located in Papua New Guinea. Domestically in Papua New Guinea, the company sells Jet A-1 fuel, diesel, gasoline and small parcels of gases and low sulfur waxy residue to all domestic distributors. The companys main domestic customer is its downstream business segment. It also distributes fuel products to Niugini Oil Company (NOC) and Exxon Mobil, with gases sold to Origin PNG. Its major exports are naphtha and low sulfur waxy residue (LSWR).
Midstream Liquefaction: The company is developing an LNG Project for the potential construction of liquefaction facilities that would be built adjacent to its refinery. The LNG Project targets facilities that would produce approximately nine million tons per annum of LNG and associated condensates.
The Downstream segment engages in the wholesale and retail of petroleum product distribution base in Papua New Guinea. This business includes bulk storage, transportation distribution, aviation, wholesale and retail facilities for refined petroleum products. Its downstream business supplies petroleum products nationally in Papua New Guinea through a portfolio of retail service stations and commercial customers.
The companys retail and wholesale distribution business distributes diesel, jet fuel, gasoline, kerosene, and fuel oil, as well as Shell branded commercial and industrial lubricants, such as engine and hydraulic oils. As of December 31, 2009, it provided petroleum products to 56 retail service stations with 43 operating under the InterOil brand name and the remaining 13 operating under their own independent brand. It markets and distributes refined products domestically in Papua New Guinea on a wholesale and retail basis. It operates 12 aviation refueling facilities throughout Papua New Guinea. It owns and operates six terminals and 11 depots that it uses to supply product throughout Papua New Guinea.
On April 15, 2010, InterOil Corporation has entered into agreements with Mitsui & Co. Ltd. to jointly operate and fund the preliminary works involved to develop a proposed condensate stripping facility at InterOil's Elk and Antelope field site in Gulf Province, Papua New Guinea.
On April 2010, LNG Energy Ltd. announced that it has entered into an agreement with InterOil Corporation to acquire 2D seismic on LNGs 100% working interest PPL 319 in Papua New Guinea.
On April 2010, InterOil Corporation entered into agreements with Mitsui & Co. Ltd. to jointly operate and fund the preliminary works involved to develop a proposed condensate stripping facility at InterOil's Elk and Antelope field site in Gulf Province, Papua New Guinea.
On August 4, 2010, InterOil Corporation announced that a Joint Venture Operating Agreement (JVOA) for the company's proposed Condensate Stripping Plant has been finalized with Mitsui & Co. Ltd. The JVOA sets out the rights and obligations of the participants of the joint venture to develop a CSP at InterOil's Elk and Antelope field site in Gulf Province, Papua New Guinea.
On September 28, 2010, InterOil Corporation announced that InterOil and Liquid Niugini Gas Ltd. have signed a binding heads of agreement (HOA) with Energy World Corporation Ltd. to construct a two million tonne per annum (mtpa) land-based LNG plant in the Gulf Province of Papua New Guinea.
The company sells its refined petroleum products to Ok Tedi Mining Limited and Shell Oil Products Ltd.
The company's main competitor in the wholesale and retail distribution business in Papua New Guinea is ExxonMobil.
InterOil Corporation was founded in 1990.
The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.
1. INTEROIL CORPORATION 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. INTEROIL CORPORATION 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. INTEROIL CORPORATION SWOT ANALYSIS
4. INTEROIL CORPORATION 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. INTEROIL CORPORATION COMPETITORS AND INDUSTRY ANALYSIS
5.1. InterOil Corporation Direct Competitors
5.2. Comparison of InterOil Corporation and Direct Competitors Financial Ratios
5.3. Comparison of InterOil Corporation and Direct Competitors Stock Charts
5.4. InterOil Corporation Industry Analysis
5.4.1. Energy Industry Snapshot
5.4.2. InterOil Corporation Industry Position Analysis
6. INTEROIL CORPORATION NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. INTEROIL CORPORATION EXPERTS REVIEW1
7.1. Experts Consensus
7.2. Experts Revisions
8. INTEROIL CORPORATION ENHANCED SWOT ANALYSIS2
9. AUSTRALIA 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. INTEROIL CORPORATION IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. INTEROIL CORPORATION PORTER FIVE FORCES ANALYSIS2
12. INTEROIL CORPORATION VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF FIGURES
InterOil Corporation 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
InterOil Corporation 1-year Stock Charts
InterOil Corporation 5-year Stock Charts
InterOil Corporation vs. Main Indexes 1-year Stock Chart
InterOil Corporation vs. Direct Competitors 1-year Stock Charts
InterOil Corporation 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.
InterOil Corporation Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
InterOil Corporation Key Executives
InterOil Corporation Major Shareholders
InterOil Corporation History
InterOil Corporation Products
Revenues by Segment
Revenues by Region
InterOil Corporation Offices and Representations
InterOil Corporation 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
InterOil Corporation Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
InterOil Corporation Capital Market Snapshot
InterOil Corporation 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
InterOil Corporation 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
InterOil Corporation Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Revenue Estimates Trend1
Earnings Estimates Trend1
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?