Sunday, December 20, 2015

Module Name: Organization and Business Management



OPEN UNIVERSITY MALAYSIA
FACULTY OF BUSINESS MANAGEMENT
BMOM 5203
Organization and Business Management


Name: Adam Khaleel

Lecturer: Muhammad Tariq
Learning Centre: Villa College



Trimester:  May2014

Contents


1.0 Executive Summary 


This report contains three questions. Question one gives the problems and challenges Shell has faced, how they have addressed these problems and challenges and the alternative solutions which they could use to overcome these issues. Question two explains why there was a significant low use of eStore by its customers. The third question gives a plan to solve Wright’s identified problems in order to re-launch an innovative e-store project in future. The plan has 6 steps; Step 1- Developing Vision & Mission, Step 2- Environmental Scanning, Step 3- Setting objectives, Step 4 - Crafting the strategies, Step 5 - strategy selection and implementation and Step 6 - Monitoring and evaluating performance.

2.0 Question 1 (Answers)

Any large organisation attempting to implement a large scale technology based project faces problems and challenges that need to be addressed and resolved. Assess how Shell addressed these problems and challenges. Would you have done it differently? Justify your approach.
Issue 1: Shell Canada had found that in recent years its custom base polarized into two groups: Transactors and Progressives.The Transactors consisted of about 95% of the customer base and were price-sensitive customers who looked at Shell’s offerings as a commodity. They were interested in price per liter and price per transaction and not in value added services. The Progressives were not considered price-sensitive customers and were interested in loyalty and value added services from Shell. They looked at Shell’s offerings on a price per unit of output basis, and thus considered the value added services to add notable value to their business.
How did they solved it; as a result in this progression, Shell Canada launched its online store called eStore for its customers, in 2002. The objective was to keep costs low by having a self-service technology so that agricultural customers can buy their products without the need for a sales-representative.
Issue 2: In the case of Shell, the problems were more specific like the project cost, the platform of system or technology to be used and language. They wanted to develop a web based self-service for its agricultural segment customers and was estimated that their market share would be increased by 2% in that segment. However the initial cost estimates showed that developing such an application would be very costly.
How did they solved it; they dealt with this problem by incorporating the eCATS application which was already in use. This helped in reducing the development costs significantly.
Issue 3: It was regarding the platform to be used for developing this application. They already had a platform which was outdated. Its Information Technology vendor was in the process of introducing a new platform based on the latest technology. They had already chosen the new platform for the development of eBusiness. It was finalized that the outdated platform would be used initially and the new platform would be introduced later on.
Issue 4:The final product which came out was not as effective as it was perceived to be. There were several reasons for the product having such low popularity. It was not customer friendly user interface and there was no proper re-validation by marketing department in checking the successful orders through eStore.
Issue 5: They were unsuccessful in projecting eStore as a better product than other applications like telephone, EDI and fax. The problems where that the implementation of eStore from both a technical and marketing perspective where less the desirable. Several technical problems included the interface and the websites accessibility, as well as problems such as targeted customer based having reduced internet access capabilities. While adaptive problems included both its staff and customers not knowing how to use or not be familiar with the new self-service solution.
Issue 6: As determined by the report from the consultant firm, Rare Method, technical issues and user interface problems are causing the low utilization of the eStore. They realized that customers who tried to sign up and potentially make purchases online encounter a few problems, increasing reluctance in using the service. Some customers did not remember the link or just mistype it while some had difficulty remembering their automatically generated passwords. Some user interface issues of the website include confusing login page, multiple applications available in the menu, and long delays in the process of placing orders. In addition, there were some issues related to back-end eBusiness system which resulted in confusing and irrelevant notification messages sent to customers. Collaboratively, these issues fall into the technical category and are ranked as the most important and the most urgent to address.
Issue 7: Another issue is related to the customer’s adaptability to this self-serve system. Although the number of people who have signed up for eStore was high, the proportion that actually uses it to make purchases has stayed low since eStore was launched. This shows that many customers are reluctant to use this new service. They either preferred to deal with their local sales representative with whom they have developed personal relationships or they found the already available phone or fax service more convenient than the online counterpart. This issue is ranked as high importance but low urgency since it requires long term plans to make customers adapt to this change.
Issue 8: Based on the feedback that Wright received from Shell’s customers, many were simply unaware of the existence of eStore. This issue implies the need to market this new service to current and potential customers. While marketing the website will increase the number of people who sign up for eStore, it may not increase online sales revenues (Saunders, 2006).
Issue 9: There was a formation of coordinated networks of producers in agricultural segment and there was an increased business-class farm operation. More capital-intensive operations was accompanied and increased reliance on new technologies (e.g. the Internet and theGlobal Positioning System). The business-class farm was rapidly replacing traditional farming operations by saving cost. The purchase of fuels was a commodity purchased by business-class farms and thus there was high price-sensitivity. The high pressure that agricultural customers were placing on Shell’s prices was quickly decreasing profit margins of Shell.
Issue 10: The agricultural customer base was a rural customer and provided unique challenges in managing communication, delivery and sales settlement for these customers.
How did they solve it; Local sales representatives operated as agents for commission and dealt directly with the agricultural customers for placing orders and account management. Shell retained ownership of the customer and the sales representative acted on behalf of the company for the sale of Shell-branded products and customers appreciated this high level of service.
Issue 11: Shell’s self-serve strategy began with an increased reliance on telephone communications, and then moved to electronic data interchange (EDI). After that eCommerce technologies moved away from using people to directly address customer requests. Instead, technology was used to satisfy many of those requests. Senior management at Shell envisioned that self-serve technologies based on the phone and Web-based applications could provide similar benefits within their fuels and lubricants division. Customers could be redirected to phone and Web-based systems for basic ordering transactions and for information requests, thus reducing the need for front-line sales and support staff (Saunders, 2006).
Alternative options
Option1
They can market eStore and promote it so ultimately and ideally every customer of Shell Canada in order to be aware of its service and how it works. This require marketing campaigns, seminars about the eBusiness, instructional brochures, eStore advertisements in newspapers and flyers, and promoting the store through Shell Canada’s website and sales representatives.
This will help to increase in awareness about eStore and its functionalities and to increase in number of customers who sign up. However, there will be high cost for promoting and marketing the website, high costs with educating people about a product and there will be resistance to change purchasing method.
Option 2
They can offer a fully functional online service to transactors who have already signed up for eStore. Hence customers can make their purchases from Shell online at their desired prices.
This will help in targeting transactors through online which leads to higher website utilization. There will be high chance to convert prospects to customers online and less chance of losing customers. However, there will be high cost to keep the sales representatives and it will be difficult to offer eStore to the right portion of customers.
Option3
Since Shell’s eStore has been inefficient as a self-serve system and most of customers choose still to use telephones or their sales reps to make their purchases, Shell Canada has the option to fold eStore and re-focus on sales representatives and phone service sales methods.
It will help to bring high level of customer satisfaction with sales representatives or phone service. It also helps in minimizing of operating cost of the website. However, there will be high cost of sales through sales representatives, there will be much lower profit margins or low number of sales from transactors due to high prices and there will be fall behind competitors in eCommerce (Wendling, 2014).

3.0 Question 2 (Answers)

Explain why there is a significant low use of eStore?
Report From The Field: Findings-
1. Some customers had not heard about e-Store. They were uninformed about the features and benefit of eStore. Shell did not had any marketing campaigns about the eBusiness such as instructional brochures, eStore advertisements in newspapers and flyers, and promoting the store through Shell Canada’s website and sales representatives. As a result of this, customers are unfamiliar and unaware about the eStore.
2. Those who knew the system preferred to deal with local sales representative. They believed that sales representatives know the customer requirements better and know how they operated their business. These customers wanted the good relationship which they had with sales representatives. They believed that the sales representative had always provided excellent service and they did not see any reason to use eStore.
3. Some of them felt that placing online orders were no better than placing orders directly through the 1-800 call center or faxing orders in directly. They always had their phone calls answered promptly and their faxes acknowledged in a timely manner. There is unknown relations with customers.
4. They believed that if they were going to use any technology, the phone and fax machine will be easier and cheaper than using an online system.
5. Some agents aggressively promoted the use of eStore and others providing only minimal effort. Some of the agents expressed concerns that their time was better spent dealing with client issues rather than promoting this new system. Others did not feel comfortable using the system and found it challenging to show their clients how to use eStore.
6. Customers that were shown how to use the system signed up for an eStore account but they often never used the system again and just returned to placing orders in the same way they always had. Meantime, there was no follow-up after the point where they signed up for the account and many just forgot about eStore.
Report From The Consultant: Findings-
7. Some customers did not remember the link (URL) for the e-Store website. It was also often faced trouble when typing the Web address. For instance, when they type the familiar http ://< sitename.ca> instead of the secure connection https ://< sitename.ca>, it appears as the system is non-responsive.
8. Customers have problems remembering passwords. The passwords were automatically generated by the system and conformed to strict security guidelines that required the password to be random sequence of letters and numbers and of a certain minimum length.
9. Log-in screen was confusing. Since it presented what appeared to be two separate log-in panes. The left-hand pane was for individuals with usernames and passwords, similar to those used by eStore customers; whereas the right-hand pane was for employees who used a Shell-provided security device (a key fob), essentially a piece of hardware that generated a secure pass code. Customers faced with the choice between a log-in using “Regular User Ids” or “Security Devices” invariably chose, incorrectly, the latter option since it appeared more secure. When customers logged in to the system, they were immediately notified that their password had expired and were prompted to change their password. It appeared to customers that they had done something wrong. The message required that customers enter their old password and go through the process of creating a new password that adhered to strict security guidelines.
10. The notification messages that customers were receiving from eStore were also confusing. These messages appeared as system messages from the back-end eBusiness systems and were sent from the eBusiness Centre at Shell and not from the eStore.
11. Customers were unaware of e-Business centre at Shell.Customers did not deal with the eBusiness Centre and only knew about eStore so they often simply ignored the emails. The eStore application was part of a larger suite of applications that fell under the purview of the eBusiness Centre. The eBusiness Centre served as a clearing house for the various Web-based applications supported by Shell Canada so messages related to these applications originated from this group. If an end-user needed to be notified concerning one of the Web-based applications like eStore for issues like passwords or information updates, they received an email from the eBusiness Centre. This practice was originally set up for the internal eBusiness applications at Shell, and then was replicated for the customer-facing application eStore.
12. Long response time while placing online orders. After entering their order information and clicking on the button to place the order, there was a long delay before a response was received from the system. Customers were not really sure whether their computers caused this delay, or whether it was an issue with eStore.
13. e-Store brand appeared to be confusing to customers since the site was not really a store. Since the site was not really a store, in the sense that customers could connect to the site and order whatever they wanted. Instead, there was a select product list available and an existing relationship with Shell was required in order to gain access to the site. In addition, the store analogy did not convey some of the more strategic functionality that would have allowed customers to streamline their own accounting and purchasing processes (Saunders, 2006).

4.0 Question 3 (Answers)

In a way, Wright already realized the main problems of the project. If you are in his position, prepare a plan to solve his identified problems in order to re-launch an innovative e-store project.

4.1 Step 1: Developing Vision & Mission

Vision
The most recent vision statement for Shell as a whole organization is “To be the Top Performing and Most Admired Refinery in Asia” (Shell Refining Company, 2014).
Mission
The most recent mission statement for Shell as a whole organization is “To continuously deliver shareholder value by: Manufacturing and supplying oil products and services that satisfy the needs of our customers, constantly achieving operational excellence, conducting our business in a safe, environmentally sustainable and economically optimum manner, and employing a diverse, innovative and results-oriented team motivated to deliver excellence” (Shell Refining Company, 2014).

4.2 Step 2: Environmental Scanning

External Environmental Analysis
Good business strategic planning will only take place if the organization has detailed knowledge of both the internal and external environments in which it operates in. The PESTEL framework together with Porter's five forces model provides a checklist of the most important and major factors that affect an organization. The external environment can be split into three layers with the organization as the core. The PESTEL factors can be identified and illustrates why the organization has to conduct an environmental analysis and take the findings into consideration. Each component shall be examined in more detail and extract information that is important and relevant to Shell. Below diagram shows more details (Campbell, 2010).


PESTEL Analysis




Industrial environment
Porter's Five Forces
This model will determine the firm’s position in the competitive market before it creates any strategic policies. This model helps the firm to understand how fierce or how favorable the competitive environment is.




(Campbell, 2010).
Internal environment
Value Chain
The value chain analysis identifies how the business adds value to the resources it obtains and how it organizes these resources to satisfy customers and the stakeholders (Campbell, 2010).C:\Users\Adam\Desktop\value chain.PNG

BCG matrix
The BCG is a product portfolio analysis that examines the existing position of a firm’s products. This allows the firm to plan what to do next. It shows the market share and growth of each.
 
(Campbell, 2010).



(Campbell, 2010).
SWOT Analysis
The next stage is for the firm to identify the extent to which it has managed to acquire a fit with the environment, it needs to identify its strengths, weaknesses and external opportunities and threats (SWOT analysis). The idea of the SWOT analysis is to convert the identified weaknesses and threats into Strengths and Opportunities. This will help to form part of the business strategy plan. The below diagram shows the SWOT analysis of Shell.



(Campbell, 2010).
GAP analysis  
C:\Users\Khaleel\AppData\Local\Temp\msohtmlclip1\01\clip_image001.png

The gap analysis is a comparison of the ultimate objective with the current plans and position an organization is currently in. So that strategies can be devised to fill the gap. Market penetration strategies are the percentage of the market that the product can capture. Market development strategies involve moving into new markets either to supply to or extract resources. Product development strategies involve the research and development that shell currently undertakes to reach its target fuel energy diversification products (Campbell, 2010).
 ANSOFF Matrix

 
(Campbell, 2010).

4.3 Step 3: Setting objectives

Financial objectives
  1. Plans to sharpen up performance and reduce costs
  2. Reduce operating costs by $1 billion by year end Feb 2016
  3. Current projects that come on stream, the company expects cash flow to increase by50%
  4. Maximize refinery margins 10%.
Strategic Objectives
  1. To benefit its shareholders
  2. To meet its customer requirements
  3. To sustain a robust management system
  4. To deliver continuous sustainable Health, Safety, Security and Environmental excellence.

4.4 Step 4: Crafting the strategies

Main strategies adopted by Shell:
Old Strategy 1. To solve the problems like the project cost, the platform of system or technology to be used and language, they incorporated the eCATS application which was already in use. They wanted to develop a web based self-service for its agricultural segment customers. Although the initial cost for developing this application was very costly, it helped in reducing the development costs significantly.
Old Strategy 2. Transactors were price-sensitive customers who looked at Shell’s offerings as a commodity. After the eCATS, they developed eStore from eCATS and launched for its customers in 2002. Before the full launch a pilot test was done in 2003. The objective was to keep costs low by having a self-service technology so that agricultural customers can buy their products without the need for a sales-representative.
Old Strategy 3. The agricultural customer base was a rural customer and provided unique challenges in managing communication, delivery and sales settlement for these customers. Shell retained ownership the sales representative acted on behalf of the company for the sale of Shell-branded products and customers appreciated this high level of service.
Alternative Strategies
Option 1. Advertising E-store through print or electronic media.Since many customers were unaware of e-Stores, there is a strong need to inform customers about e-Stores through advertisements in print and electronic media
Option 2. Distributing leaf-lets. Leaflets should be more attractive and should include all the necessary information about the e-Store. The features, benefits to the customers should be given. Company can provide booklets to customer and introduction on how to use e-Store internet
Option 3. Educating existing customers about E-stores and how to use it. This can be done with the help of local sales representatives. Local agents should communicate and demonstrate the strategic functionality and benefits of the website. They should have sales representative training plan.
Option 4. Make it clear why customers should purchase from it. It is important to make clear from the outset what value it provides to customers. Why should they purchase anything from its website? Does it offers low prices, fast shipments, unbiased, high-quality product reviews, a wide selection of products, a specialized set of products that are hard to find and ease of use. This is its up-front value proposition, the core value that is woven into the design and organization of the entire website.
Option 5. Provide many ways to find products. Website must provide multiple ways to navigate because customers look for products in many different ways. Some customers know exactly what they are looking for and want to type the name of the product into a search bar and jump straight to that product’s page. Predictive input can help streamline the product selection process further. Other customers have only a vague notion of what they are looking for and want to explore lots of browsable content to get a better sense of what is available. They should find new ways to help its customers scratch itches they did not even know they had. They should tell its customers what new and interesting products it has by showcasing featured products on its homepage portal. They should help them find related or more expensive versions of products by cross-selling and up-selling.
Option 6. Consider including some advanced features. After solving the basic mechanics of shopping and purchasing, Shell needs to look at some more advanced issues. For example, some people may be interested in seeing their order tracking and history to check the status of their purchases or see what they have bought in the past.
Option 7. Keep it convenient. Customers love to be able to search vast stores of information, see many clean product detail pages that provide thorough descriptions, and compare products. In doing so, they can make more educated decisions about the products and services they need. On the flip side, if the information it provides is not easy to find, its customers will become frustrated and perhaps even leave. Finding one thing they like may motivate customers to look for other things they like. A site that facilitates collecting multiple items can greatly simplify the shopping process.
Option 8. Avoid surprises. Customers want to know what to expect when they start shopping because it will take at least a few minutes to complete the transaction, and they do not want to have a surprise toward the end. Full disclosure about site polices up front is important to shoppers. They generally have 3 areas of concern: Privacy and Security, Additional Charges and Returns.
Option 9. Branding: To improve branding, they should integrate their eBusiness log-in and services into their main website, rather than having two different sites.
Option 10. Re-designing the interface to create a simpler login screen with only one log-in pane, ease password security criteria, create a redirect from the unsecure URL address to the secure URL address to avoid confusion, limit the user’s view to the items they have access to, and allow new customers to create accounts online. In addition to those interface changes, Shell should improve the efficiency of the site by decreasing order transaction time. They should also improve the detail and content of email notifications, so they can be easily identified by the user as eStore information.
Option 11. Organizational Learning: Shell should adopt an eBalanced scorecard. This would create a focus on customer expectations, financials, continuous improvement and internal metrics. It would also incorporate the positioning factors: branding, marketing, service and technology. Many of the customers’ concerns discovered after the launch of eStore would have been identified through this process.
Option 12. Call center employee training: The call center’s operation should also provide consulting of how to use e-Store services. The call center employee need taking e-Store knowledge training but it will worth for long term purpose. If keep same situation, the customer usage level is still getting increasing with the time. It will save company current financial.
Option 13. It should modify the front end application and integrate the back end application and security incorporation to provide customer easily to use website. It will increase customer usage level and reach company’s target (Pandey, Semwal, Dubey, &Bisht, 2012).
TOWS Matrix
A range of strategic options are now be formulated using the TOWS matrix to resolve the issues with eStore.

Ansoff Matrix
It is used to identify directions for Shell’s strategic development.
 
(Pandey, Semwal, Dubey, & Bisht, 2012).

4.5 Step 5: strategy selection and implementation

Evaluation of options (Pros and Cons)
Option 1. Advertising E-store through print or electronic media.
Pros (+): Can aware customers about e-Stores. Fits to the budget. Can increase the use of eStore.
Cons (-): May not reach all the potential customers.
Option 2. Distributing leaf-lets.
Pros (+): More attractive and can provide information about the e-Store. Can show the features, benefits of eStore to the customers.
Cons (-):May not reach all the potential customers.
Option 3. Educating existing customers about E-stores and how to use it.
Pros (+): Can communicate and demonstrate the strategic functionality and benefits of the website. Can increase the use of eStore.
Cons (-): More expensive. Time consuming.
Option 4. Make it clear why customers should purchase from it.
Pros (+): Can make clear from the outset what value it provides to customers. Can aware the customers. Can increase the use of eStore.
Cons (-): Time consuming.
Option 5. Provide many ways to find products.
Pros (+): can provide multiple ways to navigate. Can help streamline the product selection process. Can aware the customers. Can provide personalized recommendations.
Cons (-): Expensive and time consuming.
Option 6. Consider including some advanced features.
Pros (+): Can provide advanced features to the customers. Can increase the use of eStore.
Cons (-): Expensive and time consuming.
Option 7. Keep it convenient.
Pros (+): Can make more educated decisions about the products and services they need. Can provide easy ways to find information.
Cons (-): Time consuming.
Option 8. Avoid surprises.
Pros (+): Full disclosure about site polices can be given to shoppers. More formal.
Cons (-): Time consuming. Less attractive.
Option 9. Branding:
Pros (+): Can integrate their eBusiness log-in and services into their main website, rather than having two different sites.
Cons (-): Expensive.
Option 10. Re-designing the interface.
Pros (+): Can create a simpler login screen with only one log-in pane, ease password security criteria, create a redirect from the unsecure URL address to the secure URL address to avoid confusion.
Cons (-): Expensive and time consuming.
Option 11. Organizational Learning:
Pros (+): Can adopt an eBalanced scorecard. Can focus on customer expectations, financials, continuous improvement and internal metrics.
Cons (-): Time consuming.
Option 12. Call center employee training:
Pros (+): Can save company current financial. Better service.
Cons (-): Expensive and time consuming.
Option 13. It should modify the front end application and integrate the back end application.
Pros (+): Can provide customer easily to use website. Can increase customer usage level and reach company’s target.
Cons (-): Expensive and time consuming.
Comparisons and Analysis of Options
Figure below gives a brief explanation of each strategic option. A preliminary analysis will be made, scoring each option using a number of defined performance indicators. This will lead to the elimination of options that are not considered suitable for Shell, leaving the 10 most appropriate strategies to be further analyzed for consideration (Saunders, 2006).





4.6 Step 6: Monitoring and evaluating performance

Implementation
Based on the analysis of options it is proposed that ten strategies are implemented simultaneously. These strategies are Option 1 (Advertising E-store), Option 2 (Distributing leaf-lets), Option 3 (Educating existing customers), Option 4 (Make it clear), Option 5 (Many ways to find products), Option 6 (Advanced features), Option 7 (Keep it convenient), Option 9 (Branding), Option 10 (Re-designing the interface) and Option 12(Call center employee training). Below figure details the objectives and performance measures of these strategies.
Strategy Overview



In order for the chosen strategies to be successful effective implementation is essential to organize and enable success and to manage the changes that will impact Shell (Saunders, 2006).
Organization structure
 

(Saunders, 2006).
 Corporate Level Structure

(Saunders, 2006).
At a corporate level, Shell has a good structure already in place. They have changed the previous structure to a new structure by adding upstream, downstream and technology. The new structure focused on streamlining corporate functions and adding new departments.
Business Level Structure
At a business level each department will need to ensure all staff implements the strategies that have come top-down from a corporate level and work within the organisation’s brand values. Each department must also tailor the corporate level objectives specifically to its own targets.
Functional Level Structure
Every function must coordinate with each other to ensure objectives are met and an updated operations manual must be developed. Sufficient training on the new on board technology will be necessary on an ongoing basis to ensure that employees are fully familiar with the eStore.
Managing the Change

The shaded area of above figure reflects the nature and scope of change that the proposed strategies will require of Shell. Adaptation will be necessary as this is done on an incremental basis it is relatively low risk (Saunders, 2006).

Gantt chart

Critique
Although strong and justified strategies have been created within the confines of the report there area number of issues which Shell should take into consideration when implementing the proposed strategies. These are considered briefly below.
Financial
Shell should not have much trouble in implementing these strategies. Regardless of the gearing ratio and liquidity they should be able to secure some funding from financial institutions or obtain the rest from retained profits to implement these strategies.
People
The recommended strategies to improve eStore will require full support from Shell’s workforce. As a highly unionized workforce, success in changing the employment relationship will be determined by Shell’s ability to work efficiently with each recognized union. Improvements to eStore may be hindered by an uncooperative workforce, highlighting the importance of ongoing training and support.
Legal
The regulatory approval must be achieved before it can be implemented and promoted to its customers in various locations.

4.7 Conclusion

This report has analyzed the internal and external environment in which Shell Canada Ltd operates, which has resulted in the generation of several possible strategies. Managing change and implementing strategies can be very challenging in a constantly changing, global environment. Therefore, Shell needs to integrate its resources and competence across different functional areas.
It was concluded that a combined strategy approach to improve eStore was deemed most suitable. Due to lack of primary research and restricted access to company information there maybe limitations in my findings and recommended strategies, however I believe that if the general direction of my suggested strategic intent is followed it will lead to success.

5.0 Reference

Campbell, R. Y. (2010). Identification and analysis of the Business Strategy formulation and planning (Student paper).Retrieved June 18, 2014, from http://www.scribd.com/doc/33111525/Identification-and-analysis-of-the-Business-Strategy-formulation-and-planning-according-to-Shell-Group-Plc
Pandey, K., Semwal, R., Dubey, V. & Bisht, D. S. (2012). E-store at shell Canada ltd (PowerPoint presentation). Retrieved June 20, 2014, from http://www.scribd.com/doc/73098388/E-store-at-Shell-Canada-Ltd
Saunders, C. (2006). ESTORE AT SHELL CANADA LIMITED (Case Study). Ivey Publishing, (A) 2007-04-30.
Shell Refining Company. (2014). Vision, Mission, Objectives. Retrieved June 19, 2014, from http://www.shell.com/src/about-src/vision.html








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