摘要
2011-2012年国际大石油公司进行了较大战略调整,包括通过剥离非核心资产进行资产结构优化,调整经营管理模式来加强上游业务竞争力;把LNG和非常规天然气为主的天然气资源作为业务发展的重点;推进与国家石油公司进行更加广泛和深入的合作。对中国石油公司来说,应坚持"国际化"战略,提升公司价值与国际竞争力;努力实现资产地域均衡布局,优化资产组合;利用自身的比较优势,加强与国际大石油公司的合作;关注并寻求有利时机,加强与资源国国家石油公司的合作。
In 2012 international oil majors made big strategic adjustments consisting of divesting non-core assets and adjusting the management model to enhance the competitiveness of upstream operations; making LNG and unconventional natural gas development the focus of their business; and engaging in more extensive and in-depth cooperation with the national oil companies. Chinese oil companies should accordingly follow an 'internationalization' strategy to enhance corporate value and competitiveness; to geographically balance their distribution of assets and optimize the asset portfolio; use their comparative advantage in strengthened cooperation with the international oil majors; seek favorable opportunities to strengthen cooperation with the national oil companies of resource-rich countries.
出处
《国际石油经济》
2013年第4期38-45,111,共8页
International Petroleum Economics
