The outlook for Australia's emerging unconventional plays

2012 ◽  
Vol 52 (2) ◽  
pp. 646
Author(s):  
Andrew McManus
Keyword(s):  
Case Studies ◽  
Success Factors ◽  
Activity Levels ◽  
Tight Gas ◽  
Unconventional Gas ◽  
Key Success Factors ◽  
The Us ◽  
World Class ◽  
The Cost ◽  
Gas Potential

Australia’s world-class CSG resource has seen the country emerge as a global unconventional gas player. Three LNG plants are being constructed, with more than US$50 billion committed to be spent in the sector before 2020. Australia’s unconventional gas story does not stop there. Operators now have shale and tight gas potential, where exploration is now underway in a number of basins across the country. As with CSG, the initial steps are being taken by the industries’ smaller companies; however, established players like Mitsubishi, Hess, BG and ConocoPhillips have been quick to buy into the opportunity—and at a fraction of the cost of the proven CSG plays. So can shale or tight gas emerge as Australia next major play? This presentation summarises activity levels and discusses which basins present the greatest potential. It also considers the challenges that lie in wait to commercialise new discoveries and the case studies of the US shale and Australian CSG plays to identify key success factors. This short abstract contains only presentation slides.

Exploring a Corporate Entrepreneurship Process Through an Accelerator Program and Key Success Factors: A Case Studies From Bangladesh

2020 ◽  
Author(s):  
Sinin Tabassum ◽  
Maiful Begum ◽  
Bonny Adlina D Cruze ◽  
Nahida Sultana ◽  
Md. Soud al Fahad ◽  
...  
Keyword(s):  
Case Studies ◽  
Success Factors ◽  
Corporate Entrepreneurship ◽  
Key Success Factors

Networking Industry and Academia

2009 ◽  
Vol 23 (6) ◽  
pp. 437-443 ◽  
Author(s):  
Simon Stephens ◽  
George Onofrei
Keyword(s):  
Higher Education ◽  
Case Studies ◽  
Real World ◽  
Success Factors ◽  
Higher Education Institutions ◽  
Practical Application ◽  
Policy Makers ◽  
Key Success Factors ◽  
Primary Means ◽  
Education Business

Graduate development programmes such as FUSION continue to be seen by policy makers, higher education institutions and small and medium-sized enterprises (SMEs) as primary means of strengthening higher education–business links and in turn improving the match between graduate output and the needs of industry. This paper provides evidence from case studies. The findings indicate that the practical application of academic principles in real-world settings provides a useful learning vehicle for academics, graduates and SMEs. Key success factors and strategies for overcoming obstacles emerged from the case studies. In light of these findings, the authors make tentative recommendations to aid the future delivery of similar programmes.

Beyond Knowledge Management

2011 ◽  
pp. 396-411
Author(s):  
Audrey Grace ◽  
Tom Butler
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Success Factors ◽  
Learning Management Systems ◽  
Management Approach ◽  
Approach To Learning ◽  
Key Success Factors ◽  
World Class ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

Marine Supply Chain Management

1999 ◽  
Vol 15 (04) ◽  
pp. 233-252
Author(s):  
M. Fleischer ◽  
R. Kohler ◽  
T. Lamb Fellow ◽  
H. B. Bongiorni
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Shipbuilding Industry ◽  
Chain Management ◽  
Cost Differential ◽  
Marine Industry ◽  
The Us ◽  
World Class ◽  
The Cost ◽  
Successful Change

The US shipbuilding industry finds itself pressed on many sides by dwindling government and commercial ship orders. Without significant improvement in performance, the US shipbuilding industry will contract to the minimum that can sustain government and Jones Act commercial ship demand. There has been considerable benchmarking of the US shipbuilding with other shipbuilding countries and other US and foreign industries. In these studies, the improved management of the supply chains has been found to be an important way to improve performance. The 1996 21s' Century Agile Shipbuilding Strategies report identified improvement in the relationship between shipyards and their suppliers as one of the highest priorities. In the marine industry over 50% of the cost of the delivered product is for material and equipment. When significant turn-key subcontracting is used this can increase to 75%. Over the past two decades, most US shipbuilders acknowledged that their productivity was significantly lower than world class shipbuilders. More recently they have acknowledged a material cost differential of up to 33%. Clearly, the cost of material is one of the major sources of the lack of international competitiveness of the US marine industry. The performance of the US automotive and aerospace industries has improved significantly by focusing on and improving their supply chain management. Much of Boeing's and Chrysler's improvement has been attributed to successful change in this area. This paper describes the results of a project that analyzed supply chain management in the marine industry as a way to develop a set of best practices.

The Waste Wise Schools Program: Evidence of Educational, Environmental, Social and Economic Outcomes at the School and Community Level

2004 ◽  
Vol 20 (2) ◽  
pp. 1-11 ◽  
Author(s):  
Patricia Armstrong ◽  
Brian Sharpley ◽  
Stephen Malcolm
Keyword(s):  
Case Studies ◽  
Success Factors ◽  
Community Level ◽  
Economic Outcomes ◽  
Key Success Factors ◽  
Detailed Case ◽  
Intergenerational Influence ◽  
School And Community

AbstractThe Waste Wise Schools Program was established by EcoRecycle Victoria to implement waste and litter education in Victorian schools. It is now operating in over 900 schools in Victoria and 300 schools in other Australian states / territories. This paper provides detailed case studies of two active schools in the Waste Wise Schools Program and considers for each school how the Program started, what it meant to the school, the environmental, educational, social and economic outcomes of the Program and the key success factors. It discusses evidence that the Program has changed the thinking and behaviour of many families at the schools, suggesting that the children may be acting as catalysts to influence their parent's waste wise behaviour, i.e. having an intergenerational influence. Guidelines for promoting this influence are proposed.

Low-Cost Strategy Factors in Airline Industry: The AirAsia Case

2013 ◽  
Vol 845 ◽  
pp. 652-657
Author(s):  
Alireza Rangraz Jeddi ◽  
Nafiseh Ghorbani Renani ◽  
Alireza Khademi ◽  
Vahid Shokri ◽  
Mohd Yusof Noordin
Keyword(s):  
Airline Industry ◽  
Success Factors ◽  
Low Cost ◽  
Air Transportation ◽  
Key Success Factors ◽  
Se Asia ◽  
Cost Strategy ◽  
Important Barrier ◽  
Low Cost Strategy ◽  
The Cost

Demand for air transportation has boomed extensively in Southeast (SE) Asia during the past decade as a result of economic development and the lack of land routes between destinations. The purpose of this study is to focus on the cost-leadership competitive strategy applied by low-cost carriers (LCCs) in SE Asia airlines and explore the elements that affect the competing capability of these airlines in the region. Furthermore, the study attempts to illustrate the key success factors that have resulted in the superiority of AirAsia (AA) airline among other LCCs airlines in the competitive market of SE Asia. The research shows that the regulatory environment in the regions air transportation business is an important barrier for the development of local LCCs airlines. Hence, AA attempts to cope with these barriers have been illustrated in this research.

Beyond Knowledge Management

2011 ◽  
pp. 213-230
Author(s):  
Audrey Grace ◽  
Tom Butler
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Success Factors ◽  
Learning Management Systems ◽  
Management Approach ◽  
Approach To Learning ◽  
Key Success Factors ◽  
World Class ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

Analysis of Key Success Factors for Eco-Business Through Case Studies in Japan

2012 ◽  
Vol 6 (3) ◽  
pp. 252-263 ◽  
Author(s):  
Shinsuke Kondoh ◽  
◽  
Kei Kurakawa ◽  
Satoru Kato ◽  
Yasushi Umeda ◽  
...  
Keyword(s):  
Case Studies ◽  
Customer Value ◽  
Success Factors ◽  
Environmental Problems ◽  
Environmental Load ◽  
Environmentally Conscious ◽  
Key Success Factors ◽  
General Rules ◽  
Customer Values

In order to solve environmental problems, a transition from conventional business to environmentally conscious business (eco-business) is urgently needed. Support for finding eco-business ideas will help to promote this transition. As a step in this direction, this paper takes an approach that provides a business designer with general rules and prerequisites extracted from existing eco-businesses. This paper collects 130 examples of eco-businesses in Japan and then investigates and classifies them to develop general guidelines and checklists for success. As a result, four kinds of customer value provided by eco-businesses, eight rules that couple the the reduction of environmental load of society with the four customer values, and eight rules for cutting business costs are derived. A tool for planning a new eco-businesses is also proposed.

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