Gulf Oil was the major global oil company from 1901 to 1981. The eighth largest manufacturing company in America in 1941 and the ninth largest in 1979, Gulf Oil was one of the so-called Seven Sisters oil companies.. Prior to the merger with Standard Oil of California, the Gulf was one of the main instruments of Mellon family wealth; both Bay and Mellon Financial have their headquarters in Pittsburgh.
The former headquarters of the Gulf, originally referred to as "The Gulf Building" (now the Gulf Tower office condominium), is an Art Deco skyscraper. The tallest building in Pittsburgh until 1970, when blocked by the US Tower of Baja, the building is bordered by several high-level pyramid structure. Until the late 1970s, the entire peak was illuminated, changing color with changes in barometer pressure to provide visible weather indicators for miles.
Gulf Oil Corporation (GOC) ceased to exist as an independent company in 1985, when it joined Standard Oil of California (SOCAL), with both brands as Chevron in the United States. Gulf Canada, a major Canadian subsidiary, sold the same year as retail outlets to Ultramar and Petro-Canada and what Gulf Canada Resources into Olympia & amp; York. However, the Bay brand name and a number of GOC constituent business divisions survived. The Gulf has experienced a significant revival since 1990, emerging as a flexible network of allied business interests based on partnerships, franchises and agents.
The bay, in its present incarnation, is a "new economy" business. It employs very few people directly and its assets mainly in the form of intellectual property: brands, product specifications and scientific expertise. The right to a brand in the United States is owned by Gulf Oil Limited Partnership (GOLC), which operates over 2,100 service stations and several oil terminals; is headquartered in Wellesley, Massachusetts. Company vehicles in the Gulf network center outside the United States, Spain and Portugal are Gulf Oil International, a company owned by the Hindu Group. The focus of the company is mainly in the supply of downstream products and services to the mass market through joint ventures, strategic alliances, licensing agreements, and distribution arrangements.
Video Gulf Oil
Histori
1901-1982
The Gulf Oil business started in 1901 with the discovery of oil in the Spindletop near Beaumont, Texas. A group of investors came together to promote the development of a modern refinery in Port Arthur to process the oil. The biggest investor is William Larimer Mellon from the Pittsburgh Mellon banking family. Other investors include many Mellon Pennsylvania clients as well as some Texas wildcatters. Mellon Bank and Gulf Oil remain closely linked thereafter. Gulf Oil Corporation itself was formed in 1907 through the incorporation of a number of oil businesses, notably JM Guffey Petroleum and Gulf Refining from Texas. The company name refers to the Gulf of Mexico where Beaumont is located.
The output of Spindletop reaches about 100,000 barrels per day (16,000 m 3 /d) after it is found and then begins to decline. The discovery then made 1927 the peak year of Spindletop production, but the early decline of Spindletop forced the Gulf to seek alternative sources of supply to maintain substantial investment in refining capacity. This is achieved by building a 400-mile (640-km) Glenn Pool pipeline that connects the oil fields in Oklahoma with Gulf refineries in Port Arthur. The pipeline opened in September 1907. The Gulf then built pipelines and refineries in the eastern and southern parts of the United States, which required a large capital investment. Thus, Gulf Oil provides Mellon Bank with a safe vehicle to invest in the oil sector.
The Bay promotes the concept of selling branded products by selling gasoline in containers and from pumps characterized by a distinctive orange disc logo. A customer who buys a Gulf branded gasoline can be assured of consistent quality and standards. (At the beginning of the 20th century, unbranded gasoline in the United States was often contaminated or unreliable).
Gulf Oil grew steadily in the interwar years, with activity largely confined to the United States. The company is characterized by vertically integrated business activities, and is active across the entire spectrum of the oil industry: exploration, production, transportation, refining and marketing. It also involves itself in related industries such as petrochemical and auto parts manufacturing. It introduces significant commercial and technical innovations, including the first drive-in service station (1913), free roadmap, water drilling on Ferry Lake, and catalytic cracking processes (Gulf is mounting the world's first commercial catalytic cracking unit in Port- his Arthur, Texas, refinery complex in 1951). The Gulf also forms a model for an integrated international "oil base", which refers to one of the very large corporate groups that have an influential and sensitive position in the countries in which they operate. In 1924 it had acquired the Venezuelan-American Synolei Creole rental in a 1.5 kilometer (0.93 mile) shallow water drip along the eastern shore of Lake Maracaibo.
In Colombia, the Gulf purchased the Barco oil concession in 1926. The Colombian government revoked the concessions that same year, but after much Gulf negotiations won it back in 1931. However, during the period of overcapacity, the Gulf was more interested in backing up than developing it. In 1936, the Gulf sold Barco to Texas Corporation, now Texaco.
The Bay has extensive exploration and production operations in the Gulf of Mexico, Canada and Kuwait. The company played a major role in the early development of oil production in Kuwait, and through the 1950s and 60s seemed to enjoy a "special relationship" with the Kuwaiti government. This special relationship attracts unfavorable attention because it is associated with "political contribution" (see below) and support for anti-democratic politics, as evidenced by a paper drawn from the body of a Gulf executive who died in a TWA plane crash in Cairo in 1950.
In 1934, Kuwait Oil Company (KOC) was formed as a joint venture by British Petroleum and Gulf. Both British Petroleum and Gulf have the same stake in the venture. KOC pioneered oil exploration in Kuwait in the late 1930s. Oil was discovered in Burgan in 1938 but it was not until 1946 that the first crude oil was delivered. Oil production started from Rawdhatain in 1955 and Minagish in 1959. KOC started gas production in 1964. It was cheap oil and gas shipped from Kuwait that formed the economic base for Gulf-wide oil sector operations in Europe, the Mediterranean, Africa and the Indian subcontinent. This latest operation is coordinated by Gulf Oil Company, Eastern Hemisphere Ltd (GOCEH) from their office at 2 Portman Street in London W1.
The Gulf was expanded globally from the end of the Second World War. The company made use of its international drilling experience to other regions of the world, and by mid-1943 there had been a presence in Venezuela's eastern oil field as the Mene Grande Oil Company. Much of the expansion of the company's retail sales is through the acquisition of privately owned filling chains in various countries, allowing Gulf outlets to sell products (sometimes by "matching") arrangements of "lifted" oil in Canada, the Gulf of Mexico, Kuwait and Venezuela. Some of these acquisitions proved less resilient in the face of economic and political developments since the 1970s. Gulf invests in product technology and develops many specialized products, especially for applications in the maritime and aviation engineering sectors. It is especially noted for various lubricants and greases.
Gulf Oil reached its peak of development around 1970. In that year, the company processed 1.3 million barrels (210,000 m 3 ) of crude oil daily, holding assets worth $ 6.5 billion ($ 40.96 billion today), employs 58,000 employees worldwide, and is owned by 163,000 shareholders. In addition to its oil marketing interests, the Gulf is a major producer of petrochemicals, plastics, and agricultural chemicals. Through its subsidiary, Gulf General Atomic Inc., he is also active in the nuclear energy sector. The Gulf left its involvement in the nuclear sector after a deal failed to build a nuclear power plant in Romania in the mid-1970s.
In 1974, the National Assembly of Kuwait took a 60 percent stake in KOC equity with the remaining 40 percent divided equally between BP and the Gulf. Kuwaitis took over the remaining equity in 1975, giving them full ownership of the KOC. This means that Gulf (EH) should start supplying its downstream operations in Europe with crude oil purchased on the world market at commercial prices. The entire GOC (EH) building is now very marginal in the economic sense. Many of the established Gulf marketing companies in Europe have never really been worth standing on their own. In 1976 during Venezuela's nationalization of oil, the transfer of property, benefits, Gulf Oil's equipment to PDVSA was done without any setback and with full satisfaction on both sides.
The Gulf was at the forefront of various projects in the late 1960s that were intended to adjust the world oil industry with the development of the time including the closure of the Suez Canal after the 1967 war. In particular, the Gulf undertook the construction of deep water terminals at Bantry Bay in Ireland and Okinawa in Japan capable handles Ultra Large Crude Carrier (ULCC) vessels serving the European and Asian markets. In 1968, Universe Ireland was added to the Gulf tanker's fleet. At 312,000 tonnes of deadweight (DWT), this is the largest ship in the world and is unable to strew across most of the normal port.
Gulf also participates in partnerships with other majors, including Texaco, to build the Pembroke Catalytic Cracker plant at Milford Haven and Mainline Pipelines fuel distribution network. The re-opening of the Suez Canal and the upgrading of the older European oil terminals (Europoort and Marchwood) means that the financial returns of these projects are not as expected. The Bantry terminal was destroyed by Total tanker explosion,
In the 1970s, the Gulf participated in the development of new oil fields in the North Sea of ​​England and in Cabinda, although this was a high-cost operation that never matched the loss of interest in the Gulf of Kuwait. Mercenaries must be raised to protect oil installations in Cabinda during Angola's civil war. Angola connections are another "special relationship" that attracts comments. In the late 1970s, the Gulf effectively funded the Soviet bloc regime in Africa while the US government sought to overthrow the regime by supporting UNITA rebels led by Jonas Savimbi.
In 1975, several senior Gulf executives, including chairman Bob Dorsey, were involved in illegal "political donations" and were forced to resign from office. The loss of senior personnel at a critical moment in the fate of the Gulf may have an influence on events that occur thereafter.
Gulf operations around the world were struggling financially in the recession of the early 1980s, so the Gulf management devised a "Big Logging" rearrangement in 1981 (together with selective divestment programs) to maintain survival. Big Jobber's strategy recognizes that days of integrated multinational oil ranks may be over, as it involves concentrating on parts of the supply chain where the Gulf has a competitive advantage.
Marketing and promotion
In the late 1930s, Gulf aviation manager Major Alford J. Williams, owned Grumman Aircraft Engineering Corporation built two modified biplanes, a cleaned version of the Grumman F3F Navy fighter, to be used for promotion by the company. Wearing the color and logo of the Gulf Oil company, Grumman G-22 "Gulfhawk II", registered NR1050 , was delivered in December 1936, and in May 1938. Williams flew her on a tour of Europe. A second scavenger pump and five exhaust pipes are added to the engine installation allowing the aircraft to be flown for up to thirty minutes. The aircraft is now preserved at the National Air and Space Museum in Washington, DC The second aircraft, Grumman G-32 "Gulfhawk III", registered NC1051 , was delivered on May 6, 1938. Impressed by the Air Force Air Force on the moon November 1942 for use as a VIP transport and established UC-103, crashed in the Everglades south of Florida in early 1943.
Gulf Oil was the main sponsor for NBC News's special coverage event in the 1960s, especially for the coverage of the US space program. The company uses the connection for its benefit by offering promotional or giveaway items at its station, including the mission station's mission sticker, lunar kit punch-out module, and a book titled "We Came in Peace," containing pictures from Apollo 11 landing on the moon. Gulf is also a major sponsor of Walt Disney's Wonderful World of Color, which also airs on NBC. Books and books of Disney activity are often provided with gas filling. The bay is also famous for its "Tourgide" road map.
One of the most impressive Gulf ads brought by NBC during their coverage of Apollo missions shows the air and onboard sights of Universe Ireland with Tommy Makem and Clancy Brothers singing "Bringin 'Home the Oil" - a tribute to opening of Gulf operations in Bantry Bay.
Gulf Oil is synonymous with its relationship to auto racing, as it sponsored John Wyer Automotive's team in the 1960s and early 70s. The bright blue and orange scheme associated with Ford GT40 and Porsche 917 is one of the company's most famous racing colors and has been replicated by another Gulf-sponsored racing team. Much of his popularity is attributed to the fact that in the 1971 movie Le Mans, the character of Steve McQueen, Michael Delaney , encouraged the Gulf team. As a result of the increasing popularity of McQueen after his death and the rising popularity of Heuer Monaco he wore in the film, TAG Heuer released a limited edition watch with a Gulf logo and trademark color scheme. In the same era, Gulf Oil also sponsored Tim McLaren during the days of Bruce McLaren, who used the papaya orange color scheme with the blue Gulf for writing.
From 1963 to 1980, Gulf Oil has an official agreement with Holiday Inn, the largest lodging chain in the world, where Holiday Inns in the US and Canada will accept Gulf credit cards for food and lodging. In return, the Gulf places service stations at many Holiday Inn properties along major US roadways to provide one-stop availability for gasoline, automatic services, food and lodging. Many older Holiday Inns still have native Gulf stations in their properties, some operate and some are closed, but some operate today as Gulf stations.
No-Nox gasoline boats promoted with horse bucking leave traces of two horse shoes. Some promotions center on two horseshoes. In 1966 a bright orange 3-D plastic self-adhesive horseshoes for a car bumper was provided. Other popular gifts were during the 1968 election season, a horseshoe's golden horseshoe that featured Democratic donkeys or Republican elephants.
Maps Gulf Oil
Demise
In 1980, the Gulf exhibited many of the characteristics of a giant company that had lost its way. It has a large but poorly performing asset portfolio, linked to depressed share prices. The stock market value of the Gulf began to fall below the value of its asset break-up. Such a situation would have attracted corporate robbers, even though companies above 100 Fortune 500 in the early 1980s were considered immune to the risk of expropriation.
His failure as an independent company began in 1982 when T. Boone Pickens, Amarillo, Texas oilman and corporate robber (or greenmailer), and owner of Mesa Petroleum, made a bid for a relatively larger (but still considered "non-major" oil company ) Cities Service Company (more commonly known as Citgo) from Tulsa, Oklahoma, which then trades in the low 20s. The first Pickens personally offered $ 45 per share for a friendly takeover and then made a public offering of $ 50 per share when the City CEO declined a friendly offer. Gulf prevented a Mesa takeover attempt by offering $ 63 per share in a friendly offer that City (with trading on $ 37) earned. The cities then bought Pickens for $ 55 per share. After Pickens disappeared, the Gulf reneged on his purchase offer, which was allegedly due to a dispute over the accuracy of the Reserve City Service, and the stock price of the City fell, sparking shareholder litigation as well as distrust for Gulf management on Wall Street and among investment financing banks that bet big in helping the Gulf defeating Mesa only to be abandoned when the Gulf retreats. The City Service was eventually sold to Occidental Petroleum, and retail operations were resold to Southland Corporation, a 7-Eleven store operator. The termination of the Gulf on the acquisition of the City Service resulted in more than 15 years of shareholder litigation against the Gulf (and later Chevron).
With margins declining in the industry and leaving without Citgo reserves, Mesa and his investor partners continue to hunt for takeover targets, only to find temporarily fighting the Gulf for Citgo how to weight the portfolio and declining reserves that undervaluing its entire assets. They subtly but quickly gained 4.9 percent of Gulf Oil shares in the early autumn of 1983, just ashamed to declare themselves and their intentions at 5 percent to the SEC. Within ten days of being allowed to prepare the SEC filings, Mesa and his investment partner accelerated the purchase of up to 11 percent of the company's shares, larger than the founding family stock of Mellon, in October 1983. Bay responded to Mesa's interest by holding a shareholder meeting for the end of November 1983 and subsequently proxy war to change company rules to minimize arbitration. Pickens made harsh criticisms of the existing Gulf management and offered an alternative business plan intended to release shareholder value through a royalty of confidence that management thought would "trim" Gulf market share. Pickens earned a reputation as a corporate robber whose skills generated profits from bidding for companies but without actually acquiring them. During the early 1980s alone, he made unsuccessful offers for City Services, General American Oil, Gulf, Phillips Petroleum, and Unocal. The process of making such an offer will drive the insanity of asset divestment and debt reduction in the target company. This is a standard defensive tactic that is calculated to increase the current share price, although it may at the expense of long-term strategic advantage. The target's share will rise sharply in price, at which point Pickens will dump his interest in large profits.
Gulf managers and directors take the view that Mesa's offer represents a low assessment of the Gulf business as a long-term concern and that it is not for the benefit of Gulf shareholders. James Lee, CEO and chairman of Gulf, even claimed during a November 1983 shareholder meeting to overcome Mesa's ownership that the idea of ​​a Pickens royalty trust was nothing more than a "get rich quick" scheme that would undermine the company's future profits. decades. The Gulf, therefore, seeks to deny Pickens in various ways, including refilling as a Delaware company, void the ability of shareholders to vote cumulatively (fear that Pickens will use his stake to control the board) and listen to offers from Ashland Oil (which will double the price Gulf from the pre-Mesa level), General Electric (two years before taking over the NBC/RKO media company) and finally Chevron acted as his white knight at the end of 1984. Gulf divested many of its subsidiaries operating around the world. and then joined Chevron in the spring of 1985. Mesa's group of investors reportedly made a profit of $ 760 million ($ 1,729.3 million today) when it assigned its Gulf stake to Chevron. Pickens has claimed that after realizing more than double the share appreciation for Gulf shareholders (as well as his management who oppose it at every opportunity), Mesa's stock is the last paid by Chevron.
The forced and controversial Gulf and Chevron merger, with the US Senate considering a law to freeze the oil industry merger for one year - before the Reagan administration made it known against the government's intervention on the issue and would veto the bill. However, Pickens and Lee (Gulf CEO) were summoned to testify before the Senate month before the merger was agreed and the matter was referred to the Federal Trade Commission (FTC). The FTC only approves agreements subject to stringent requirements. Never before had "small operators" succeeded in separating Fortune 500 companies, or in the case of the Gulf as a "Fortune 10" company. The merger sends deeper shock waves through the old exclusive "Seven Sisters" club of the major integrated oil companies that define themselves as being lifted from "independent non-major". An Exxon board member even admitted in the mid-1980s that "most of what we are talking about in board meetings is again T. Boone Pickens". Chevron, to meet government antitrust requirements, sold Gulf stations and refineries in the eastern United States to British Petroleum (BP) and Cumberland Farms in 1985 as well as several international operations.
The effect in Pittsburgh was so severe as it was close to 900 PhDs and research work and 600 headquarters (accounting, law, cleric) were moved to California or cut, salaries of $ 54 million ($ 127.2 million today) and corporate charities up to 50 Western Pennsylvania organizations worth $ 2 million/year ($ 4.7 million/year today). This loss is partially offset by Gulf Labs donations in suburban Pittsburgh suburbs to the University of Pittsburgh to be used as a joint research business incubator with $ 5 million ($ 11.4 million today) in maintenance and seed money. The Gulf Labs research complex consists of 55 high-rise buildings with 800,000 square feet (74,000 m 2 ) at 85 acres (34 ha) and includes several chemical laboratories, petroleum production and refining areas and even a nuclear laboratory complete with reactors in 1985 and used close to 2,000 engineers and scientists operating on a $ 100 million ($ 235.6 million today) budget from the Gulf/Chevron. After the donation, it was renamed the University of Pittsburgh Applied Research Center or U-PARC and opened to small technology, computer and engineering firms as well as postgraduate research.
Aftermath
BP, Chevron, Cumberland Farms and other companies that acquired former Gulf operations continued to use the Gulf name until the early 1990s. This causes consumer confusion in the US retail market because the parent company will not accept credit cards respectively. All Gulf former stations inherited by BP and Chevron in the United States have since been converted into those names. Gulf Oil Limited Partnership (GOLP), based in Framingham, Massachusetts, has purchased a license for North American rights for the Gulf brand from Chevron. Chevron still owns the Gulf brand, but hardly uses it directly. In January 2010, GOLP purchased all brands from Chevron and embarked on a national expansion campaign. GOLP operates a distribution network reaching from Maine to Ohio. Most Gulf-branded gas stations in North America are owned by Cumberland Farms of Framingham, which has two-thirds interest in GOLP. In addition there are several independent franchises that still operate under the Gulf brand in North America, such as the American Refining Group, which is licensed by Chevron to integrate and distribute branded Gulf lubricants.
Gulf Oil International (GOI) has rights to the Gulf brand outside the United States, Spain & amp; Portugal. Now owned by the Hindu Group. After they had gained a large share of the Taher family, a large Saudi family led by Dr. Abdulhadi H. Taher (former governor of the Saudi Petroleum and Mineral organization and member of Aramco's board). GOI trade mainly in lubricants, oils, and greases. The Government of Indonesia is also involved in a Gulf brand franchise for operators in the petroleum and automotive sectors; Gulf-branded filling stations can be found in several countries including England, Belgium, Germany, Ireland, Slovakia & amp; Czech Republic, Netherlands, Jordan, Finland, and Turkey. The Government of Indonesia has a direct and indirect interest in a number of businesses that use the Gulf brand under license.
Canada's exploration, production and distribution of Gulf Oil was sold to Olympia and York in 1985. From 1992 it continued as an independent oil company (Gulf Canada Resources) until it was acquired by Conoco in 2002.
Most of the Gulf downstream operations in Europe were sold to Kuwait Petroleum Corporation in early 1983. The associated Gulf filling stations were converted into trade under the Q8 brand in 1988. However, attempts to sell Gulf Oil (UK) to KPC failed because of irrevocable Guarantees GOC previously granted in connection with the bonds issued to finance the construction of refinery facilities in the UK. GO (GB) was taken over by Chevron and the station continued to use the brand name and the Gulf badge until 1997 when the network was sold to Shell, although at this stage a large number of Gulf stations were supplied by workers rather than Gulf Oil. (GB). The Gulf completely withdrew from the UK in 1997. This was the end of the "downstream" use of the Gulf brand by Chevron.
Revival
GOI and GOLP continue to sell Gulf-branded lubricants worldwide through a network of licensed licensed companies, joint ventures and wholly-owned subsidiaries. Many of these Gulf's authorized distributors do local marketing and sponsorships that help raise the brand profile. From a wholly owned subsidiary, Gulf Oil Corporation India has raised the market profile of the Gulf brand in the Middle East. GOCL has emerged as one of the leading lubricant brands in India and runs many marketing sponsors targeted at the growing youth sector in the country.
The Indonesian government licenses Bay brands and logos in the UK to the Bayford group, one of the largest independent fuel distributors. Beginning in 2001, the network of new independent Gulf stations is slowly reappearing in the UK. Today, many of these stations are notorious for offering four-faced star-faced gasoline, which Bayford has a special dispensation for sale. At the same time, Gulf Lubricants (UK) Ltd was established to market Gulf products (mostly produced by Dutch Gulf operations) in the UK. It's back by the Gulf to England after a four-year absence using the slogan "The Return of the Legend". The presence of Gulf 2001 in the UK is a fully network-based operation. This involves almost no direct Gulf investment in fixed assets, corporate infrastructure, or manufacturing capabilities. This is in stark contrast to the presence before 1997.
In January 2010, after using the name since 1986, GOLP acquired all rights, title and interest in the Gulf brand name in the United States and announced plans to expand the use of the Gulf brand beyond the base of its parent company, Northeastern United States. His promotions include sponsoring major sporting events in the area with ads for the Gulf in New York City, Boston, Philadelphia, and Pittsburgh. To take one case as an illustrative example of a Gulf revival, after the 2001 merger of Texaco with Chevron, many former Texaco stations in Pittsburgh switched to the Gulf because Chevron did not serve the Great Pittsburgh area. As a result, the Texaco brand name disappeared from the area in June 2004 when a non-exclusive copyright agreement with Shell expired, with Shell alone expanding the area in a way other than Texaco but, in June 2006 Chevron granted exclusive rights to the Texaco brand. in the US and sells several BP gas stations in the southeast which is a Gulf gas station. In New England, the former Exxon station has been renamed the Gulf, subject to a consent decision allowing the merger of Exxon and Mobil. Many former Exxon stations feature rectangular logos that match the existing standard marks used by Exxon. The bay refers to the display as its "sunrise" imaging.
The Gulf logo is still used worldwide by various businesses. The Indonesian government uses it for their marketing activities to focus on Le Mans racing team sponsorship (with current team is the Aston Martin Racing team) These sponsors are used worldwide by Gulf distributors, in addition to local activities that show the corporate ethos of GOI "your local global brand ". In 2009, the Old Navy chain clothing store began selling old Gulf Bay T-shirts, along with former Standard Oil and Chevron logos.
Between 1980 and 2000, the Gulf moved from a monolithic, vertically integrated multinational to more than an allied business interest network. It has given the entire Gulf company a high degree of strategic and operational flexibility. This is a move that reflects a fundamental change in the international business economy.
The Alliance represents another shift in the organization of economic transactions from the organizational hierarchy to the network; from mass production to flexible; from large organizations that are vertically integrated to the disintegration and horizontal networks of economic units; from the "Fordist" company to the "post-Fordist".
In March 2016 Gulf MX announced that it would place its own filling station in Mexico, which is planned to start operating in July of the same year to compete with local companies (PEMEX) (as a result of recent changes in local laws on energy issues and oil resources). As said by Sergio De La Vega (Gulf of Mexico CEO) to improve better service Bay will create loyalty programs and special smartphone applications. for customers (increasing fuel payments to the same fuel administration, and better experience with loyalty programs as other added benefits) adds modern service stations with better quality services.
Adding to that, the Gulf will offer franchises to existing gas station owners to turn it into a Gulf brand.
Case studies in current Bay brand usage
Independent gas stations in the United Kingdom
In 1970, there were nearly 25,000 retail outlets in the UK, of which 10,000 were independent (typically privately owned and supplied by a major or a job seeker while using a brand under license). By the end of 1999, the number of gas stations had dropped to 13,700 and to 9,700 by the end of 2005. In recent years, gas stations have been closed at 50 per month. Many smaller and independent stations have succumbed to competition from overseas supermarkets that weaken local companies through sales volumes and share overhead costs.
Pennsylvania Turnpike
For decades, the Gulf operates a gas station on the Pennsylvania Turnpike highway system in addition to the Howard Johnson restaurant on the Turnpike plaza (which corresponds to the European highway service area). It began in 1950 with the opening of the Philadelphia Extension, and Gulf added more gas stations when the system was extended. The Pennsylvania Standard Petroleum Company (now part of Exxon) has the exclusive right to provide a refueling station service in parts of the system that was opened before 1950, especially the Irwin-to-Carlisle section.
In the 1980s, Sunoco was awarded a franchise to operate a gas station in Sideling Hill and now closed at the Hempfield plaza. This led to a bidding war between three of Pennsylvania's best known gasoline brands each time a travel plaza franchise came for renewal.
Gulf has the opportunity to become the exclusive provider of refueling stations in a tourist plaza along the Pennsylvania Turnpike after Exxon resigned from Turnpike in 1990. Cumberland Farms (owner of the Gulf brand in the northeastern US) was awarded a new contract with the Pennsylvania Turnpike Commission, but the contract sold to Sunoco two years later as part of the company's bankruptcy proceedings. In June 1992, all former Gulf Gas stations on the Turnpike (like Exxon before) were converted into Sunoco. All plaza travel continues to sell Sunoco fuel today.
Gulf products
Most gas stations in Europe sell three types of fuel: unleaded, LRP, and diesel. Although these products have no real brand differentiation, this is not always the case. Until the 1970s, the Gulf (similar to other oil companies) sells specialty brands of gasoline/gasoline including subreguler Gulftane, good Gulf, No-Nox Premium bay, and Super Leadless Bay (aka Gulfcrest). Gulf gasoline is sold using the slogans of "Good Gulf Gasoline," and "Gulf - Gas with Guts." The Gulf service station often provides customers with pens and keychains that carry this slogan. For several years, starting in 1966, Gulf stations in the US distributed orange plastics "Extra Kick Horseshoes" to customers who fill their tanks with premium No-Nox Bay gasoline (new items usually installed in bumper).
The Indonesian government still produces and sells a wide range of branded oil-based products including lubricants and greases of all kinds. This includes products for a variety of applications ranging from metal working oil to refrigerant oil. Car engine oil including Gulf Formula, Gulf MAX, and Gulf TEC ranges. Heavy duty diesel engine lubricants include the Supreme Gulf and Gulf Superfleet ranges.
In the summer of 2013, Gulf Oil licenses the name "Gulf" to fuel racing by returning to the American race for the 2014 season. Fuel is announced at the Performance Racing Industry Show in Indianapolis, Indiana in December 2013. Racing fuel supports World Racing League and Formula Atlantic Championship in the United States. CEO
- S.A. Swensrud 1953?
- Robert Rawls Dorsey 1969? - January 14, 1976 (resigned with his three-year contract)
- Jerry McAfee January 14, 1976 - November 30, 1981
- James E. Lee, December 1, 1981 - 1984
See also
- 1975 Philadelphia Refinery Fire
- Bill NoÃÆ'Â Â «l
- Mid-Sea Road
- U-PARC
Note
References
Further reading
- 1976 Pittsburgh Post-Gazette multi-page feature on Gulf Oil history
External links
- Media related to Gulf Oil on Wikimedia Commons
Source of the article : Wikipedia
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