- The report contains detailed information about Statoil ASA 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 Statoil ASA. 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 Statoil ASA 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 Statoil ASA 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 Statoil ASA business.
About Statoil ASA
Statoil ASA operates as an energy company in Norway. The company is present in approximately 40 other countries worldwide. As of 31 December 2009, it had proved reserves of 2 174 mmbbl of oil and 514 bcm (equivalent to 18.1 tcf) of natural gas, corresponding to aggregate proved reserves of 5 408 mmboe.
Exploration & Production Norway consists of the companys exploration, field development and operations on the NCS. Exploration & Production Norway (EPN) is the operator of 42 developed fields on the NCS. Statoil's equity and entitlement production on the NCS was 1,450 mmboe per day in 2009. The company has ownership interests in exploration acreage throughout the licensed parts of the NCS, both within and outside core production areas. The company participates in 219 licences on the NCS and is an operator for 162 of them. As of 31 December 2009, EPN had proved reserves of 1,351 mmbbl of crude oil and 480 bcm (16,9 tcf) of natural gas, an aggregate of 4,369 mmboe.
International Exploration & Production (INT) is responsible for exploration, development and production of oil and gas outside the Norwegian continental shelf. In 2009, the business area was engaged in production in 12 countries: Canada, the USA, Venezuela, Algeria, Angola, Libya, Nigeria, the U.K., Azerbaijan, Russia, Iran and China.
The company has exploration licences in North America (Canada and the USA), Latin America (Brazil, Cuba and Venezuela), Africa (Algeria, Angola, Egypt, Libya, Mozambique, Nigeria and Tanzania), the European and Caspian area (the Faroes, Ireland, the U.K. and Azerbaijan), and the Middle East and Asia (Iran, India, and Indonesia). In January 2010, Statoil and Lukoil signed the development and production contract for West Qurna 2 with Iraqi authorities.
The Natural Gas business area is responsible for Statoil's transportation, processing and marketing of pipeline gas and LNG worldwide, including the development of additional processing, transportation and storage capacity.
Natural Gas (NG) is also responsible for marketing gas supplies originating from the Norwegian state's direct financial interest (SDFI). NG's business is conducted from three locations in Norway (Stavanger, Karst and Kollsnes) and from offices in Belgium, the U.K., Germany, Turkey, Singapore, Azerbaijan, and the USA (Houston and Stamford).
The company has a significant interest in the NCS pipeline system owned by Gassled, which is an offshore gas pipeline transportation system, totaling approximately 7800 kilometres. This network links gas fields on the NCS with processing plants on the Norwegian mainland, as well as terminals at six landing points located in France, Germany, Belgium and the United Kingdom.
Manufacturing & Marketing
Manufacturing & Marketing (M&M) is responsible for the companys combined operations in the transportation of oil, processing, sale of crude oil and refined products, retail activities and marketing of natural gas in Scandinavia. It operates in 13 countries, runs two refineries, one methanol plant, and three crude oil terminals. Approximately one million customers visit its 2000 service stations daily, and the company operates an international lubricants and aviation fuel business.
Technology & New Energy
Technology & New Energy is responsible for the development of technology and renewable energy. This includes delivering technological solutions for exploration, recovery, field development, and operations. The research and development division, which has research centres in Trondheim, Bergen and Porsgrunn in Norway and in Calgary in Canada, is engaged in research and development, as well as the piloting of new technology.
Projects & Procurement
Projects & Procurement is responsible for planning and executing all major development and modification projects, as well as for project and operational procurements within Statoil, including securing rig capacity based on the corporate rig strategy. The companys portfolio consists of approximately 120 modification and development projects in the execution phase.
On June 6, 2010, Statoil ASA has collaborated with China Petroleum & Chemical Corporation. The collaboration is targeted at a technical study for deepwater exploration in an area in the South China Sea.
On July 6, 2010, Statoil ASA has partnered with The SINTEF Group to create the next generation of intelligent hearing protection and communication technologies for use in the offshore oil and gas industry.
On December 10, 2010, Statoil ASA and Siemens AG have signed a technology development cooperation agreement initially focused on wind power, subsea technology, electrical engineering and energy efficiency.
Statoil ASA was founded in 1972. The company was formerly known as StatoilHydro ASA and changed its name to Statoil ASA in 2009.
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. STATOIL ASA 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. STATOIL ASA 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. STATOIL ASA SWOT ANALYSIS
4. STATOIL ASA 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. STATOIL ASA COMPETITORS AND INDUSTRY ANALYSIS
5.1. Statoil ASA Direct Competitors
5.2. Comparison of Statoil ASA and Direct Competitors Financial Ratios
5.3. Comparison of Statoil ASA and Direct Competitors Stock Charts
5.4. Statoil ASA Industry Analysis
5.4.1. Energy Industry Snapshot
5.4.2. Statoil ASA Industry Position Analysis
6. STATOIL ASA NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. STATOIL ASA EXPERTS REVIEW1
7.1. Experts Opinion
7.2. Experts Estimates
8. STATOIL ASA ENHANCED SWOT ANALYSIS2
9. NORWAY 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. STATOIL ASA IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. STATOIL ASA PORTER FIVE FORCES ANALYSIS2
12. STATOIL ASA VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF TABLES
Statoil ASA Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Statoil ASA Key Executives
Key Executives Biographies1
Key Executives Compensations1
Statoil ASA Major Shareholders
Statoil ASA History
Statoil ASA Products
Revenues by Segment
Revenues by Region
Statoil ASA Offices and Representations
Statoil ASA 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
Statoil ASA Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Statoil ASA Capital Market Snapshot
Statoil ASA 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
Statoil ASA 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
Statoil ASA 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
Statoil ASA 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
Statoil ASA 1-year Stock Charts
Statoil ASA 5-year Stock Charts
Statoil ASA vs. Main Indexes 1-year Stock Chart
Statoil ASA vs. Direct Competitors 1-year Stock Charts
Statoil ASA 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.
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?