BP Castrol K.K. · TSE:5015
BP Castrol K.K — Burmah Castrol — Merger or Acquisition (March 2000)
11 slides from BP Castrol K.K's merger presentation, Mar 14, 2000
Slide 1: BP Amoco Burmah Castrol
BP Amoco BURMAH CASTROL
Slide 2: Headlines
Headlines Brand and marketing expertise Global reach and scale Cost synergies Platform for growth
Slide 3: Brand and Marketing
Brand and Marketing Strategic brand management skills Customer-led, solutions-based Strong customer relationships Skills and know-how Platform for growth
Slide 4: Global reach
Global reach Enhances European position A leading marketer in US Critical mass in key markets, beach-heads in high growth markets Strengthened global position Platform for growth
Slide 5: Global reach: The World (Before)
Global reach: The World Before Market share <1% 1-5% 6-10% 10%+ Marin e
Slide 6: Global reach: Europe (Before)
Global reach: Europe Before Market share <1% 1-5% 6-10% 10%+
Slide 7: Global reach: Europe (After)
Global reach: Europe After Market share <1% 1-5% 6-10% 10%+
Slide 8: Global reach: The World (After)
Global reach: The World After Market share <1% 1-5% 6-10% 10%+ Mari ne
Slide 9: Cost synergies
Cost synergies Driven mainly by efficiencies in supply chain and support activities Annual pre-tax cost synergies of $260 million by 2003 7% reduction in combined lubricant cost base Approximately 50% of synergies from headcount (1,700) Expected implementation costs of approx. $390 million (pre-tax)
Slide 10: Summary
Summary Brand and marketing mindset Enhanced growth opportunities Positive financial impact Platform for growth
Slide 11: Disclaimer
Disclaimer The Directors of BP Amoco p.l.c. accept responsibility for the information contained in this document and, to the best of their knowledge and belief (having taken all reasonable care to ensure that such is the case), such information is in accordance with the facts and does not omit anyth