’08 년

0

08
13%

87%

13%

13%

4%

13%

13%
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70%

23%
13%
7%
6%
4%
2%

17%

9%
4%
2%
2%

08
13%

87%

13%

13%

4%

13%

13%
--

70%

23%
13%
7%
6%
4%
2%

17%

9%
4%
2%
2%

20%
40%
60%
80%
100%
132
25
A

SERVICES
ABOUT
Web
Services
Company
Home Page
EXAMPLE
CONTACT
PRICES
Contact
Case Studies
PRESS
RELEASE
RELEASE

KEY
start / end
decision
process
Flowchart:
Accounting Process
Taxes
Type of
Process client's
data
Start
Payroll
Controller

Buy SmartDraw
!
-
Visit www
.
smartdraw

Product Manager made
late changes to layout
1-month delay awaiting
corporate re-branding
Additional hardware required
due to performance issues
Additional tester needed
due to project conflict
No signed-off requirements
to base test scripts on
Testing Delays increased
pressure on resources
Quality Issues
Not Identified
Product
Launch
Delayed
Increases cost
by > 80%
Product Failure
Development
Over-run
Delay in testing due to
other project over-run
Inaccurate estimates
Lack Of Sales
Buy-in
No sales representative
on project board
Communication
program was rushed
Unclear
Requirements
Stakeholders wouldn't
sign-off requirements
No prioritization
of requirements
Costs increased by
80%
Product launched 6
months late
Concerns over
number of defects

Relative Market Share
HIGH
LOW
HIGH
Stars
Question Marks
LOW
Cash Cows
Dogs
M
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G
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R
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Boston Consulting Group Matrix
Product A
Product
C
Product
B
Product
E
Product
D

Car Models Produced by Generic Motors
Relative Market Share
HIGH
LOW
HIGH
Hybrid Model
Ethanol-Powered Model
LOW
Affordable and Reliable
Model
Super Expensive,
Relatively Unreliable
Model
M
a
r
k
e
t

G
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o
w
t
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R
a
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Opportunities
Threats
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Search
Avoid
Exploit
Confront
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INTERNAL
EXTERNAL
P
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Opportunities
Threats
Weaknesses
Strengths

ism
Example

Note: (1) Quantity of Shipment = # of trucks x required # of operating hours
???

Phase I Completed

Accomplishment of network strategy
issue

Pro Sales Gr

1
2
3

IBM pSeries 680
DW Server (LGECMDWSE1S)
Competence
Management53%
Technique26%
Customer

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20 123456789101112

VI - Unit-Based Management
Unit Base Management
Drive Efficiency of Unit-based Management at Maximum thru Bad Company & Waste Elimination
Define Core-Value
Define Input/Output
UnderstandingCurrent Level
Target Setup
Improvement
Checking Actual vs Target
Process
Activity
Customer oriented Function/Gr./ individual
Efficiency & value creation Failure cost / Opportunity cost
Inspiring mind Selecting efficient factor
Function / Gr. / individual
Bad company Waste elimina -tion Output maximization
Relating to KPI
Production line set-up (Feb~)

All groups/Individual (Mar~)

Prod. subsidiaries Set-up (~ Apr)

Individual of production subsidiaries (Jun ~)
Bad Company (Feb~) -Asset -Space -Manpower

Waste elim. (Feb~) -Gr. / individual
Setting up quarter target (End of May ~)

Checking actual
Giving a prize for the best unit-based mgt. (Jun~)

Regular Monitoring (Quarterly)
Representative Unit Based Management index of DM : Input per Global sales 1000 won (Target : 10% reduction a year)
Target
Setting
Execution

96 won (07) 87 won (08) 71 won (10)
. Management System & Tools

- Process
- Process , - , , , ,
2. Stake holder T/E Goal
1.
3.

5.
6.
4.

OJT

E-
CRL

G1
C1
N1
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1.
2.
3.
4.
5.
6.
Situation
Complication
Question
Sub-issues

Required Information
Issue
Task
Resp
Week
DeadL

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Yes
Yes
Yes
Yes
Yes
Yes
Yes
Required Information

KPI
2.
1.
5. KFS KPI
7. 2 KPI Screening
3. driver tree
6. 1 KPI Screening
4. Driver KFS
9.

8. KPI
BSC
LT/ST/F/CF
TQC

KFS
KPI

KFS
KPI

Mission statement

(Company Analysis)

, LG SS
Place

SSP

Promoter

Premium

Display
Coverage

SS

-, (`04~`06 2,600 )
- -`04 6
- Pilot Project ( , )-,
-POS - -
- Promoter (`04 4 LG 48 )
-150
- , Premium Brand Pilot Test
Impact
Coverage `03 Gap
LG Gap
LG M/S Gap (`04 1 )
Premium Image
Issue
LG

TOPS Upgrade, Sell-Out
:
08 - SS vs LG

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Unit of measure
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EXHIBIT TITLE
Title

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Title

Title

EXHIBIT TITLE
Title

Title

Title

Process Portal
Process Portal
Adapt to Business Needs
Connect to Process
Serve All Audience
Improve Usability
Increase Usage
Reduce Support
Support Action

Follow-up

Phase 1
Phase 2
Phase 3

1.1 ~ 1.31
2.1 ~ 3.15
3.15 ~ 3.30

,

Follow-up

Phase 1
Phase 2
Phase 3

(Benchmarking)

/,

, ,

Follow-up

Phase 1
Phase 2
Phase 3

Follow-up

Phase 1
Phase 2
Phase 3

High
Low
High
Low

EBPP

IP Phone

: , : /

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TitleUnit of measure
100% =
000
Series
Series
Series
Series
Label 1

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AREA
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Unit of measure

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BAR
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Unit of measure

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BAR 2
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Unit of measure

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BAR BUTTED
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Unit of measure

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BUBBLE
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Unit of measure

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COLUMN
*
Unit of measure

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Label 3
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COLUMN 2
*
Unit of measure

Label 1
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COLUMN BUTTED
*
Unit of measure

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Label 2
Label 3
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Series
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100%=
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*
Unit of measure

Great Company Great People

Case
Case
Corporate Strategic Direction
Company Strategic Issues
Restoring the profitability of main biz
Increase ROIC up to 20% by 2010
Optimizing Portfolio
Enhancing brand position
Customer insight driven innovation and design
Strengthen P&L accountability
Regaining the capability of self funding for new biz
Sustainable profitable growth
First priority on profit improvement
Customer Insight driven marketing
Continuously fostering new biz
Focus on growth of profitable product and region Improve or exit from unprofitable product and region Shift resources to growing and profitable segment
Building up our own insight of customer and market Deploying customer based go-to-market strategy to the whole organization
Pursue early delivery of new biz output
Global top 3 DM companyas making it right on track of profitable growth
Strategic Direction
Management and biz decision strictly by ROIC
Systematic approach: BM system, VI activity
. Company status and Strategic direction
Strategic Direction

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Documents

’08 년