History Of All Logos

The Brabus Company, which was founded in Bottrop, Germany by Bodo Buschmann and Klaus Brackmann in the year 1977, is a high-quality aftermarket regulation corporation which specialise in Maybach, Smart, and Mercedes Benz vehicles. The company has since grown to be the hugest Mercedes Benz tuner, aside from the Mercedes AMG which became an affiliate of Daimler Chrysler in the 90s. Its rivals include Renntech, Kleemann, Carlsson, and Lorinser. The primary focus of the company is to accomplish maximal engine quality through the enhancing of both the torque and the horsepower. Clients may either purchase automobiles directly from Brabus or by sending in their Mercedes in order to be overhauled and/or customized. If a client orders an automobile from Brabus, they will purchase the specific automobile and then alters it according to the requests of the client. The Brabus Company is popular for offering very costly custom and tuning solutions.

Amoco's organizational structure was completely overhauled. Amoco's chemical operations were overhauled during these restructurings by shedding such weak areas as oil well chemicals and by increasing expenditures in fast-growing areas such as polyester. 574 million in 1994 thanks in large part to its 40 percent share of the world market in paraxylene and purified terephthalic acid, both used to make polyester, the demand for which grew dramatically, especially in Asia. New product expenditures also were bolstered during this period. With demand for alternative and cleaner-burning fuels on the rise, Amoco introduced Crystal Clear Ultimate, a cleaner-burning premium gasoline, and test-marketed compressed natural gas for use by fleet operators. Also tested were shared service stations that offered Amoco gas and fast food (from McDonald's and Burger King), or such services as dry cleaning (DryClean U.S.A.). In 1994, Amoco made one of its largest natural gas finds off Trinidad and Tobago. The company embarked on a drive to become a leader in natural gas-powered electricity generation, creating Amoco Power Resources Corporation to pursue this venture and purchasing a 10 percent interest in electricity facilities in Trinidad and Tobago.

With the cost of oil and gas exploration soaring and lean operations not able to withstand the failure of a risky venture, more and more oil companies turned to joint ventures in the early and mid-1990s to spread the risk. Amoco was a member of a ten-company consortium that signed an agreement in 1994 with the Republic of Azerbaijan to develop oil fields in the Caspian Sea. 1 billion offshore oil platform in the Gulf of Mexico, to be the world's deepest. In 1995, Shell and Amoco created a limited partnership to develop oil fields in the Permian Basin area of west Texas and southeast New Mexico. In 1997, Amoco partnered with the Argentina oil company Bridas Corp. Pan American Energy--an exploration and production company that planned to conduct operations in Argentina, Brazil, Paraguay, and Uruguay. The middle and late 1990s also were marked by continued divestitures. In 1995, the company sold its motor club business to a subsidiary of Montgomery Ward and its credit card operations to Associates First Capital Corporation, a Ford subsidiary. Two years later, it announced a major divestiture program, designed to shed nonfundamental properties and allow a tighter focus on core assets.

The company sold off Amoco Gas Co., a gas pipeline and processing unit in Texas, to Tejas Gas Corp. The British Petroleum-Amoco merger was finalized at the end of 1998. The new company--named BP Amoco p.l.c.--was 60 percent owned by BP shareholders and was headed by BP's CEO Sir John Browne. Amoco's former CEO, Laurance Fuller, was co-chairman of the board, an office he shared with BP Chairman Peter Sutherland. BP shareholders owned 60 percent of the company. The merger served a dual purpose for both BP and Amoco. In the short term, it reduced costs by eliminating areas of overlap between the two organizations--most notably, in the reduction of approximately 10,000 jobs. In the long term, the pooling of BP's and Amoco's assets and revenues allowed the company to finance more development and take on larger projects. But the oil giant's frenetic growth did not stop with the merger. Just a few months after closing the Amoco deal, the company announced yet another major acquisition: Atlantic Richfield Co. (Arco). Arco, which was based in Los Angeles, had been in the oil business since 1866--longer than either British Petroleum or Amoco.