Market‐Based Barrels of Oil Equivalent: A Better Indicator for Exploration and Production Company Enterprise Values

Scheig Gregory E.

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Market‐Based Barrels of Oil Equivalent: A Better Indicator for Exploration and Production Company Enterprise Values

机译：基于市场的油桶等同物：勘探和生产公司企业价值观更好的指标

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>Many investors, Wall Street analysts, and valuation professionals consider barrels of oil equivalent (BOEs) a key metric for determining and comparing enterprise values between companies. Given the current difference between oil prices and natural gas prices, an adjusted BOE metric reflecting the current and expected commodity prices can provide additional insights for enterprise valuations.

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《Natural Gas and Electricity.》 |2019年第5期|共7页
作者
Scheig Gregory E.;
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中图分类石油、天然气加工工业;
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2. SinoChem Trying to Gain Access to Oil/Gas Production；1.25 Million Barrels of Gasoline to Be Exported by PetroChina in January；Proven Oil/Gas Reserves in Xinjiang to Be Increased [J] . 中国化工报导（英文版） . 2001,第002期
3. Shale Oil Production Could "Revolutionize" Global Energy Markets, PwC Report Says; Oil Prices Could Plummet and Production Could Reach 14 Million Barrels Daily by 2035 [J] . Foster Natural Gas Report Group Foster Natural Gas Report . 2013,第2940期

机译：普华永道报告称，页岩油生产可能会“革命”全球能源市场;到2035年，石油价格可能暴跌，产量每天将达到1400万桶
4. Bering Exploration has successfully drilled its first well on its South Texas prospect, which, the company reports, has potential gross reserves of 5 million barrels of oil and 46 billion cubic feet of natural gas [J] . NGWS GAS MARKET RECONNAISSANCE GROUP NGW's Gas Market Reconnaissance . 2010,第Octa28期

机译：白令勘探公司已经成功地在其南德克萨斯州的勘探井上钻了第一口井，据该公司报道，该井的潜在总储量为500万桶石油和460亿立方英尺天然气
5. CHINA: CNOOC targets net production of 365 million barrels of oil equivalent in 2011 [J] . ENERGY ASIA GROUP Energy Asia . 2011,第3期

机译：中国：中海油计划2011年实现净产量3.65亿桶石油当量
6. JORDAN 2015 UPDATE: SHELL INTERNATIONAL EXPLORATION PRODUCTION INC. (SIEP) JORDAN OIL SHALE COMPANY(JOSCO) [C] . Mariela Araujo, Jack Emmen, Tom Fowler, Oil shale symposium . 2015

机译：乔丹2015年更新：Shell International Explorion＆Production Inc。（SIEP）JORDAN ILOL SHALE公司（josco）
7. Market Impact of Proved Reserve Disclosures by U.S. Publicly Held Oil and Gas Exploration and Development Companies. [D] . Gray, Charles A. 2015

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9. La banalisation du luxe (Democratization of luxury) Abstract : La plupart des achats pratiqués sont effectués par des clients occasionnels, ce qui a conduit les entreprises à s’adapter par une nouvelle stratégie. En effet, suite à l’intensification de la concurrence et à la concentration du secteur qui engendrent une contrainte de rentabilité immédiate, mais aussi en raison des impératifs nouveaux du marché, les maisons de luxe se voient obligées d’élargir leur offre afin d’ajouter à une clientèle dite traditionnelle une clientèle plus vaste. Dès lors, le secteur du luxe est progressivement passé d’une logique d’offre où seul un nombre restreint de personnes était ciblé, à une politique d’offre où des professionnels du marketing étudient la demande du marché afin d’orienter la production des biens vers un marché de masse. La banalisation est une problématique capitale et décisive car les maisons de luxe doivent préserver leur image de marque tout en élargissant leur clientèle : elles s’efforcent de créer et de pérenniser leurs marques, sans jamais oublier qu’une marque ne peut pas s’associer à n’importe quel objet, sous peine de menacer l’ensemble de ses représentations. Par conséquent, chaque nouveau produit présente un risque pour la gamme toute entière, d’où le risque d’une erreur stratégique par le choix de la banalisation. Le danger est de voir la clientèle aisée se tourner vers d’autres grands noms pratiquant toujours cet esprit d’élitisme qui caractérise le « luxe ». The luxury market is no longer reserved for an elite as its evolution over the last fifteen years clearly indicates. Luxury goods companies have been forced to adapt and resort to new strategies to take into account the fact that most purchases are now made by occasional clients. The keen competition and the on-going concentration in that sector – with the resulting short term profitability constraints - together with the new market conditions, have forced luxury goods companies to broaden their offer so as to add new customers to their traditional base. As a consequence, the luxury market has progressively moved away from an offer-driven logic – targeting a small number of people – in favor of an offer-based policy with marketing professionals studying market demand so as to direct the production of goods towards mass production. The democratization of luxury constitutes a major challenge for those companies which must preserve their image while broadening their customer base: they now strive to create and perpetuate their brand image, without ever forgetting that a brand cannot be associated to just any object, as this might constitute a threat to all its brand representations. Thus every new product constitutes a real threat to the whole range and there is a risk of making a strategic mistake by appealing to the mass market; and there is also a clear danger of seeing affluent customers turn to other great names that still foster this ‘elite spirit’ that characterizes « luxury ». [O] . Eric Vernier, Pierre Ghewy 100

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10. Plan for Management of Mineral Assess on Native Tribal Lands and for Formation of a Fully Integrated Natural Gas and Oil Exploration and Production Company [R] . Blechner, M. H., Carroll, H. B., Johnson, W. I. 1999

机译：土着部落土地矿产评估管理计划和完全一体化天然气和石油勘探和生产公司的组建

Market‐Based Barrels of Oil Equivalent: A Better Indicator for Exploration and Production Company Enterprise Values

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