Abstract
On January 9, 2004, a minor news story appeared in the financial media regarding Royal Dutch Shell’s announcement regarding its oil reserves reporting. Within three months of this seemingly innocuous announcement the after tax income of the corporation for the precedingfour years had been recalculated and reduced by almost US$450 million, roughly US$100 million per year for each of the four years in question. The incident created a negative brand image for Royal Dutch Shell.
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Notes
I. Cummins and J. Beasant. Shell Shocked. (Mainstream Publishing: London, 2005).
David Crowther and Esther Ortiz Martinez. “No Principals, No Principles and Nothing in Reserve: Shell and the Failure of Agency Theory,” Social Responsibility Journal 3(4) (2007), pp. 4–14.
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© 2014 Mark L. Robinson
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Robinson, M.L. (2014). A “Shell” Game for Investors. In: Marketing Big Oil: Brand Lessons from the World’s Largest Companies. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137388070_12
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DOI: https://doi.org/10.1057/9781137388070_12
Publisher Name: Palgrave Macmillan, New York
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