06.case study 1 imc korea nam kee lee

Case Study: Corporate Checkup Consultation

April ‘13 Korea Government Certified Consultant Association

•Managerial / Tech Expert

•Tech / Industrial Analysis

•Core Competency

/ Managerial Performance

Analysis

•Prescription

•Core Solution

/ Implementational Solution

*Subsidiary / Training

/Marketing support / R&D

*Institutional Support

Diagnosis Prescription

(Solution)

Cure

(Political

Support)

A series of procedure inclusive of expert analysis, drawing

out latent and existing problems, prescribing a solution

and curing by way of Nat’l-level Small & Medium

Business support and subsidiary.

Definition: Corporate Checkup

Pre-diagnosis

Documentary

Purpose of Analysis

Corporate Checkup - Checklist (Track I)

1. Application 2. Financial Statements 3. Business Plans 4. Corporate Introduction 5. State Certified / Patent Pending 6. Organization Chart 7. CEO Profile 8. Process Map (Manufacture)

1. Administrative Improvement 2. Corporate Rehab 3. Early Diagnosis 4. High-risk Analysis

Post-diagnosis

Presentation

Suggestion

Consultation

1. Diagnosis Report 2. Other PT Materials deemed relevant

1. Prescription 2. Political Support Plan

1. To consult date of PT as agreed by Corporation / Institution / Diagnoser concerned

Checklist (Mandatory)

1.Corporate

2. Tech / Industrial

3. Core Competency

1 Outline / Corporate History / Organization

2Cost Competency Analysis 3Investment Efficiency Analysis 4Business Position Analysis 5Analytic Sum-up for Business Position 1 Analytic Outline

2 Supply Chain 3 Market scope / Tech Trend 4 Industrial Trend 5 Analytic Sum-up

1 Core Competency Outline

2 Functional Analysis

3 Competitiveness Analysis 4Performance Analysis 5Core Competency Sum-up

4. Admin Performance

1 Corporate Outline

2 History / Organization

3 Process / Facility

5. Overall Sum-up

1 Analytic Result 2 S/W/O/T - S/R


Checklist (Optional)

1. Financial

2. Assumption

3. EVA

1 Marketing

2 Administrative Management 3 R&D 4 Material Purchase, etc.

1 Sales 2 Cost of Sales 3 Sales & Admin Costs 4 Profit & Loss

5. Value Chain Gap

1 Stability

2 Liquidity

3 Profitability 4 Growth Characteristic

6. Manufacture Admin

1 On-site Management 2 Material Supply Management 3 Facility Management 4 Operational Management, etc.

7. 4-STAGE

4. Corporate Culture 1 Sales / Marketing 2 Material Purchase 3 R&D 4 Delivery Management

(deadline), etc.


Checklist (Optional)

8. Investment Feasibility

9. Payback Analysis & Review

1 Corporate State Review 2 Business Detail Review

10. Business Plan Review

1 NPV Analysis 2 Investment Feasibility

Analysis *Must perform financial

assumption first 11. Marketing Competency Review

1 Export Competency 2 Market Understanding /

Strategic Feasibility 3 Marketing Strategic

Feasibility 4 Expansion in Cliental /

Geographic Scope 5 Sustainable Growth

Fundamental


Corporate Check up Case Study

Diagnosed on

Apr 26 ‘11 ~ May 06 ‘11

Diagnosed by

OOO

Coordinated by

000

※ Coordinator: Deployed by Small and Medium Business Corporation for in-depth analysis on, but not limited to suggestion of long-term / short-term solutions, political support and other means of competency, being a point of contact for the diagnosee company.

Subject to Secrecy

* Part of figures, etc. kept in blank for secrecy.

- SK Group Affiliate -

TOC

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2. Tech / Industrial Analyses

3. Core Competency Analysis

4. Managerial Performance Analysis

5. Diagnostic Sum-up

6. Suggestion (Strategy & Roadmap)

7. Political Support

8. Conclusion

[심층분석] 4Stage 평가

[심층분석] 4stage 분석

[심층분석] 생산관리수준평가

[심층분석] 미래재무 추정

[기업특화]

1. Corporate State

Corporate State

□ Outline

Name 00000 Represent

ed by 000

Location Gyeonggi, Korea

Contact 031) 000-0000 FAX 031) 000-0000

Web E-mail # of

Employees 32 Date of

Establishment

Nov, ‘05

Field of Business (CODE)

Aluminum Casting (24321_09)

Sortation Manufacturer (General Manufacturer)

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1. 1 1. Corporate State

□ Financial Statements

Item Year 2008 2009 2010

Sales 36,630 56,309 82,716

Operating Income

398 1,043 2,908

Net Income 365 889 2,545

Assets Total 3,033 7,753 14,772

Equity Total 1,075 2,665 5,508

Liabilities total 1,957 5,088 9,264

(Unit: Million won)

알루미늄 비렛트 (알루미늄 압출재료)

Aluminum Billet (Casting Material)

□ Subject / Purpose of Manufacture

□ S&M Business Corp Loans

Year Business Amount loaned

Balance

2011 Overall Analysis

(Unit: KRW 1,000)

Identify and collect

corporate / product data

for diagnosis

(representative, etc.)

Corporate History / Organization Chart

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1. 2

2005. 11 ■ Established (Represented by: )

2009. 03 ■ Patent Registered (Reg. No.0892176)

06 ■ Purchased Factory in Chungcheonnam-do

06 ■ Venture Company Certified

12 ■ Purchased Factory in Gyeonggi-do

□ Corporate History

1. Corporate State

President

D of Manageme

nt (4)

D of Sales (2)

D of Manufactur

er (25)

□ Organization Chart

□ Shares Held Shareholde

r Amount Share Relation

000 000 34 % President

000 000 33 % Acquaintance

000 000 33 % Acquaintance

Collect organization chart,

recognize the point-of-contact

(identify name, if feasible)

and arrange your

consultation (time and

location).

1. Incoming

Scrap / Ingot

2. Liquefaction

Liquefaction of material

3. Casting

Uses ‘Casting Mold’

4. Thermal Treatment

Thermal Treatment

5. Cut

Cut in size

6. Final Inspection 7. Delivery

□ 현장사진

□ Notable Processes / Facilities

★ Core Process ● Agitator, Reflector

★ Core Process ★ Core Process ● Balancer Reactor/ Cooler Reactor

● Cutting Apparatus ● Casting Machine

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Process / Facility 1. 3 1. Corporate State

Must recognize core

processes for on-site

inspection, etc.

(Check-Musts)

1.Shoot the scene of

facility operating. Check

for the proper state of

facilities operating

2. Identify core processes

/ processes outsourced


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2. 1 Outline

2. 2 Supply Chain

2. 3 Market Scope / Tech Trend

2. 4 Industrial Trend

2. 5 Summary

Outline

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2. 1


Tech / Industrial Analyses are for scope of market, tech trend and industrial trend to better understand the concerned industry and identify opportunities and threats.

For scope of market and market shares of competitors for products manufactured

For better understanding on the ‘industrial lifecycle’ to forecast growth characteristics and scope of industry, as well as analyzing opportunities and threats

For understanding the entangled structure of industrial competition to analyze profitability and ‘seductiveness’ of the concerned industry

For better understanding on tech trend for the concerned product and concurrence of the developmental plan thereto

To understand industrial environment incurred out of the external factors to analyze opportunities and threats

Supply Chain

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□ Supply Chain (Inter-sector Relation)

2. 2


□ Corporate Competitiveness

Fundamental Industry Manufacture Industry Advanced Industry

Scrap Steel

Aluminum Ingot

Sort Share in sales(%)

Aluminum Billet 95.00

Construction Materials

Company Share in sales(%)

00 Metal 25.00

00 Metal 15.00

00 Industrial, etc. 60.00

■ ■

■

Deemed offering competitive price, by the optimal alloy ratio with use of 00 Technology.

Recognize and identify the diagnosee company data for sales

composition and bargaining power.

Market Scope / Tech Trend

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2. 3


■ Market Scope

7,000억 10,000억

(Unit: KRW 100 mil)

-Features higher pressure power(20~30%), for given level of hardness -Patent pending for Alloy 6063 (Ratio of Alloy Metal)

■ Tech Development Trend

70-series (for Aircraft use, etc.) High-strength Metal

■ Product Developmental Plan

Project 1.7075 —Dec. 2012

■ Tech Available

Refer to SERI / Internet /

Competent Authority of the

concerned industry

Industrial Trend

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2. 4


■ Industrial Attractiveness

Industrial Cycle

산 업 경 쟁 강 도

도입기 성장기 성숙기 쇠퇴기

Industrial Trend

Industrial Cycle Maturing Period

4.5

Competitive Intensity

Industrial Environment

Intermediate

2.9

Intermediate

3.0

Sort Suggestion

■ Industrial Cycle - Growth Rate - Operating Profit Rate, avg. - Supply Trend

-Aluminum Alloy industry of Korea is, as illustrated, in the middle of Maturing Period, eyeing decline in the near future with rises of competitor countries and development of substitutes.

■ Competitive Intensity - Competitor - Bargaining Power against client - Bargaining Power against supplier -Development of substitutes -Market forayer

-Company is deemed offering, despite increasing level of competition cy development of complex materials, a fairly competitive price and faring in the intermediate level of competition with price-competitive alloy metal technology, etc.

■ Industrial Environment - Economic Trend - Political Trend - Eco-friendliness

-Aluminum Alloy, though eying the declining cycle, is in high demand from construction, aircraft, vehicle manufacture and thus deemed highly price-competitive against substitutes (complex material) for intermediate level of competition.

May or may not be adjusted by the

objective diagnoser.

Tech / Industrial Analyses Summary

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2. 5


Structural Feature of Industry

■ Summary on Market / Tech / Industrial Variation

-Aluminum Alloy is in high and increasing demand, with necessity of thermal treatment technology.

Growth Characteristic and Market Projection

Industrial Trend and Price Variation

Variability in Competition

Legal / Political Regulation and Trend

Tech Development Trend

-Likely sanguine due to high and increasing demand.

-In need of price / tech competitiveness for scrap steel supply and aluminum alloy technology due to expensive raw materials.

-In need of development of account by way of tech development and price competitiveness.

-

-7000-series Market is in drastic expansion (aircraft, semi-conductor, etc.) by way of development in aluminum alloy technology

■ Opportunities

■ Threats

-Demand from construction, vehicle manufacture, etc. trending increasing. -Aluminum scrap becoming price-competitiveness due to expensive raw materials.

***Set forth internal factors***

-Expensive and scarce scrap metal. -Rise of substitutes (Engineering Plastic, etc.) -High-tech necessary for alloy process.

Source :www.cretop.com

www.seri.org

www.kipris.or.kr(patent). Refer to

BOK Corporate Administrative

Analysis and other on-line sources of

data for competitor analysis and

client consultation for opportunities

and threats.

Be sure to set forth

‘internal factors’ only.

http://www.seri.org/

http://www.kipris.or.kr/

http://www.kipris.or.kr(patent)/

3. Core Competency

Analysis

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3. 1 Outline

3. 2 Functional Competency Analysis 3. 3 Corporate Competitiveness Analysis 3. 4 Business Performance Analysis

3. 5 Summary

Outline

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3. 1

3. Core Competency

Analysis

Core Competency Analysis is for business performance, corporate-level competitiveness and functional competencies to better understand and draw out strengths and weaknesses of the subject company.

Pyramid structure of Analysis Implications

ㆍImplies financial performance and market position of the subject company ㆍSubordinate analytic subjects: Corporate efficiency / Client satisfaction / Market satisfaction

ㆍImplies the degree of corporate competitiveness generally perceived in the concerned market ㆍSubordinate analytic subjects: Product quality, cost of manufacture, delivery deadline, tech innovation

ㆍImplies functional competencies and degree of efficiency for the subject company ㆍSubordinate analytic subjects: Manager, Personnel / Accounting, R&D, Purchase / Material, Distribution / Product circulation, Sales / Marketing

Functional Competency Analyses

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3. 2

3. Core Competency

Analysis

Fine(Mark: 3.5)

Functional competencies and

degree of efficiency for the subject company

Functional Competencies

Issues

■ Company in serious deficiencies in R&D, product development, product improvement, etc.

■ Such R&D deficiencies, human and physical, blocks development of new products and services.

- In need of R&D investment by way of, but not limited to, relevant organization and human resources procurement. -In need of R&D expenses for value added product development and higher profitability and sales. -In need of improvement in operational efficiency for manufacture facilities.

Perform analysis as what KPI

Checklist sets forth (Must

perform interview and

verification process) Criterion examples)R&D: Corporate

R&D Lab / Patent pending / Tech

development / R&D expenses / etc.

**Must collate data for gov’t subsidiary,

etc. for R&D Lab

Corporate Competitiveness Analysis

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3. 3

3. Core Competency

Analysis

Fine(Mark: 3.7)

The degree of corporate

competitiveness generally perceived in

Corporate Competitiveness

Issues

■ Less profitable due to higher cost of sales.

-In need of overall review on material purchase and management in an effort to cut raw material expenses. -In need of ‘methodical’ improvement in product quality.

Set forth any issues marked lower

than ‘3’, as deemed so by diagnoser.

**Any other issues can be set forth

by the subjective diagnoser.

Corporate Performance Analysis

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3. 4

3. Core Competency

Analysis

Decent(Mark: 3)

Functional competencies and

degree of efficiency for the subject company

Corporate Performance

Issues

■ Less values added when compared to sales

-Struggling with the non-profitable ordinary income due to extra-high leasing expenses (real estate / equipment), devoid of human resources investment. -In need of improvement in profitability.

Set forth each and every detail

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3. 5 Summary

3. Core Competency

Analysis

Core Competency Marks

Issues

1. Less values added when compared to sales

2. In serious deficiencies in R&D, product development, product improvement, etc.

3. Less profitable due to higher cost of sales.

4. R&D deficiencies, human and physical, blocks development of new products and services.

■Strengths ■Weaknesses

1. Decency in aluminum alloy tech. 2. Fine Inventory turnover rate and receivables turnover. 3. Fine level of investment on human resources. 4. Good Presidential understanding on tech issues.

1. Less values added when compared to sales. 2. Deficient R&D effort and human and physical resources thereto. 3. Higher cost of sales. 4. Non-methodical quality management.

Managerial Performance Analysis

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4. 1

4. Managerial Performance

Analysis

Managerial Performance Analysis is for cost competitiveness, investment efficiency and business positioning to draw out risks and ‘soundnesses’.

For corporate manufacture capacity / managerial capacity / business capacity by way of cost composition analysis

For managerial state and business positioning by way of BEP analysis and cost composition analysis (fixed cost, variable cost)

For investment efficiency by way of turnover analyses for fixed asset, trade receivable, inventory asset, etc.

Cost Competitiveness Analysis

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4. 2


Analysis

Sort Year 2008 2009 2010 Industrial

AVG Sales (Unit: KRW 1,000) 36,630,531 56,309,874 82,716,543 4,372,413

Cost of Sales ratio(%) 97.81 97.15 95.72 86.80

Cost of raw material(%) 90.11 71.35 84.45 49.32

Cost of labor(%) 1.24 1.00 0.78 7.95

Misc cost(%) 6.55 5.14 3.97 23.46

Welfare(%) 0.24 0.16 0.10 1.23

Utilities(%) 0.59 0.25 0.21 4.60

Depreciation(%) 0.08 0.26 0.21 2.44 Manufacture outsource(%)

0.34 0.03 0.14 7.78

Transport/Unload/Pack(%) 0.58 0.56 0.46 0.60

Leasehold(%) 1.37 0.75 0.62 0.36 Ordinary Development(%)

0.00 0.00 0.00 0.23

Return on Sales(%) 2.19 2.85 4.28 13.20

Sales&Admin Cost ratio(%) 1.10 1.00 0.77 7.06

Salary/Severance(%) 0.30 0.43 0.29 3.06

Welfare(%) 0.05 0.05 0.05 0.33

Depreciation(%) 0.04 0.02 0.01 0.21

Entertainment(%) 0.05 0.07 0.03 0.28

Advertisement(%) 0.00 0.00 0.00 0.03

Ordinary Development(%) 0.00 0.00 0.00 0.18

Leasehold(%) 0.00 0.00 0.00 0.07

Bad Debt Allowance(%) 0.06 0.07 0.05 0.15

Operating Sales ratio(%) 1.09 1.85 3.52 6.14

Non-operating expenses(%) 0.09 0.29 0.40 5.41

Interest expenses(%) 0.06 0.24 0.33 2.21 Loss on currency exchange(%)

0.00 0.00 0.00 0.51

Before-tax Profit(%) 1.00 1.66 3.29 3.36

사업력

영업력 / 관리력

상품력/제조력

* Source : Income Statement / Manufacture Cost Breakdown

Subject Company

Industrial AVG

Cost Composition on Sales

Sort Different

ial R.Material 35.13

Labor -7.17

Miscs -19.49 Sales&Admin

-6.29 Non-operating

-5.01

■Conclusion

-Sales is trending increasing, with room to enhance profitability by cutting cost of sales. -Features above-average cost of material. In need of cost-cut. -In need of review in R&D scheme and investment thereto.

Investment Efficiency Analysis

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4. 3


Analysis

* Sources : Financial Statements, Income Statements, Manufacture Cost Breakdown (’08 ~ ’10)

회전일수

■Conclusion

-Features decent, above-average investment efficiency. -This is due mostly to excellent receivables turnover and inventory turnover as manufacturing on-demand.

Concerned Industry: Metal Casting (CODE: C243) ■

May vary by the placement or

order and operability of factories.

Business Positioning

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4. 4


Analysis


AVG Sales (Unit: KRW 1,000) 36,630,531 56,309,874 82,716,543 4,372,413 Expenses Total (Unit: KRW 1,000)

36,265,869 55,429,726 80,136,519 4,340,223

※ Total costs= Cost of sales + Sales&Admin + Non-operating cost ※ fixed cost = Sales&Admin + Non-operating cost (A half of labor cost + Miscs – Amount outsourced + Fixed inventory adjustment cost) ※ Fixed inventory adjustment cost = (Cost of sales-Net manufacture expenses) * (A half of labor cost + Miscs – Amount outsourced) / Net manufacture expenses ※ Variable cost = Total costs – Fixed cost ※ BEP Ratio = (BEP/Sales)*100 ※ BEP = (Fixed cost – Non-operating income)/(1 – Variable cost/Sales)

* Sources : ’08 ~ ’10년 대차대조표,손익계산서,제조원가명세서

Fixed cost (Unit: KRW 1,000)

2,936,178 4,683,802 4,708,698 1,468,911

Fixed-to-sales ratio(%) 8.02 8.32 5.69 33.59

Sales&Admin Cost(%) 1.10 1.00 0.77 7.06

Non-operating(%) 0.09 0.29 0.40 5.41

A half of labor cost(%) 1.24 1.00 0.78 7.95

Miscs (%) 6.55 5.14 3.97 23.46

Amount outsourced (%) 0.34 0.03 0.14 7.78 Fixed inventory adjustment cost(%)

-0.01 1.42 0.31 1.48

Variable cost (Unit: KRW 1,000)

33,329,690 50,745,924 75,427,821 2,871,311

Variable-to-sales ratio(%) 90.99 90.12 91.19 65.67

Non-operating income (Unit: KRW 1,000)

949 52,610 138,998 114,706

BEP (Unit: KRW 1,000) 32,577,457 46,874,417 51,869,472 3,944,533

BEP Ratio (%) 88.94 83.24 62.71 90.21 Amount exceeding BEP (Unit: KRW 1,000)

4,053,073 9,435,457 30,847,071 427,879

50%

100%

10%

60% 90% 150% 0 BEP ratio

Fixed-

to-sales ratio

Expandable

Profitable

Losable

Bankruptable

Business Positioning

Year 2008 2009 2010 Industrial AVG

■Conclusion

-Company is on the move from ‘Losable’ category to ‘Profitable’ category by improving fixed cost with BEP down from ‘08. -BEP Ratio is positively on the move by improved sales and labor cost.

Managerial Performance Analysis Summary

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4. 5


Analysis


AVG Sales 36,630,531 56,309,874 82,716,543 4,372,413

Cost of Sales ratio 97.81% 97.15% 95.72% 86.80%

Return on Sales 2.19% 2.85% 4.28% 13.20%

Sales&Admin expenses 1.10% 1.00% 0.77% 7.06%

Operating Profit ratio 1.09% 1.85% 3.52% 6.14%

(Unit: KRW 1,000)

EBIT-to-sales ratio 1.05% 1.90% 3.62% 5.57%

EBITDA-to-sales ratio 1.17% 2.17% 3.83% 8.30%

Cost of manufacture 35,862,604 43,630,100 73,789,956 3,539,467

Raw material-to-sales 90.11% 71.35% 84.45% 49.32%

Labor-to-sales) 1.24% 1.00% 0.78% 7.95%

Miscs-to-sales 6.55% 5.14% 3.97% 23.46%

Cost of sales 35,830,125 54,703,244 79,173,456 3,795,309 Cost of manufacture / Cost of sales

100.09% 79.76% 93.20%

BEP ratio 88.94% 83.24% 62.71% 90.21%

BEP 32,577,457 46,874,417 51,869,472 3,944,533

Variable-to-sales 90.99% 90.12% 91.19% 65.67%

Fixed-to-sales 8.02% 8.32% 5.69% 33.59%

Contribution margin 9.01% 9.88% 8.81%

Receivables turnover 12일 20일 17일 67일

Payables turnover 7일 9일 7일 32일

Inventory asset turnover 2일 2일 2일 29일

Total assets turnover 18일 35일 50일 315일

Illiquid assets turnover 2일 4일 11일 174일

Liability expenses 182.03% 190.89% 168.20% 156.38%

Interest expenses 1,929.72% 768.31% 1,064.82% 277.96%

Added value ratio 3.20% 4.83% 5.43% 25.41%

Product Development ratio 0.00% 0.00% 0.00% 0.43%

■ Soundness

■ Risk

-Sales is trending increasing, projecting such trend to fare with tech development. -Features lower BEP than industrial AVG. -Features sound turnover properties such as inventory asset turnover and receivables turnover.

-In need of cost-cut for above-average raw material expenses. -Effort to cut liabilities came up short in ’09, needing further financial soundness.

1. Must review

EBIT-to-sales

EBITDA-to-sales

(Earnings Before

Interest, Taxes

,Depreciation and

Amortization)


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To sum up external environment, core competency and managerial performance and draw out corporate competitiveness and developmental suggestions.

5. 1 Conclusion

5. 2 S/W/O/T - S/R

Conclusion

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5. 1


Industrial Analysis

Industrial State

Cycle

Environment

Competitive Intensity

Competitor B.power(supplier) B.Power 9client) Subtitutability Forayer

Core Competencies Analysis

Corporate Performance

Corporate Efficiency Client satisfaction Market S’faction

Corporate Competitive

ness

Quality

Cost Delivery accuracy Tech innovation

Functional Competencie

s

R&D Purchase/material Manufacture Sales/distribution Personnel/accounting Managerial capability

Managerial Performance Analysis

Financial Analysis

Stability Profitability Growth c’stic Performability

S/W/O/T - S/R

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5. 2


-Demand from construction, vehicle manufacture, etc. trending increasing. -Aluminum scrap becoming price-competitiveness due to expensive raw materials.

Opportunity

-Sales is trending increasing, projecting such trend to fare with tech development. -Features lower BEP than industrial AVG. -Features sound turnover properties such as inventory asset turnover and receivables turnover.

Soundness

1. Decency in aluminum alloy tech. 2. Fine Inventory turnover rate and receivables turnover. 3. Fine level of investment on human resources. 4. Good Presidential understanding on tech issues.

Strength

-Expensive and scarce scrap metal. -Rise of substitutes (Engineering Plastic, etc.) -High-tech necessary for alloy process.

Threat

-In need of cost-cut for above-average raw material expenses. -Effort to cut liabilities came up short in ’09, needing further financial soundness.

Risk

1. Less values added when compared to sales. 2. Deficient R&D effort and human and physical resources thereto. 3. Higher cost of sales. 4. Non-methodical quality management.

weakness

Suggestion

-In need of cost-cut for raw materials and any other means to further cut cost of sales. -In need of organizational preparation for R&D and consistent investment thereto. -In need of methodical management and consistent quality improvement. -In need of detailed review on liability and improvement thereto.


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To suggest strategic direction, objective and long-term / short-term roadmaps based upon corporate analysis.

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Implementation and Details 6. 3


Strategic Direction

Implementation Task Details

Sales & Marketing

Foraying into new market (export) To capitalized on the sales knowhow (purchase, order placement, linkage, support, service, etc.)

To analyze cliental needs for quality / price differentiation.

R&D Infrastructure

R&D Improvement Enhancement To build up R&D Dept. and Corporate Lab.

To factor in productivity and overall workability in product design.

To take part in State-run R&D projects.

Business Performance Management

Secure Management of Core Performance Index

To set forth Core Performance Index and overall capability for goal establishment.

Must set forth checkpoints deemed

notable (factor in properties of the

subject company)

Long- / Short-term Roadmaps

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6. 4


·Sales & Marketing ·R&D Infrastructure ·Business Performance Management

The subject company, as analyzed and suggested, shall be subject to follow the our roadmap established as follows:

Foraying into new market (export) -To capitalized on the sales knowhow (purchase, order placement, linkage, support, service, etc.) R&D Improvement Enhancement

-To build up R&D Dept. and Corporate Lab. Secure Management of Core Performance Index -To set forth Core Performance Index and overall capability for goal establishment.

Foraying into new market (export)

-To analyze cliental needs for quality / price differentiation.

R&D Improvement Enhancement -To factor in productivity and overall workability in product design. -To take part in State-run R&D projects.


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To set up political support plan for the subject company, in an effort to cause its strategic goal and objectives coming true.

7. 1 Political Support

Political Support

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7. 1


Field of Support

Project Supportive Means Period Supported by

Consultation

Small & Medium Business

Consultation

○ Managerial consultation for Financial / Manufacture struggles

July ‘11 Small & Medium Business Admin

Consultation

On-site Improvement of Manufacture Efficiency

(Quick Service)

○ Short-term consultation for on-site manufacture / raw material management

June‘11 Small & Medium

Business Corporation

Others R&D Dept.

Establishment Establishment and Utilization of R&D Dept. ‘11

Korea Industrial Technology Association

Confirm, in detail, the concerned gov’tal support and fine-tune

business-level supportive measures if necessary.

06.case study 1 imc korea nam kee lee

Business

Transcript of 06.case study 1 imc korea nam kee lee