Refining over-capacity and increased market penetration of non-oil retailers has made this one of the most challenging periods for the downstream industry. succeed is for a company to revisit their strategic intent. In order to develop a strategy that will allow them to succeed and differentiate themselves, companies need to recognise the future forces that will shape the downstream industry -- economic, structural and competitive. In order to do this three elements are required: managing the portfolio, deciding how to compete and creating the right organisation. However, a good strategy alone does not ensure success. Companies will need to excel in key functional areas. These include: applying the right approach to managing each supply-market network; achieving refining excellence; re-emphasising commercial customers; defining and implementing a clear approach to retail; excelling at store operations; harvesting a return on IT investments. Successful oil companies will manage these factors, rather than allow the Companies are struggling to succeed and to achieve real shareholder value. But can companies be successful by simply trying harder within their existing business models? In IBM Business Consulting Services' new report "Playing to win in the downstream: Looking beyond tomorrow" we believe the only way to factors to manage them. To read the complete executive strategy report, download the pdf at the top of this page. | 
