对于英国石油公司来说，管理危机的策略是尽量减少财务和非财务损失。首先，BP公司应向投资者和公众提供定期和当前的进度报告、信息和真实数据。这些报告需要提供漏油事件最新进展的信息。投资者和股东可以了解真正的业务发展方向。
在溢油事件开始，BP想逃避他们的责任法和BP的首席执行官，温斯顿viewedthat这事件不严重。他不能正确理解这些评论的影响，只会使事态发展变得更糟。这意味着企业应该对结果或错误负责。
接下来我们重点讨论了BP企业的各种风险，灾难性风险是企业面临的最大问题。例如，环境风险是导致组织发展失败的灾难性风险。环境风险威胁企业生存。只要出现危机，生态灾难和环境污染就会迅速破坏英国石油公司的声誉。由于这次事故，英国石油公司造成了巨大的市场损失和无形利益。在这方面，英国石油公司在管理业务风险时，需要考虑他们的环境风险，并将其视为灾难性的风险。
从上述风险分析的关键特征出发，分析BP公司的经营风险，并对BP公司提出建议。首先，英国石油公司没有表现出应对这场灾难的高绩效。英国石油公司应该明白，充分利用第一印象的重要性是很重要的，他们可以利用SWOT分析法解决这一商业风险，其中包含了四大要素：优势、劣势、机会和威胁。
在管理溢油危机时，我们可以从这些行动中看出，英国石油公司没有采用有效的管理方法。英国石油公司没有实施正确的危机管理策略。这些主要策略包括：各部门或企业是否有能力立即对危机作出反应，是否积极承担相关责任，以及企业是否有能力及时解决危机。对于BP公司来说，他们只是提供了一系列相关的战略和管理方法来解决危机，而实际上却没有提供实施方案。
风险管理案例分析Case代写:墨西哥湾的石油泄漏
This report will give a description of the oil spill event and discuss the importance of business risks management of the incident. We can learn about the problems of BP’s risks management by finding the reasons.
For the BP, there are some strategies to manage the crisis to minimize the financial and non-financial damage. Firstly, BP Company should provide the regular and current progress report, information and real data to the investors and the public. These reports need deliver information of the latest progress of oil spill event. Investors and shareholders can learn about the real business development direction.
At the beginning of oil spill event, BP wanted to find a method to escape from their duty and the CEO of BP, Winston viewedthat this event was nor serious. He could not correctly understand the influence of these comments and only made the event development become worse. It means that the business should take responsibility for result or their mistakes.
Next we focus on the kinds of the risks in the BP business, the catastrophic risks were the biggest problems in the business. For instance, the environmental risk was the catastrophic risk that would lead to the failure of the organization development. The risks of environment can threat the enterprise survival. As long as a crisis appeared, the ecological disasters and environmental pollution could rapidly destroy the reputation of the BP. Due to this accident, BP Company made a huge loss of market value and intangible benefits. In this respect, BP business need take their environmental risks into account and as a catastrophic risk when they manage the business risks.
From above the key characteristics of risk analyses，We can analyze the BP’s business risk and give some advices to the BP Company. First of all, BP did not show the high performance to deal with this catastrophe. BP should understand that it was important to make the best use of first impressions demonstrating and they can solve this business risk use the method of SWOT analysis that contains four elements of strengths, weaknesses, opportunities and threats.
When managed the oil spill crisis, we can see from these actions, the BP Company did not use the effective management method. BP did not implement the right strategies of crisis management. These main strategies contained whether the sections or businesses have ability to respond to crisis immediately, whether they positively take the related responsibility and whether the corporates have the power to solve these crisis in time. For the BP Company, they only offered a series of related strategies and management methods to solve the crisis, while they did not provide the implementation plan in reality.
