4. Unit of measure
Text
• Text
Text
• Text
• Text
Text
• Text
• Text
• Text
* Footnote
Source: Source
5. Unit of measure
Title Title
• Text • Text
Text
* Footnote
Source: Source
6. EXHIBIT TITLE
Title
•
Text
•
Text
Text
•
Text
* Footnote
Source: Source
7. EXHIBIT TITLE
Title
•
Text
•
Text
•
Text
* Footnote
Source: Source
8. EXHIBIT TITLE
Title Title
• •
Text
• •
Text
• •
Text
* Footnote
Source: Source
9. EXHIBIT TITLE
Title Title Title
• • •
Text
• • •
Text
• • •
Text
* Footnote
Source: Source
10. 2 COLUMN
Title Title
• Text • Text
* Footnote
Source: Source
11. 3 COLUMN
Title Title Title
• Text • Text • Text
* Footnote
Source: Source
12. 4 COLUMN
Title Title Title Title
• Text • Text • Text • Text
* Footnote
Source: Source
13. 5 COLUMN
Title Title Title Title Title
• Text • Text • Text • Text • Text
* Footnote
Source: Source
14. 6 COLUMN
Title Title Title Title Title Title
• Text • Text • Text • Text • Text • Text
* Footnote
Source: Source
15. 7 COLUMN
Title Title
Title Title Title Title Title Title Title
• Text • Text • Text • Text • Text • Text • Text
* Footnote
Source: Source
16. 8 COLUMN
Text Text Text Text Text Text Text Text
Text Text Text Text Text Text Text Text
* Footnote
Source: Source
17. FLOW 2
Unit of measure
Header Header
• Text • Text
* Footnote
Source: Source
18. FLOW 3
Unit of measure
Header Header Header
• Text • Text • Text
* Footnote
Source: Source
19. FLOW 4
Unit of measure
Header Header Header Header
• Text • Text • Text • Text
* Footnote
Source: Source
20. FLOW 5
Unit of measure
Header Header Header Header Header
• Text • Text • Text • Text • Text
* Footnote
Source: Source
21. FLOW WITH 3 COLUMN
Text Text Text
• Text • Text • Text
Text
• Text • Text • Text
Text
• Text • Text • Text
Text
• Text • Text • Text
Text
• Text • Text • Text
Text
* Footnote
Source: Source
22. FLOW WITH 2 COLUMN
Text Text
• Text • Text
Text
• Text • Text
Text
• Text • Text
Text Text
• Text • Text
Text
• Text • Text
Text
* Footnote
Source: Source
23. Unit of measure
Title Title
• Text • Text
* Footnote
Source: Source
24. Unit of measure
Title Title
• Text • Text
Title Title
• Text • Text
* Footnote
Source: Source
25. Unit of measure
Text Text Text Text
• Text • Text • Text • Text
Text
• Text • Text • Text • Text
Text
* Footnote
Source: Source
26. Unit of measure
Text
Text Text Text Text
• Text • Text • Text • Text
Text
• Text • Text • Text • Text
Text
* Footnote
Source: Source
27. Unit of measure
Text
Text Text Text Text Text Text
• Text • Text • Text • Text • Text • Text
Text
• Text • Text • Text • Text • Text • Text
Text
* Footnote
Source: Source
28. Unit of measure
Text
Text Text
Text
Text
Text Text Text
Text
Text
Text Text
Text
Text
Text
Text Text
Text
Text
Text Text Text
Text
Text
Text Text
Text
* Footnote
Source: Source
29. Unit of measure
Title
•
Text
•
Text Text
•
Text
Text
•
Text
•
Text Text
•
Text
* Footnote
Source: Source
30. Title Title Title Title
• Text • Text
Text
• Text • Text
Text Text
• Text • Text
Text
* Footnote
Source: Source
31. GANTT – 4 WEEK
Unit of measure
Text Text Text Text Text
• Text
• Text
• Text
* Footnote
Source: Source
32. Unit of measure
Text Text Text Text Text Text Text
• Text
• Text
• Text
* Footnote
Source: Source
33. Unit of measure
Text Text
Text Text Text Text Text Text Text Text Text
• Text
• Text
• Text
* Footnote
Source: Source
34. Unit of measure
Text Text Text
Text Text Text Text Text Text Text Text Text Text Text Text Text
• Text
• Text
• Text
* Footnote
Source: Source
35. Unit of measure
Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
36. Unit of measure
Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
37. Unit of measure
Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
38. Unit of measure
Text Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
39. Unit of measure
Text Text Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
40. Unit of measure
Text Text Text Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
• Text
• Text
• Text
* Footnote
Source: Source
41. Unit of measure
Text Text Text Text Text Text Text Text Text Text
Text 1234123412341234123412341234 123412341234
• Text
• Text
• Text
* Footnote
Source: Source
42. Unit of measure
Text Text Text Text Text Text Text Text Text Text Text Text
Text 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 34 12 34 12 3 4 1 2 3 4 1 23 4
• Text
• Text
• Text
* Footnote
Source: Source
43. Unit of measure
Text
Text 1 2 3 4 5 6 7 8 9 10 11 12
• Text
• Text
• Text
* Footnote
Source: Source
44. Unit of measure
Text Text
1
Text 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 1 12
• Text
• Text
• Text
* Footnote
Source: Source
45. Unit of measure
Text
Text Responsibility Mon Tue Wed Thu Fri
• Text
• Text
• Text
* Footnote
Source: Source
46. Unit of measure
Text Text
Text Responsibility M T W T F M T W T F
• Text
• Text
• Text
* Footnote
Source: Source
58. COLUMN 2
Unit of measure
Title Title
Unit of measure Unit of measure
Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5
* Footnote
Source: Source
117. PRICE BENEFIT
Unit of measure
Benefit
Competitive
advantage
Competitive
disadvantage
Price
* Footnote
Source: Source
118. SMILE CHART
Unit of measure
Appraise performance Bottom up
and prospects action programs
1 8
Develop
strategy 2
3 7 Top down
action programs
4 6
Redesign Assess change
pivotal jobs 5 readiness
Design the skill
building process
* Footnote
Source: Source
119. STRAT GAMEBOARD
Unit of measure
3.
Create and
pursue a unique
2. advantage 4.
Resegment the Exploit unique
market to create a advantage
niche 1. industrywide
When to
Do more and
compete
better of the
same
* Footnote
Source: Source
120. STRAT MANAGE
Unit of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic
Budget based orientated manage-
planning planning planning ment
Meet Predict the Think Create the
budget and future strategically future
schedule
Value system
* Footnote
Source: Source
121. TREE PRODUCTIVITY
Unit of measure
Selling margin
Contribution
Effectiveness Sales
Contribution
Available selling time Selling rate
Sales
Available selling time
Productivity
Contribution Utilization
Total selling costs Available selling time
Total sales time
Efficiency Support leverage
Available selling time Total sales time
Total selling costs Support costs
Support intensity
Support costs
* Footnote
Total selling costs
Source: Source
122. VALUE CREATION
Unit of measure
Improve core
Redeploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote
Source: Source
123. GANTT10
Unit of measure
<##>
Header <##> <##> <##> <##> <##> <##> <##> <##> <##> <##>
Text
* Footnote
Source: Source
124. GANTT15
Unit of measure
##
Header ## ## ## ## ## ## ## ## ## ## ## ## ## ## ##
Text
* Footnote
Source: Source
125. LEFT TO RIGHT
Unit of measure
Text
Text
Text
Text
* Footnote
Source: Source
126. STUDY OBJECTIVE
Unit of measure
Text
Sub-objectives
Text Text Text Text
Process objectives
Text
* Footnote
Source: Source
129. 2X2
Unit of measure
Text Text
Text
Text
Text Text
Text
Text Text
Text
* Footnote
Source: Source
130. 2X2 CUBED
Unit of measure
Text Text
Text
Text Text
Text
t
Tex
x t
Text Text Te
* Footnote
Source: Source
131. 2X2 EXTENDED
Unit of measure
Text
Text Text
Text
Text
Text Text Text
Text
Text Text
Text
* Footnote
Source: Source
132. 2X2 TOWER
Unit of measure
t
Tex
t Tex
Te t
Tex xt Tex Text
t
* Footnote
Source: Source
133. 3X3
Unit of measure
Text Text Text
Text
Text Text Text
Text
Text
Text Text Text
Text
Text Text Text
Text
* Footnote
Source: Source
134. 3X3 EXTENDED
Unit of measure
Text
Text Text Text
Text
Text Text Text Text
Text
Text
Text Text Text
Text
Text
Text Text Text
Text
* Footnote
Source: Source
195. UP & AWAY
Unit of measure
Text Text
* Footnote
Source: Source
196. UP & DOWN
Unit of measure
Text
Text
* Footnote
Source: Source
197. 2S-5S
Unit of measure
The people in the
organization, considered
in terms of corporate
demographics, not individual
The processes and personalities
procedures through The way
which things get done managers
Staff collectively
A coherent set from day to day
behave with
of actions aimed Systems Style respect to use
at gaining a of time,
sustainable Strategy Skills attention,
advantage and symbolic
over competition Capabilities actions
Shared
possessed by Structure
the organization Values
as a whole as Those ideas of what
distinct from the is right and desirable
The organization chart
individuals. (in corporate and/or
and accompanying
Some companies individual behavior)
baggage that show
perform which are typical of the
who reports to whom
extraordinary organization and
and how tasks are
feats with common to most of its
both divided up and
ordinary people members
integrated
* Footnote
Source: Source
198. 3CS TRIANGLE
Unit of measure
Customer
Distributors
Clients Competitors
Suppliers
* Footnote
Source: Source
199. 3S-4S
Unit of measure
The organization chart and
accompanying baggage that show
who reports to whom and how
tasks are both divided up and
A coherent set of integrated
actions aimed at The people in
gaining a sustainable the organization,
advantage Structure considered in
Capabilities over competition terms of corporate
possessed by demographics, not
the organization individual personalities
as a whole as Strategy
distinct from
the individuals. Skills Staff Style
Some companies Shared
perform extraordinary values
feats with ordinary The way managers collectively
people behave with respect to use of
Those ideas of what is right time, attention and symbolic
and desirable (in corporate Systems
actions
and/or individual behavior)
which are typical of the The processes and procedures
organization and common through which things get done
to most of its members from day-to-day
* Footnote
Source: Source
200. 7S
Unit of measure
The way managers
collectively behave with Capabilities possessed by the
respect to use of time, organization as a whole as
attention and symbolic distinct from the individuals.
A coherent set of actions Some companies perform
actions aimed at extraordinary feats with
gaining a sustainable Style ordinary people
advantage over
competition Strategy Skills Those ideas of what is right
and desirable (in corporate
Shared and/or individual behavior)
values which are typical of the
organization and common
Staff Systems to most of its members
The people in the
organization, considered The processes and and
Structure
in terms of corporate procedures through
demographics, not which things get done
individual personalities The organization chart from day-to-day
and accompanying
baggage that show
who reports to whom
and how tasks are both
* Footnote divided up and integrated
Source: Source
201. BUSS PORTFOLIO
Unit of measure
High
Competitive position
Medium
Low
Low Medium High
Product/market attractiveness
* Footnote
Source: Source
202. CHANGE BOARD
Unit of measure
Commitment Capability
Change
vision Individual Enabling
Conviction Courage activity devices
Chief
Executive
Leadership
groups
Down the
line
External
constitution
* Footnote
Source: Source
203. DELTA P
Unit of measure
• Accurate measurement • Flow of 2-way communications
of action and results • People’s understanding, belief
• Clear accountabilities and contribution to act on vision
• Early wins and action plans
Visible demonstration • Implementation or
of new vision and near implementation
values by client of required structure
Performance and systems
leadership Communications
Measurement
Vision and Organizational
Leadership
Delta P Infrastructure
Problem
• Action plans sufficient to People
Solving
achieve goals Development • Client managers
Process
• Agreement on objectives (particularly middle
by line management management) have
• Management of high- skill to lead program
involvement process implementation
• Change in actual
behavior
* Footnote
Source: Source
204. MACS
Unit of measure
• Industry attractiveness
• Competitive position
• Restructuring/rationalization opportunities
Value-creation potential in business unit
High Medium Low
Relative ability to extract value
• Corporate Retain and Retain and Retain and
give top give priority manage for
Natural
center skills
owner
priority code or
• Business liquidate
unit linkages
Probably Divest Divest or
“One of the
• Taxation/ divest liquidate
pack”
valuation
differences
* Footnote
Source: Source
205. MANUFACTURING STRATEGY
Unit of measure
Business Strategy
Manufacturing Strategy
Configuration Research
Systems Focus
Organization Labor
Policy
Make
vs.
Process Buy
Product
Design Design
* Footnote
Source: Source
207. PRICE BENEFIT
Unit of measure
Benefit
Competitive
advantage
Competitive
disadvantage
Price
* Footnote
Source: Source
208. STRAT GAMEBOARD
Unit of measure
3.
Create and
pursue a unique
2. advantage 4.
Resegment the Exploit unique
market to create a advantage
niche 1. industrywide
When to
Do more and
compete
better of the
same
* Footnote
Source: Source
209. STRAT MANAGE
Unit of measure
Stage 4
Stage 3
Stage 2
Stage 1
Forecast Externally Strategic
Budget based orientated manage-
planning planning planning ment
Meet Predict the Think Create the
budget and future strategically future
schedule
Value system
* Footnote
Source: Source
210. VALUE CREATION
Unit of measure
Improve core
Redeploy
business
assets
performance
Maximize
shareholder
value
Adopt sound Grow through
financing acquisition
approach and/or merger
Grow
through
cultural
initiative
* Footnote
Source: Source
211. VALUE SOURCES
Unit of measure
Industry restructure
Corporate
center skills Internal controller
Shared resources
Linkages
between Transfer of capability
business units Vertical integration
Client’s relative
ability to extract
value
Differences in tax position
Real
Existence of non-cases objectives
Financial
ownership fit Inefficiencies in financial markets
Perceived
Difference in valuation technique
* Footnote
Source: Source
235. STICKER AND OTHERS
EXAMPLE BACK UP REVISED
EXAMPLE BACK UP REVISED
ESTIMATE TENTATIVE
ESTIMATE TENTATIVE
PROPOSED HYPOTHESIS
PROPOSED HYPOTHESIS CONCEPTUAL ILLUSTRATIVE
PRELIMINARY CONFIDENTIAL
CONCEPTUAL ILLUSTRATIV
E ROUGH ESTIMATE VERY PRELIMINARY
PRELIMINARY CONFIDENTIA
TO BE COMPLETED
L
ROUGH ESTIMATE VERY PRELIMINARY ONLY FOR DISCUSSION
TO BE COMPLETED
ONLY FOR DISCUSSION
High
Medium
Low
PRELIMINARY
238. USEFUL OBJECTS
H
Impact
on M
ROE
L
L M H
Implementation
High
1
Horizon 3
Create vehicle
options Low
Horizon 2
Build High Low
Horizon 1 emerging
businesses
Extend and 2
defend core
business
1-2 4-6 8-10
239. xxxx xxxx
• •
xx xx xx
• • •
Text
xxxx xxxx
• •
Header Header Header Header Header Header
• • • • • •
240. External S tructure C onduct P erformance
shock
• xxxx • xxx • xxxx • xxxx
xxxxx xxxx xxxx
• • •
xxxxx xxxx xxxx
• • •
243. 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
proposing the roadmap for the implementation.
Project scope
Management tasks for company-wide and BU level
Establishing task priorities and action plan
Providing methodologies for strategy
establishment
* Footnote
Source: Source
246. PROCESS GOING FORWARD FOR K2 DEAL
∆
March April
12 13 14 15 16 19 20 21 22 23 26 27 28 29 30 2 3 4 5 6
VALUATION AND SYNERGY ESTIMATION
• Refine base scenario
• Review base scenario with Kronus working level
team
• Build multiple scenarios and conduct sensitivity
analysis for negotiation
• Review valuation and synergy estimates
scenarios with Kronus working level team
• Refine valuation and synergy estimates
scenarios
DEAL STRUCTURE OPTIONS
DEVELOPMENT
• Refine deal structure options
• Conduct quick legal review
• Review the options with Kronus leadership team
• Refine the options
NEGOTIATION GAME PLAN DEVELOPMENT
• Develop game plan draft
• Review and refine game plan
TERM SHEET DEVELOPMENT
• Write term sheet draft
• Conduct legal review
• Finalize term sheet
PHASE 1 PROGRESS REVIEW
CEO Chairman
START NEGOTIATION
247. To improve quality
of life
Corporate value maximization through selection and
concentration
New Human Intangible Operational
business resource building & financial
opportunity management (knowledge, efficiency
network, enhancement
brand)
Sound cashflow, operation management business
network, good reputation & culture
* Footnote
Source: Source
248. EVALUATION OF CANDIDATES FOR MEGA-MERGER VERY PRELIMINARY
1st screening 2nd screening Hankook Huvis Hyosung
Attractiveness
• R&D/speciali
zed products
• Synergies*
Hankook
Huvis
Hyosung Feasibility
• Willingness of
the other party
Market
share
Hyosung or Huvis
* Includes group-level synergy
249. STRONG CEO BENCH 를 위한 주요 구성요소 – BEST PRACTICE
Capability Performance ethics
development • 명확하고 일관성 있는
Performance ethics 에 대한
• Job rotation 을 통한 전사 차원의 공유
Capability development • Performance ethics 를 실제
• Coaching 및 Training 등 평가 , 보상 시스템상에 반
을 통한 Capability Top 영
development
management
commitment
• Top management 가 People
development 에 쏟는 시간 및 열
정
• CEO 의 People development 에
대한 Skill 및 Will
Capability
assessment Upgrading talent pool
• 객관적이고 공정한 평가 기준 • “A player” 를 Attract, retain 할
을 통한 규칙적 Capability 수 있는 Value proposition
assessment • 외부 인사 영입을 포함한 적극적
• Capability assessment 에 대 인 “ A player” 들의 영입
한 규칙적이고 치밀한 • “C player” 의 지속적 퇴출
Review
250.
251. Current 4 pump design Potential 3 pump design
Pump configuration Pump configuration
• 2 active • 2 active
• 1 standby (for peak usage • 1 redundant
of 300)
• 1 redundant Pump capacity : 150/pump
Pump cost : 133/pump
Pump capacity : 100/pump
Pump cost : 100/pump Total capacity :
3pumps 150= 450
Total capacity : Total cost :
4pumps 100=400 3pumps 133= ~400
Total cost :
4pumps 100=400 Benefits 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*)
252. SUMMARY OF CRM ACTIVITIES TO DATE
Key activities Key end products
• •
Contract
Marketing/Sales process Execution process
Quality gate 5:
Quality gate 1: Quality gate 2: Project execution
Quality gate 3: Quality gate 4:
Project Cost estimation Quality gate 6:
Contract and Preparation for
selection & & proposal E P C Project closing
negotiation execution
development development
