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Vol 208
Pages:
93-98
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RUS
Article

Model of formation market value vertically integrated oil company

Authors:
I. V. Burenina1
A. K. Barieva2
S. V. Ermish3
About authors
  • 1 — Ph.D., Dr.Sci. associate professor Ufa State Petroleum Technical University
  • 2 — post-graduate student Ufa State Petroleum Technical University
  • 3 — post-graduate student Ufa State Petroleum Technical University
Date submitted:
2013-08-01
Date accepted:
2013-10-16
Date published:
2014-07-15

Abstract

This paper proposes a methodological approach to the formation of the market value of a vertically integrated oil companies. This approach to the determination of the market value takes into account the factors affecting each strategic business unit of the company.

Область исследования:
(Archived) Effective management in mineral resources complex and energy industry: approaches, tools and mechanisms
Keywords:
the market value of the company business unit vertically integrated oil company pricing models
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References

  1. Valdaшtsev S.V. Business valuation and cost management company: Textbook. Moscow, 2007. 720 p.
  2. Demshin V. Practical aspects of the calculation of the discount rate (the method of cumulative construction) in the assessment of business // Problems of assessment. 1999. N 2. P.34-37.
  3. Egerev I.A. Business value: managing: Textbook. Moscow, 2008. 480 p.
  4. Esipov V.E. Business Valuation: Textbook / V.E. Esipov, G.A. Makhovikovа, V.V. Terekhovа. Saint Petersburg, 2006. 415 p.
  5. Copeland T. Company Value: Evaluation and Management / T. Copeland, T. Koller, J. Murrin. Moscow, 2009. 576 p.
  6. Sinogeykina E.G. Analysis of modern methods of estimation of the market value of the business and the characteristics of their practical implementation in Russia: Research tools. Moscow, 2008. 96 p.
  7. Cost management industry: theory, methodology, practice / Ed. E.G. Patrushevа. Yaroslavl, 2007. 294 p.
  8. Khalikova M.A. Estimating the cost of oil and gas business: Textbooks / M.A. Khalikova, I.V. Burenina. Ufa, 2010. 189 p.

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