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4.8
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useful objects text text text gdfgg text confidential document date
this report is solely for the use of client personnel. no part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from mckinsey & company
this material was used by mckinsey & company during an oral presentation; it is not a complete record of the discussion. * sticker and others example estimate back up proposed conceptual tentative preliminary rough estimate hypothesis illustrative to be completed confidential only for discussion revised very preliminary high medium low example estimate back up proposed conceptual tentative preliminary rough estimate hypothesis illustrative to be completed confidential only for discussion revised very preliminary preliminary unit of measure * footnote source: source * * 1 unit of measure * footnote source: source * useful objects unit of measure * footnote source: source * * useful objects unit of measure * footnote source: source * * useful objects horizon 1 extend and defend core business horizon 2 build emerging businesses horizon 3 create vehicle options xxx-xxx xxx-xxx xxx-xxx l m h l m h impact on roe implementation high low high low 1 2 unit of measure * footnote source: source * * header header header header header header text unit of measure * footnote source: source * * erformance tructure onduct x external shock s c p x x unit of measure * footnote source: source * * u u preliminary attractive unattractive legend legend legend
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1 2 3 4 5
6.1 point increase in
roic unit of measure * footnote source: source * * user applications personalization middleware services transaction support enabling services unit of measure * footnote source: source * *
management tasks for company-wide and 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 proposing the roadmap for the implementation.
* footnote source: source unit of measure * footnote source: source * * unit of measure * footnote source: source * * review crm efforts to date 1 unit of measure * footnote source: source * * 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 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 start 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 unit of measure * footnote source: source *
the team has developed first cut hypothesis and estimates for most of the areas.
* new business 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 & culture
* footnote source: source unit of measure * footnote source: source * * evaluation of candidates for mega-merger hankook huvis hyosung hyosung or huvis very preliminary 1st screening 2nd screening attractiveness r&d/specialized products synergies* feasibility willingness of the other party hankook huvis hyosung market share * includes group-level synergy unit of measure * footnote source: source * * (ÀÌÇÏ »ý·«)
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4.8/5
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