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Dynamic Capabilities at NLNG
Nigeria LNG is an extraction and shipping company focused on capitalizing on the natural gas resources located in the country of Nigeria, which are considerable. Founded in 1989 and truly beginning operations in 1995 after a diversity of investors provided the necessary capital, the company is still growing, becoming ever more successful and efficient at tapping the large amount of reserves and resource potential that the natural gas deposits of the country represent (NLNG 2011). The company has largely devoted itself to diversifying its product offerings through enhanced extraction and refining techniques, as well as improving the delivery methods for its products through its control of the outgoing supply chain and its use of both gaseous and liquid-form natural gas, which also increases the number of transportation options and the efficiency of shipping (NLNG 2011). These innovations have been a major factor in the success and profitability of Nigeria LNG (NLNG 2011).
According to Teece et al. (1997), private wealth generation for many corporations is dependent on internal technological and organizational refinement, with an emphasis on he seeking out of and adapting to new opportunities. This is in contrast to companies that...
1997). The changes and innovations that have occurred at Nigeria LNG are definitely indicative of the focus recommended by Teece et al. (1997), as the company's strategy has clearly been focused on internal improvements and technological advancement rather than reacting to/provoking its competition.
The internal awareness and analysis of a company has long been an important part of a full consideration of the company's value and potential, as is demonstrated by the fact that it makes up half of the popular "SWOT" analysis framework and tool (Barney 1995). This half -- the strength and weaknesses of a company -- has been seriously neglected in terms of research and analysis tools that have been developed to accurately and comprehensively render an analysis of these features, when compared to the abundance of tools available for opportunity and threat analysis (Barney 1995). Questions of the value, rarity, and limitability of a company's products or services is a key way to determine their inner qualities in a way that is also reflective of external environments, and from this perspective as…
Other researchers have found that in what are termed "high velocity" industries, focusing on things like product differentiation, meeting challenges in a proactive manner, and reconfiguring operations (Wirtz et al. 2007). Again, it is through a focus on these internal elements rather than explicitly and directly engaging in external competition that companies achieve success, according to this framework (Wirtz et al. 2007). Leadership at Nigeria LNG has been dedicated to developing innovative and company-specific solutions to the challenges that arise, and has diversified as rapidly as possible to capitalize proactively and efficiently, matching this framework quite closely (NLNG 2011).
Another interesting trend in competition and the achieving of a competitive advantage that has been identified in the current era is the seeming eradication of sustainable advantages in many industries, and the need for firms to capitalize on more temporary advantages in a flexible and adaptable manner in order to remain truly effective and profitable (D'aveni et al. 2010). This is not something that appears to be directly related to Nigeria LNG's situation, as the worldwide demand for natural gas products exceeds current global supply -- partially due to supply control by various organizations, several of which count Nigeria as a member -- but there is some evidence that the company subscribes to this theory, at least in part. By maintaining direct control of the supply chain and diversifying transportation methods and product offerings, the company s enabling greater flexibility that can respond to changing demands and changing capabilities quite quickly (NLNG 2011).
This refocusing on the internal aspects of a company as a means of generating increased market share, profitability, and overall competitiveness is largely a response to the increasing pace of technology that has been witnessed in recent decades (Bettis & Hitt 1995). As technology continues to zoom forward, it is likely that Nigeria LNG will have to continue to diversify and expand its efforts in order to keep pace with the industry and to remain a viable and profitable company in its own right. So far, the company's track record definitely seems to suggest that it is up to the task, and it will be interesting to see how it meets future challenges.
Nigeria is one of the largest economies in Africa, with a GDP of $414 billion, ranking it 31st in the world (CIA World Factbook, 2012). Nigeria also has tremendous human capital with 170 million people, the 7th-highest in the world. Despite the wealth that comes to the country from its oil reserves, economic growth in Nigeria is hampered by both corruption and a dearth of infrastructure. There are many areas
Nigeria Market Entry Strategy Somebody's Mother's Chocolate Sauce, LLC Export opportunity for ginger and cocoa Somebody's Mother's Chocolate Sauce, LLC is manufacturer and processor of cocoa located in Houston, TX with gross annual sales of approximately $700,000 per year (Manta, 2010). The fluctuating costs of cocoa and the introduction of a new ginger-based product have prompted the company to seek export opportunities in Nigeria to vertically integrate its sources of cocoa and
Yet, Kay Weller speaks of geography as "concerned with spatial differentiation," which is to say that anyone who is going to understand the problem from a geographical perspective must look at Nigeria's human geography -- in other words, Nigeria's regions. Weller goes on to state that "ethnic geography is important to an overall understanding of Nigerian human geography. One definition of an ethnic group is that of a group of
Few if any of the militant groups in Nigeria using the weapons have the means to obtain these weapons directly; instead, they are typically purchased by otherwise legitimate Nigerian businessmen from illicit manufacturers and distributors and traded for oil "bunkered" (stolen) by the groups themselves (Keili 2008). Nigeria and other countries in the region placed bans on the importing, exporting, or manufacturing of most small arms and weapons within
Nigeria faces a number of obstacles to becoming a modernized state. The country is currently ranked 32nd in the world in GDP, but 182nd in GDP per capita (CIA World Factbook, 2011). These figures are inflated by oil revenues that most of the country's people never see, as 70% of the population lives below the poverty line and the country ranks 147th in gross fixed investment and 183rd in education
" Also 48 winners of the Nobel Prize (in Europe and the West) urged that there be a new election because the evidence of fraud was so blatant. I know you are aware of the fact that the European Parliament passed a resolution that urged the European Union of nations to stop sending financial aid to Nigeria "...until fresh elections are held." One of our most prominent political scientists -