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140122 ||| eng |
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|a 9789401167659
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| 100 |
1 |
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|a Quick, Allen N.
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| 245 |
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|a Strategic Planning for Exploration Management
|h Elektronische Ressource
|c by Allen N. Quick, Neal A. Buck
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| 250 |
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|a 1st ed. 1983
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| 260 |
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|a Dordrecht
|b Springer Netherlands
|c 1983, 1983
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| 300 |
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|a XIV, 162 p
|b online resource
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| 505 |
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|a Strategy Modeling -- Diversity of Exploration Approaches -- The Need for Strategic Modeling -- Forecasting Future Discovery Rates -- Simulating Exploration Strategies -- References -- 7. Avoiding Planning Pitfalls -- Forecasting versus Planning -- Proper Use of Risk Analysis in Planning -- Communication Gap in Planning -- Planning Guidelines -- The Planners Role -- The Managerial Role -- References -- 8. Conclusions -- Scenario Generation -- Attainable Objectives, Goals, and Strategies for Operational Management -- Controls and Incentive Systems -- Flexibility of Strategies -- Summation -- References -- Appendix A: The Petroleum Data System -- Appendix B (part I): Exploration Analysis Using Petroleum Information’s Computer Data Bases -- Appendix B (part II): Petroleum Information Integrated On-Line Data Base System -
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| 505 |
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|a Social Risk Management
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| 505 |
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|a Risk Methods -- Incompleteness of Expected Value Analysis -- Viability Analysis --
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| 653 |
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|a Economic Geology
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| 653 |
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|a Economic geology
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| 700 |
1 |
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|a Buck, Neal A.
|e [author]
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| 041 |
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7 |
|a eng
|2 ISO 639-2
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| 989 |
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|b SBA
|a Springer Book Archives -2004
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| 856 |
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|u https://doi.org/10.1007/978-94-011-6765-9?nosfx=y
|x Verlag
|3 Volltext
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| 082 |
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|a 553
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| 520 |
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|a In all the industries in which I do management consulting, each manager considers his own industry to be truly "unique. " Of course, each is different in some respects, and each has its own quirks and features. However, the similarities among in dustries far outweigh the differences. The critical dynamics and the management issues have a great deal in common. However, there are, I believe, two industries (or segments of industries) that have an important critical uniqueness that does distinguish them from the rest. One of these is the exploration for undiscovered natural resources, notably for oil and gas; the other is research. In these two in dustry segments, the competition is not nearly so much one firm against another as it is each firm against "nature," or-if you prefer-against the unknown. This uniqueness not only sets these two industry segments apart from the rest, it also helps us to see what they have in common with each other: - Pure scientific talent, ability, and genius have direct commercial value. - We do not have the zero sum game of competition in the market place. A discovery by one firm does not usually perceptably lessen the opportunity of a "competitor" for a discovery. On the contrary, a discovery by one firm usually increases the knowledge of the whole industry, increasing com petitors' opportunity for discovery. - We see the source of continuing life for the rest of the firm
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