1、,ism,Example, ,Note: (1) Quantity of Shipment = # of trucks x required # of operating hours,?, Phase I Completed, , , , ,Accomplishment of network strategy,issue,high,low,degrees of moderation,Full,Empty,3 oclock,9 oclock,6 oclock,Tip,302,Best of Best,Balanced approach,Comprehension,Commitment,Capab
2、ility,Business Process,ABM View of Business Process,$ Total,$ Total,$Z,$ Y,$X,= Nonvalue added, ,/ Calling card / , , , , , , , , , ,VISION,Operation,Planning,Network management,Structure,Hardware,Software,Network Technology,Small car,Large car,Minivan,Jeep,Truck,Implementation,Phase II,Phase III,De
3、velop actionable plans for target markets/options,Phase I,Corporate and business unit strategy development,Determine Options,Forklift,Excavator,Machine Tool,Helicopter,Rail,Project Benefits Realisation,Expected Deliverables,Actual Deliverables,Variance,Cause of Variance,Impact on Overall Bevefits,Pr
4、oject A Project B Project C, issues,/ ,N/W , ,/ ,Reconcile difference between budget and actual,Charge back cost to business unit,Make system management contract,Budget for software development,Business requirements,Analyze business Environment,Set direction,Develop entry strategy,Business plan,Busi
5、ness strategy,Create,Transport,Deliver,Long-Haul transport,Local transport,Interface management,End-user terminal,Customer,Program creation,Value-added service,Business infrastructure,Technical infrastructure,. then can you have,Optimal organizational structure,Streamlined IT management practice,Low
6、 cost,High client satisfaction,Appropriate applications & data in support of business,Cost effective data center,Optimal network,Effective client server direction,Empowered End-user computing and office automation,Aligned IT strategy,. then you can expect,Business infrastructure,Technical infrastruc
7、ture,Sub-optimal organizational structure,Disjointed IT management practice,Higher cost,Low client satisfaction,Inappropriate applications & data,Costly data centers,Sub-optimal network,Islands of ineffective client server computing,Inflexible End-user computing and office automation,Misaligned IT s
8、trategy,TV /Video ,Best of Best,VISION,Procurement,Manufacturing,Sales,Order Management,Distribution,Industry is changing from being production driven to more market driven,Focus on customer satisfaction Improved marketing and sales skills New products with speed to market Closer relationship with c
9、ustomers and suppliers More sensitivity to environmental issues,Hansol Paper,Small car,Large car,Minivan,Jeep,Truck, ,Japan National Railroad Business Performance and Improvement Efforts,Operating ratio (%),Cumulative operating losses (JP ￥trillion),Maintenance,Construction,R&D,Engineering,BE,DE,BD,
10、DD,Manufacturing,Procurement,Data Center,Hardware,Software,Management,PPT ,Page 2,Page 3,Page 4,Page 5,Page 6,Page 7,Page 8,Page 9,Page 10,Page 11,Page 12,Page 13,Page 14,Page 15,Page 16,Page 17,Page 18,Page 19,Page 20,Page 21,Page 22,Page 23,Page 24,Page 25,Page 26,Page 27,Page 28,Page 29,Page 30,P
11、age 31,Page 32,Page 33,Page 34,Page 35,Page 36,Page 37,Page 38,Page 39,Page 40,Page 41,Page 42,Page 43,Page 44,Page 45,Page 46,Page 47,Page 48,Page 49,Page 50,Page 51,PRELIMINARY,ILLUSTRATIVE,EXAMPLE,ESTIMATE,FINAL,COMMON SYMBOLS,Page 52,ARROWS,Page 53,MORE ARROWS,Page 54,Page 55,Re-engineering arro
12、w,, U- ,,,,,,,,,,1,2,2,12,4,5,3,7,8,6,10,9,11,1,12,11,II,III,IV,II,III,IV, (O), (T), (S), (W), Biz Model Design, ,e-Business ,Vision ,e-Business CSF,Stakeholder ,Diagnosis & Assessment,Bench Marking,Opportunities Positioning,Opportunities Screening, To-Be ,To-Be ,Prototyping ,eStrategy,e-Initiative
13、Framework, IT , ,e-Business ,1,3,2,4,5,6,7,8,9,1,2,3,4,5,6,8,9,10,11,12,13,1,3,4,5,6,8,9,2,10,11,13,12,7,7, , , 21 , , , e-KNR , , , , , , Re-Modeling , e- ,IT IT , , H/W, S/W / , (Best-practice) , , , , , EMS , , , , , , ,Useful Objects,STICKER AND OTHERS,USEFUL OBJECTS,USEFUL OBJECTS,USEFUL OBJECT
14、S,Header,Header,Header,Header,Header,Header,erformance,tructure,onduct,xxx,xxxx,xxxx,xxxx,External shock,S,C,P, ,Attractive Unattractive,Legend Legend Legend,?,1,2,3,4,5,User applications,Personalization,Middleware services,Transaction support,Enabling services,Management tasks for company-wide and
15、BU level Establishing task priorities and action plan Providing methodologies for strategy establishment,Project scope,Project purpose,Through the analysis of environment and diagnosis of company-wide management, management tasks will be produced to strengthen the competitiveness of SK E&C, thereby
16、proposing the roadmap for the implementation.,* Footnote Source: Source,Review CRM efforts to date,1,PROCESS GOING FORWARD FOR K2 DEAL,VALUATION AND SYNERGY ESTIMATION Refine base scenario Review base scenario with Kronus working level team Build multiple scenarios and conduct sensitivity analysis f
17、or negotiation Review valuation and synergy estimates scenarios with Kronus working level team Refine valuation and synergy estimates scenariosDEAL STRUCTURE OPTIONS DEVELOPMENT Refine deal structure options Conduct quick legal review Review the options with Kronus leadership team Refine the options
18、NEGOTIATION GAME PLAN DEVELOPMENT Develop game plan draft Review and refine game planTERM SHEET DEVELOPMENT Write term sheet draft Conduct legal review Finalize term sheetPHASE 1 PROGRESS REVIEWSTART NEGOTIATION,5,4,3,2,April,29,28,27,26,30,22,21,20,19,23,15,14,13,12,6,16,March,CEO,Chairman,New busi
19、ness opportunity,Human resource management,Intangible building (knowledge, network, brand),Operational & financial efficiency enhancement,To improve quality of life,Corporate value maximization through selection and concentration,Sound cashflow, operation management business network, good reputation
20、 & culture,* Footnote Source: Source,EVALUATION OF CANDIDATES FOR MEGA-MERGER,Hankook Huvis Hyosung,Hyosung or Huvis,1st screening,2nd screening,Attractiveness,R&D/specialized productsSynergies*,Feasibility,Willingness of the other party,Hankook,Huvis,Hyosung,Market share,* Includes group-level syne
21、rgy,STRONG CEO BENCH BEST PRACTICE,Top management commitment,Performance ethics,Capability development,Capability assessment,Upgrading talent pool,Top management People development CEO People development Skill Will, Performance ethics Performance ethics , ,Job rotation Capability development Coachin
22、g Training Capability development, Capability assessment Capability assessment Review,“A player” Attract, retain Value proposition “A player” “C player” ,Pump configuration 2 active 1 redundantPump capacity : 150/pump Pump cost : 133/pumpTotal capacity : 3pumps 150= 450 Total cost : 3pumps 133= 400B
23、enefits in reduced total cost Lower total weight Lower transport cost Smaller building for pimping station Simplified piping Fewer valves Simplified cabling Larger hoist (increased cost*),Potential 3 pump design,Current 4 pump design,Pump configuration 2 active 1 standby (for peak usage of 300) 1 re
24、dundantPump capacity : 100/pump Pump cost : 100/pumpTotal capacity : 4pumps 100=400 Total cost : 4pumps 100=400,SUMMARY OF CRM ACTIVITIES TO DATE,Key activities,Key end products,Quality gate 1: Project selection & development,Marketing/Sales process,Quality gate 4: Preparation for execution,Quality
25、gate 5: Project execution,E,P,C,Quality gate 6: Project closing,Execution process,Contract,Text,Text,Text,Text,Text,Text,H,L,L,H,End of document,Title Unit of measure,Label 1,0,0,0,0,0,0,0,0,0,0,0,0,0,0,+65,-1.0,+4.4,-0.1,+43,-24,+4.4,-3.4,+25.4,-3.3,+148.2,-25.7,+181.5,-57.5,+43.1,-5.4,0,-2.6,+18.8
26、,-9.2,+0.2,-0.5,+33.2,-1.2,+20.4,-79.1,+115.7,-98,+9.4,-6.3,+5.1,-2.9,+5.9,-9.9,+1.7,-0.5,+3.0,-2.5,0,-74.4,+25.1,-96.5,+48.5,-11.3,0,-9.8,+16.9,-24.1,+0.3,-0.9,+4.7,-12.9,148.2,-31.7,+218.6,-90.7,0,4.9%,ROIC,Hot spots,MAPS, SAMPLE, , , , , , , , , ,SAMPLE(4) ,SAMPLE(1), , ,PAGE HEADING,SAMPLE(2),SAMPLE(3), 2, 3,FW,MF,DF,2,3,1, 4,1,2,3,4,1,2,3,4,12,1,2,3,4,5,6,11,8,7,9,10,HighLow,Old New, 5 ,
