The Expansion of Gazprom into the European Downstream Market

Inhaltsverzeichnis (Table of Contents)

• Introduction
• Preface and Motivation
• Research Objectives and Research Questions
• Structure and Methodology
• OAO Gazprom - Company Background
• The Formation Period
• Gazprom Today
• Resources and Production
• Exports, Infrastructure and Gas Prices
• Strategic Objectives
• Gazprom's Activities in Europe
• Characteristics of the European Gas Market
• Regulatory Framework and Liberalization
• European Demand for Natural Gas
• Competition from Other Gas Supplying Countries
• Gazprom's Share Holdings in Europe
• Conjoint Analysis of Consumer Preferences
• Objectives
• Theory and Methodology
• Hypotheses
• Operationalization
• Technical Aspects
• Identifying Attributes and Levels: Preliminary Qualitative Study
• Questionnaire Design
• Structure of the Sample
• Data Analysis
• Results
• Part-Worth Utilities of All Attributes
• Relative Importance of Attributes
• Evaluation of Socio-Economic Criteria
• Further Findings
• Part-Worth Utilities and Euro-Equivalents
• Testing of Hypotheses
• Summary of Selected CA-Results
• Strategic Suggestions for Gazprom
• Reconsideration of Brand Strategy
• Improvement of Transparency and Communication
• Differentiation vs. Cost Efficiency

Frequently Asked Questions

What is Gazprom's strategy in the European downstream market?

Gazprom aims to expand its presence beyond wholesale by acquiring shares in European distribution and retail companies to reach end consumers directly.

What did the conjoint analysis reveal about European gas consumers?

Price is the most important factor for consumers, but there is also a significant preference for gas originating from stable democracies like Norway over Russia.

Are European consumers willing to pay more for non-Gazprom gas?

The study suggests that some consumers are willing to pay a premium of more than 25% for gas that is not supplied by Gazprom.

What is the role of biogas in the European market?

While consumers view biogas positively, a majority is not willing to pay a high price premium (e.g., 30%) for a significant biogas share.

What strategic suggestions are made for Gazprom?

The paper suggests Gazprom should improve transparency, reconsider its brand strategy, and adopt Corporate Social Responsibility (CSR) practices.