テキサコにおける垂直的統合の経営戦略

Abstract

Three major questions faced the American Petroleum Industry on the eve of the twentieth century. The first involved the vast new sources of supply of crude oil. After 1900 the Gulf Coast, Mid-Continent, and California oil fields were simultaneously opened up. The second related to the changing composition of consumer demand for petroleum products. The spread of electricity for light was rapidly reducing the demand for kerosene. On the other hand, the new demand for fuel oil and gasoline was sharply expanding. The third was associated with the dissolution of Standard Oil in 1911 by the Supreme Court. As A.D. Chandler, Jr. pointed out, Standard Oil had become a fully integrated enterprise by the early 1890's. In the next two decades challenges to Standard's dominance came from the other integrated enterprises such as the Texas Company, Gulf Oil Corporation organizing after the turn of the century. They had already become large integrated enterprises operating in all basic functions of the oil industry befor 1911. The general incorporation laws of the Texas state did not authorise incorporation for two distinct business purposes. The Texas Company had failed to gain sanction for producing and pipeline activities under one charter, then was organized as a pipeline company. But the Texas Company engaged in integrated operations through control of separetely incorporated producing companies. Within a decade it decided to construct its own refinery, and then moved into marketing. Despite the threat of strictly enforced state incorporation and antitrust laws which might have restricted that relationship, the Texas Company, in a practical sense, was capable of integrated petroleum operations from its inception. In 1917, the state legislature passed the so-called Texas Company Bill, which permitted fully integrated operations.