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사업계획서 작성 실무

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사업계획서 작성 실무. < 사업계획서 작성시 주의사항 > 요약문은 3∼5 쪽 , 본문은 30∼50 쪽 내외가 적절합니다 . 본 자료는 설명을 위하여 많은 분량으로 작성된 것입니다 . 목차는 Biz Plan 작성 목적에 따라 재조정하시기 바랍니다 . 본 자료는 이론과 사례를 동시에 포함하고 있으므로 Biz Plan 작성 목적에 맞게 핵심적인 항목만을 추출하여 목차를 재정리하여 사업계획서를 작성하기 바랍니다 . 매출 및 재무계획은 그 근거가 되는 수치들에 대한 합리성이 매우 중요합니다 . - PowerPoint PPT Presentation

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  • 1. Executive Summary 1. Executive Summary

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  • 2. 2-3. (Corporate vision)

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  • 3. / 3. /

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  • Enterprise e-Busniess Global Brand 2) 1) Asian SpecificBusiness Model3) Localization Globalization e-biz solution leaderin Asian High-End MarketKorea, Japan, China, Singapore, India, etc3. / 3-1.

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  • : (200x )(200x2000x) (200x200x) - ///M&A -//// 3. / 3-1.

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  • 3. / 3-1. , (Action Plan) .

    SBU 2002 200220042006 (%)

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  • 3. / 3-2. / ,

    (Business Domain) -

    (Business Portfolio) - BCG Matrix

    (Business Positioning) -

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  • 3. / BCG MatrixBPM(Business Portfolio Management)3-2. /

    SBU/ , 3 1 1 2 1.0 MS MS 1 30% MS 15% 30/15=2.0 Matrix

    BCG Matrix

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  • 3. / BCG MatrixBPM(Business Portfolio Management)3-2. / 4

    Question Marks(Problem Children) . Star (Divest) High Cash use, Low Cash generation

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  • 3. / BCG MatrixBPM(Business Portfolio Management)3-2. / 1 2 3 4 5 6 Divest Divest (1.0)Optimum cash flow() Targeted future positionPresent position

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  • 3. / BCG MatrixBPM(Business Portfolio Management) : 3-2. /

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  • 3. / 3-2. /Business Positioning (drivers or factors) (positioning) , -, , , , , / -

    Volume & Cost / M/SR&D1 123

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    XY -) , , , , , , , , , , Cost Position, , , ,

  • 3. / 3-2. /

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  • 3. / 3-3. //

    /

    / /

  • 3. /

    3-3.

    value creation distinctive&superior Leverageable to other businesses Scarce&difficult to imitate

  • 3. / Hamel & Prahalad : strategy as stretch & leverage/core competency / 80

    - 90 (strategic thinking)

    - : , ? - (senior management) - (the concept of stretch in strategic thinking)

    : Strategic Fit : Leveraging Resources ,

    3-3.

    Traditional ApproachHamel & PrahaladStrategy as fitResource allocationPortfolio of businessCompetition as confrontationStrategy as stretchResource leveragePortfolio of competenticesCompetition as collaboration

  • 3. / tangible link (core products)

    Honda (end products>) (linchpin) - (components or sub-assemblies)

    , (world manufacturing share) .

    - (dominant position) - , (from core competencies to core products)

    3-3.

  • 3. / 3-3.

  • 3. / : [/] 3-3.

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    - / , //

    - / , , - Five Forces : / / / /

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    / / 3. / 3-4.

  • 3. / 3-4.

  • 3. / 3-4.

  • (Drivers) 3. / 3-4.

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  • SWOT : - - + (Analytical Thinking + Intuitive Thinking = Strategic Integrated Thinking) - , , -SO, ST, WO, WT Focusing

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  • Strength Weakness Opportunity Threat

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    3. / 3-4. SWOT

  • Strength R&D Weakness/ Opportunity IT () Threat

    SO R&D ST / Project Financing WO / . / / 21C CI WT

    SWOT 3. / 3-4.

  • 3. / 5 Forces 3-5. : M.E. Porters The Five Forces

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  • 3. / 5 Forces

    : 5 Forces (Threat of new entrants) Market Share , (Intensity of rivalry among existing competitors) (competitive position) , , / , (Bargaining power of suppliers) (Bargaining power of buyers) (Threat of substitute product or services) 5Forces -/ / / 3-5.

  • / //// //// / / 3. / 3-5.

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  • 3. / 5 Forces

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  • 3. / 3-6. / / Cost-Leadership, Differentiation, Focus //////// / - / / / , ? ? MS - ? / / ?

    . / , , (3-5)

  • 3. / 4 Office Supplies Furniture Technology(OA/PC, ) Business Services(, Money, e-Solution HR, Insurance ) 2000 CRM - 3-6. < : > , - // - (/// )

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  • : 3. / 3-6. / / : + , H(High), M(Middle), L(Low)

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  • : : , , , Segment : / : : / / . Grouping O.K. - , , Synergy Effect - - , / 3. / (Competitive Scope Analysis) 3-6.

    (Industry Scope) (Product Scope) (Segment Scope) (Geographic Scope)

  • ADSLHDSLSDSLVDSL (Competitive Scope Analysis) : / XY / // , H(High)/M(Middle)/ L(Low) . , , , : + 3. / 3-6.

  • (Competitive Factors Analysis) : 3. / 3-6. High Low () Southwest

  • & CRM & eCRM / : -/ / Agent / / / 24 / - CRM/eCRM / / /// /ASP/Office & / Concurrent Engineering 1 3. /

    Factors , 3-6.

  • & CRM & eCRM / : , / Brand Power - / 1 - Core Brand -Trend , , Timing, & - - 80/20 Rule Core Products - - - - , , , , IT (, +imode) 2002 -, , 3. / 3-6.

  • 3. / 3-6. 2005

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  • 3. / (International Expansion) Franchising to oversea countrys domestic market Global Network Connection Enhancing to TELCO Industry (Communication Portal) Single place to initiate personal communication Multimedia communication solution providing - Telephone(Voice), email, fax, file transfer (Call Center Solutions) Provide service for high-volume call centers Web-based customer support for e-commerce sites 1(Phase I) Free Intl call service between US & S.Korea Free local call service within Seoul metropolitan area Free long distance call service from district to Seoul2(Phase II) Free long distance call for whole local cal3(Phase III Franchise service) Expanding to worldwide major countries - Japan, H.K., UK, etc.

    3-7. /

  • 3. / 3-7. / / DVR

  • 3. /

    : , , , s/w : (, ) 3-7. /

    1999-00-00

  • 3. / (Technology Road Map)3-7. / (Mobile Computing )2.4GHZ~5.8GHZ LAN 3GHZ~270GHZ Spectrum 1 3000 S/W S/WCCD Type S/W Image Capture 1~2DBarcode S/W S/W S/W H/W S/W H/W E-Marketplace E-stamp,GIS,GPS, Mobile ComputerInterface Laser Scanner CMOS SensorReader Laser Scanner 1500 scan/sec CMOS Image PDA Laser CMOS 2002 20032004 2005

  • 2002. 4/42002. 2/4 2002. 3/43. / 2002. 1/4

    , 2-3 3-7. /

    123456789101112 1

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  • 3. / 3-8.

    (stories). : - ? ? - ? - , ?

    Two Critical Tests -Narrative Test : -Numbers Test : (grocers) Webvan Priceline Webhouse Club, CEO Jay Walker Priceline.com 1990 Silicon Graphics TV American Express CEO J.C.Fargo Travelers Check

    , , ( ) Dell Computer, CEO Michael Dell : Resellers

  • 3. / 3-8.

    Critical Mass Member Audience (Streaming ) Contents Movie, Music Video Transaction EC Shopclub ISPASP World Wide Networking

    OnlineOfflineInteraction

    - / - , 25

  • 3. / 3-8. Target Market (110) (10) Model( 48)DB SalesConsulting FeeDB SalesSimulator ASP solution ( 100) Business Information Cyber AcademySamiltax.com / e-Consulting Simulator (,, )Samilmoney.com Tax Report solution solution solution solutionA S P Contents & Solution

  • 3. / ( : )3-8.

    , 5

    2001200220032006 1,200,0009,500,00015,600,000 / 1,000,0005,000,0007,500,000 2002 10%PC/OA100,0001,500,0003,000,000 2003 15% 1,200,0002,400,000 600,0001,200,000100,0001,200,0001,500,000 30,000180,000e-Solution/ASP30,000120,000EC ASP 60,000/ 310,0001,560,000/300,0001,200,000 IT10,000120,000 Imode 240,000 / 50,000100,0002,600,00050,000100,000200,000600,000 IT // 600,000 /600,000 /600,000 1,250,0009,940,00019,940,000

  • 4. 4.

    4-1. 4-2.

  • 4. Lab() () - / - Action plan - Action Plan : ///

  • 4. 4-1. off-line Businesse-BusinessSynergy EffectResearchMarket Segmentation Market Targeting Market Positioning Product Strategy Pricing Strategy Place Strategy Promotion Strategy

    Customer Value Customer Cost Convenience Communication ImplementationMonitoring CRM & PRMPRM : Partner Relationship Management R-STP4P / 4CI-M

    STP 3. / 4P IM Action Plan

  • 4. 4-1.

    Market SegmentationBusiness Market Market Targeting , Market Positioning STP 4 C1. Customer Value : , (value) . 2. Cost to the Customer : , . , .3. Covenience : / 4. Communication : ,

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  • 4.

    Four generic dimensions

    4-2. /

    Segmentation categoryDescriptionProducts, , /, , /, , Customer, , Geography, , Distribution channels, , , ,

  • 4.

    4-2. /

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  • 4.

    4-2. /

    (, ) (Five Forces) /

  • 4. , , / 4-2. /

  • 4. / : EconomyTrucksSports utilityStation wagonsLuxurySports carsExoticsMini vansKey segmentKey segment Key productKey productCustomer segmentsProduct segments KSF Segments Products 250 mil. 250-500 mil.500-1000 mil. (USD)1000 mil. KSF(Key Success Factors) : 4-2. /

  • 4. / : / , H(High), M(Middle), L(Low) First Class 2nd Class

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    / / / 3(13) 5(15) , : / + 4-2. /

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  • 4. , OA/PC , , , , & SOHO(small office home office) , OA/PC , , , , 20-30 , PC , , , , , (IT) Insurance, e-Solution/ASP Residential Internet Users Convenience; do not have to log off Company friendly Users DataMan subscribers, SEROME NET registrant, etc. Teenagers & College students Office workers SOHO / /

    4-2. /

  • 4. 4-3. / /// - - - - : .

    - / /

  • 4. ProductPricePlacePromotion /, A/S //

    PR//Direct Marketinge- The 4P Framework

    CustomerValueCost to theCustomerConvenienceCommunication 5P=4P+People

    4-3.

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  • Area ,,Channel,Promotion Channel PlaceChannel ,Display?Channel Target Cover Channel 4.

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  • / : TV, , Internet Sales PromotionPromotion : Direct Mail//POP(Point of Purchase)/ Sampling/CouponPublicitySP / : , /, , Two-way Communication : /Man/Salesman Incentive4.

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  • eCRM 24 / One-Stop Shopping 2 1 - // / / 1 365 Communication , , eCRM Integrated Marketing Communication - Priority : TV / / , / - 4. : 4-3.

  • PC to Phone, PC to PC Size Internet Telecom = SEROME CALLGlobal Free Communication/ Community , GTE (USA) 4.

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  • 6. 6-2. : : ( : )

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  • 6. : ( : ) 6-2.

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  • 6. 6-2.

  • 6. 6-2.

    20002001E2002E2003E()186.8464.6825.01,233.4()2,547.92,853.63,417.64,284.3R O A (%)6.1%12.7%20.1%25.4%R O E (%)8.4%17.2%26.3%32.0%

    20002001E2002E2003E73.1%74.7%78.0%80.2%6.1%12.7%20.1%25.4%1.11.31.81.931.4%9.6%14.6%22.0%

  • 6. 6-2. 1) PER : 10 (undervalue), 15 , 20 (overvalue) 2) (EV, Enterprise Value) : + (- )

    ROS( ) (Return on Sales)//ROI( ) (Return on Investment)//ROE( ) (Return on Equity)/PER( )(Price/Earnings Ratio) ()/1 EBITDA(Earnings Before Interest, Taxes, Depreciation, and Amortization)EBIT(+-+-)+ EPS(1 )(Earnings per Share) /

  • 6. 1) 6-3. (cash flow) (time value of money) ,

    (time value of money) 1 100 = 1 100 (1 )

    (discount rate) () , (WACC) 0

    () () , ( )

  • 6. 1) 6-3. () , , , (WACC)

    (NPV, net present value) 0 : = 0 : 0 :

    (IRR, internal rate of return) , (inflows) (outflows) (NPV) 0 ,

  • 6. 1) 6-3. (MIRR, modified internal rate of return) (terminal value) (inflows) , MIRR (inflows) WACC , MIRRWACC ,

  • 6. 2) (Payback Period Method)6-3. ,

    : : : :

    , ,

  • 6. 2) (Payback Period Method)6-3. 3.5 A

    A() B() Y032,00043,000 ( )Y1Y2Y3Y4Y510,00010,0009,0009,0009,00012,00012,00012,00012,00012,0003.333.58

  • 6. 3) (NPV, Net present Value Method)6-3. , NPV Ct : t C0 : () K : () + = + : : NPV 0 : NPV 0 NPV

    , (value additivity principle) . , A,B . , A NPV 10, B NPV 15 NPV 25

  • 6. 3) (NPV, Net present Value Method)6-3. (K)

    : (K) 13% NPVA =

    = 1,322.9 10,000------(1+0.13)110,000------(1+0.13)29,000------(1+0.13)39,000------(1+0.13)49,000------(1+0.13)5 32,000NPVB= -793.6 : NPV 0 A

    A() B() Y032,00043,000 ( )Y1Y2Y3Y4Y510,00010,0009,0009,0009,00012,00012,00012,00012,00012,000

  • 6. 3) (NPV, Net present Value Method)6-3. NPV : A [] [] [] [NPV] . NPV 2 Rate : 13% Value : (Y1Y5) Value1Value5 Rate Value [=33,323] . Enter !! NPV (33,323) (32,000) (1,323). Value Value4 Value5 ( )

  • 6. 4) (IRR, Internal Rate of Return Method)6-3. () Ct : t C0 : () : : IRR : IRR IRR

    IRR

    2 IRR

  • 6. 4) (IRR, Internal Rate of Return Method)6-3. A :10,000------(1+ r)110,000------(1+ r)29,000------(1+ r)39,000------(1+ r)49,000------(1+ r)5 32,000= ------ (1+ r)0 14%, 15% ((trial & error)

    A() B() Y032,00043,000 ( )Y1Y2Y3Y4Y510,00010,0009,0009,0009,00012,00012,00012,00012,00012,000

    Sheet1

    ABCD

    0.140.15

    Net CFxNet CFx

    1(Y1) 10,0000.877287720.86968696

    2(Y2) 10,0000.769576950.75617561

    3(Y3) 9,0000.67560750.65755917.5

    4(Y4) 9,0000.59215328.90.57185146.2

    5(Y5) 9,0000.51944674.60.49724474.8

    32545.531795.575032545.5-31795.5

    32,00032,000545.532545.5-32000

    0.727545.5/750

    (r) = 14% + 0.727% = 14.727%

  • 6. 4) (IRR, Internal Rate of Return Method)

    A = 14.73% B = 12.24%

    : 13% A 6-3.

  • 6. 5) (PI, Profitability Index Method) 6-3. (Benefit-Cost Ratio, B/C Ratio) (PV) 1 ,

    : PI1 : PI 1 PI

    . (K) Ct : t C0 : () K :

  • 6. 6) : 6-3. ,

    = ----------1- 1,208= --------- = 4,611 1- 0.738

    16714950%100%3,314166100%50%3,314333149100%3168.3%3,48091.7%3,796100% 63106432558.3%8.3%100%100%723,40891.7%91.7%783,718643255100% 1,20826.2%3,40873.8%4,616100%

  • 6. 6-4.

    - - - : , /, , S/W, , - :

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    :

  • 6. 6-4. ( : )

    20022003200420052006

  • 6. 6-4. ( : )

    20022003200420052006CEO

  • 6. 6-5.

    . ( : )

    (%)()() ( ) 00000000000000000000

  • 6. 6-6. : 1 UNIT FOCUS Market Leader R&D

  • UNIT FOCUS 6% IR Receiver Module 2001, 2002 760, 1,600 BLUE LED, VCSEL 2001, 2002 14 Know-How (58%) (37%) CRT TV (, LG, )UNIT FOCUS Market Leader type ( 0293159) Non Epoxy type ( 0293098) Digital TV UNIT FOCUS 3% R&D R&D 266. 6-6. : 1

  • Epi wafer A Chip Optoway LED ( 15% ) VCSEL

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    8.5% (19992003) , , 276. 6-6. : 1

  • 6. 6-6. : 2() , NASA, Pu-Dong , Trend DB DVR GUI /

  • 6. 6-6. : 2() (2002) 60%, 40% 919992002) 145% (2002) 1015% (2002) 10% DVR 120% Positioning DVR DVR

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