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조직설계론/ STX의 조직구조적 문제점과 해결방안/ A+ 최신

I.Corporation STX InfoCorporation STX is an organization which makes most of profit by relating affiliates as well as performing an actual holding company in groups. Competitiveness of group is directly connected to company's competitiveness. The biggest competitive advantage factor of STX group is synergy effect through a vertical systematization of associated business. 'tools/materials manufacturing - engine/block manufacturing - ship/plant building - shipping/trade - energy supply', these continuous competitiveness of each affiliate is bringing synergy effects to whole groups and supplying total solution to associated business. Also, STX Corporation leaped worldwide shipbuilding company by succeeding Korea - China - Europe linked global manufacturing facility construction and grew as a global general shipbuilding group building merchant ship, cruise ship, offshore plant, and warship for defense industry.

경영/경제| 2015.06.29| 97페이지| 3,900원| 조회(128)

마케팅, 경영학, 경영전략, 파워포인트, 리포트, 조직설계론, 조직론, 대학교, PPT, STX

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경영학/국제경영전략/CREE(글로벌 LED기업)의 국제경영전략적 문제점과 해결방안/영어 발표자료 파워포인트 ppt

..PAGE:1Comparison of OSRAM and CREE in China LED Lighting marketHow can CREE beat out OSRAM inChina LED lighting market?..PAGE:20302ContentsIntroduction-LED Industry-LED lighting market in China-Why we select CREE and OSRAM?01OSRAM and CREE-OSRAM as first mover in China-CREE as Second mover in ChinaStrategy for CREE-High degree of localization-Penetration pricing-patentsConclusion04..PAGE:3How can CREE beat out OSRAM inChina LED lighting market?01..PAGE:4LED IndustryEpitaxial 성장에 의해 만들어진 반도체 기판전극을 형성하여 개별 칩으로 절단칩과 리드를 연결하고 빛의 외부 방출을 위하여 칩 포장PKG를 일정 Frame (PCB) 에 부착한 부품단계Fixture 적용을 위한 전기, 광학, 방열 등 Solution 설계End user의 니즈에 부합하는 최종 조명 기구물조명기구를 통합관리 할 수 있는 장치조명 및 시스템의 유지보수 및 교체 작업 등 A/S정의ValueChainEpi WaferChipPKGModuleEngineFixture(Housing)SystemServicePackaged LEDModule/EngineSystem/ ServiceFixtureBizDomainLED lightingA light-emitting diode (LED) product that is assembled into a lampor light bulb for use in lighting fixturesLED VALUE CAHIN01..PAGE:51. The increasing interest in LED lignt protection..PAGE:8Differences in scaleOsram is icluded in is the world's third largest lighting manufacturers2. Differences in Strategy in ChinaThey competite with different Entry mode, Extention and sales strategyBoth CREE and OSRAM are influential companies located in five fingers in the Chinese marketANDWhy we select CREE and OSRAM03..PAGE:9How can CREE beat out OSRAM inChina LED lighting market?02..PAGE:10OSRAM as first mover in China01OSRAM LightMultinational lighting manufacturer headquartered inMunich, Germany.After OSRAM was founded in 1919,It is world's second largest international lighting production company with 49 plantsIn 19 countries.And in LED and LED light market,OSRAM is one of market leaders..PAGE:11OSRAM as first mover in China01Top 10 Global Suppliers of Packaged LEDsin 2013(Ranking by Revenue in US Dollars)RankCompany nameMarket share1Nichia12.7%2Osram10.9%3Samsung El9.8%4LG innotek7.0%5Seoul Semiconductor6.6%6Cree6.5%7Pilips6.3%Source: IHS Technology, June 2014ue chainEspecially in North America LED light market,CREE have big market shares.자료원: IBIS World, GraingerCREE as Second mover in China02업체명브랜드명가격시장점유율원산지CreeCree LED Troffer226~600달러약 52.2%미국PhillipsStonco High Bay Fixture432~521달러약 43.1%멕시코General ElectricLuminaires Ceiling Fixture398~448달러약 2%멕시코..PAGE:16Cree acquired COTCO's Luminant Device business on March 30, 2007 in exchange for 7.6 million Cree shares and $70 million in cash.Cotco was a supplier of high brightness LEDs, also have a low-cost manufacturing platform.So by this M&A,Cree can access to Chinese lighting marketand can follow first mover very fastM&ACREE as Second mover in China02CREE advanced in Chinese market by M&A COTCO in 2007..PAGE:17Still CREE is behind the OSRAMButOSRAMCREE$850,260,987$388,074,0002013 Annual Revenue by ChinaSource: OSRMA and CREE Annual report 2013How can CREE be the Market leader in china?after beating out OSRAM...PAGE:18How can CREE beat out OSRAM inChina LED lighting market?03..PAGE:19FIRST e cost for M&AHigh degree of Localization01Localization of Operation and Supply chain networkAll china locals....PAGE:23Localization of product & marketingChina gov. announced it plans to Introduce strict indutrial certificationon LED lighting products.China Compulsory Certification(2014)By Sep.1, 2015. All LED products need tobe qualified for CCC standard.For China gov. to control oversupply and enhance overall quality of LED lighting.“Urgent needs for product standardization plan upon Chinese certification policies”High degree of Localization01..PAGE:24Localization of product & marketingCREE needs to actively participate in energy saving & environmental protectionfor the purpose of public relationship.By local china governmentsIn 6 biggiest citiesApproximately 80million demand by 2016.LED related companies, universities, governmental research centers for LED future in ChinaLED streetlighting programLED consolidationHigh degree of Localization01..PAGE:25Localization - Expected changesel) andParents strategiesSecond mover’s disadvantage: lack of distribution channelsGovernmental aspect : Collectivism, Nationalism, SocialismStrong influence of Government: Standardisation criteria based on CCC..PAGE:34Thank youHow can CREE beat out OSRAM inChina LED lighting market?13Led조명이란 무엇언가LED 조명산업은 4개 분야 및 8단계 상세 Value Chain으로 구분할 수 있음?41. - 현재 미국에 설치된 조명이 LED로 100% 대체된다고 가정하면, 연간 370억 달러(3,731억kWh)의에 너지 절감효과가 발생2. → 14W 기준 LED 조명 가격은 2011년 25 달러에서 2013년 10 달러 수준으로 하락1) decline in material prices related to Technological development and components and manufacturing costs2) Policy support such as incandescent lamp extraction from around the world52. 2011년 일반 조명 백열등 수입과 판매금지에 관한 공고를 내리고 심천, 대련, 상해 등 5개 지역에 ‘국가 반도체 조명 산업화 기지’ 선정, 10개 도시 만개 LED 전등 시범 프로젝트를 추진3. 20개의 반도체 조명 산업단지의 건설과 중국 전체 조명 시장의 30%에 달하는 규모인 5,000억 위안의 산업 규모를 달성하는 것을 목표4. 지방 자체적 LED 산업 활성화를 위해 가로등 설치를 적극 지원하고 LED 공장과 기업체 유치 유도를 위한 토지 무상 제공 등의 인센티브를 지급하기로 함7Cree와 Osram은 둘 다 중국 시장 내에서 다섯 손가락 안에 꼽을 정도로 입지 있는 기업들임. Osr.

경영/경제| 2015.06.29| 34페이지| 3,900원| 조회(173)

마케팅, 경영학, 경영전략, 조직설계론, 국제경영론, 조직론, 대학교, PPT, 국제전..

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경영학/국제경영론/현대자동차의 국제경영전략적 문제점과 해결방안/영어 발표자료 파워포인트 ppt

..PAGE:1International business strategyHyundai vehicle industry in Europe..PAGE:2contents0 1 . Introduce0 2 . Analysis of environment0 3 . First Solution0 4 Second Solution..PAGE:3Contents 1First. Introduce..PAGE:4Final presentation of international businessInternational business0 1 ㅣ Introduction(Hyundai)Introduction Hyundai Motor GroupHyundai Motor GroupTotal Market Value35.9 Billion $Ranking TMV(시가총액순위)2nd(KOSPI)Global Brand Ranking30th..PAGE:50 1 ㅣ Introduction(Hyundai)Introduction Question & AnswerQ. Which industry helps Korean Economy?A. Automobile / SemiconductorQ. Which product is the biggest portion of exporting?A. AutomobileQ. Who is leading the Automobile Industry?A. Hyundai MotorsQ. Which international market is also famous for automobile?A. European MarketQ. Does Hyundai Motors do well in EU market?A. NoFinal presentation of international businessInternational business..PAGE:60 1 ㅣ Introduction(Hyundai)Introduction Question & AnswerQ. Does European Motor Brands do well in nds do well in Korean market?YesFinal presentation of international businessInternational business..PAGE:13Contents 2Second. Analysis of environment..PAGE:14Final presentation of international businessInternational business prof. 김주권0 2 ㅣ Analysis of environmentBrand competition In GermanyCustomer prefers their own brand product to other countries’ brandIn Germany, volk wagon, audi, BMW, and bezs is prefer by GermanReference by journal of bild..PAGE:15Vehicle productMarket share(sales)Renault Clio44,932PEUGEOT 20834,000Renault Captur33,730Citroen c332,453PEUGEOT 30829,052PEUGEOT 200829,015Reference by netcarshow.comBrand competition In FranceIn France, Renault, Peugeot and Citroen are prefer by French like Germany0 2 ㅣ Analysis of environmentFinal presentation of international businessInternational business..PAGE:16RankBrand namepreference1Fiat34%2Lancia9%3Toyota, Opel, Renault, Ford6%4Citroen5%5Nissan, Volkswagen, Peugeot4%6Mercedes, Alfa Romeo3%7Hyundai, chevrolet, Suzuki2%8Smart, Mie Czech is in Europe Union, Hyundai get advantageabout tariffTurkey isn’t in Europe Union. But their location isnearby EU and low labor cost will be competitivenessHyundai Factory in Europe0 2 ㅣ Analysis of environmentFinal presentation of international businessInternational business..PAGE:20Countries2012 GDP per a person2013 GDP per a personNorway99,636100,819Switzerland78,92980,528Germany42,59845,085France39,75941,421Czech18,69018,861Turkey10,66110,946Hyundai Factory in Europe0 2 ㅣ Analysis of environmentFinal presentation of international businessInternational business..PAGE:21Hyundai Factory in EuropeThere is no tariff of products in EU0 2 ㅣ Analysis of environmentFinal presentation of international businessInternational business..PAGE:22GreeceCyprusPortugalItaliaSpainFranceGermanyEuro zoneEU total-6-3-2-101-5-4Compare with last monthCompare with last quarterReference by European CommisionFrom 2009 Europe financial crisis to 2014, unemployment rate and produce rate being increasinge of car is too expensiveAverage Hyundai cost of car is 5-8% lower than competitor carsFinal presentation of international businessInternational business..PAGE:27Cost leadershipJoint venture100 wholly-owned subsidiaryExportFrancenoneTurkeyCzechGood: Can be evitable of transaction cost and psychological tariff.(brand)good: high return of gainbad : high risk, low possibility to success, unrealitygood: Reducing logistical cost, fast react to demands0 3 ㅣ First SolutionFinal presentation of international businessInternational business..PAGE:28Turkey PlantSales ranking of Hyundai cars in TurkeyVerna(accent)2. lavita3. Click (gets)4. i205. i106. starexMost of export goes to Germany, Europe0 3 ㅣ First SolutionFinal presentation of international businessInternational business..PAGE:29Turkey Plant& Czech PlantTurkeyNationProduced carsProduction capacity of perfect car per yearExtend of factory6 cars3cars( i10, i20, i30)687,214m²2,000,000m²CzechGearbox production capacity : 10%engine production logistical cost, exportation cost0 3 ㅣ First SolutionFinal presentation of international businessInternational business..PAGE:35Contents 4Second Solution..PAGE:36Joint venture- Peugeot Automobiles0 4 ㅣ Second SolutionFinal presentation of international businessInternational business..PAGE:370 2 ㅣ 핵심내용SMARTBUSforHomelessL기술의 특성과 융합ㅣJoint venture- Peugeot Automobiles- IR 그리드.(integration-responsiveness grid)Multi domestic strategyTransnationalstrategy..PAGE:38Joint venture- Peugeot Automobiles0 4 ㅣ Second SolutionFinal presentation of international businessInternational business..PAGE:39Why PEUGEOTPeugeot is a old French domestic car brand founded in 1810, part of PSA Peugeot CitroenAward 4 times European car of the year in parisFrance famous domestic vehicle brand , have good image on Europe.Struck on stagnation in sale0 4 ㅣ Second SolutionFinal presentation of international businessInternational business..PAGE:40Struck on stagnation in sale0 4 ㅣ Second Solution2014 decreasing scale ofo41

경영/경제| 2015.06.29| 43페이지| 3,000원| 조회(237)

마케팅, 경영학, 경영전략, 현대자동차, 조직설계론, 국제경영론, 조직론, 대학교, P..

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경영학/조직설계론/서울반도체의 조직구조적 문제점과 해결방안/영어 파워포인트 발표자료

..PAGE:1COORPORATEBUSINESS PRESENTATION..PAGE:201 Introduction02 The crisis03 Problems & Solutions04 Q & AINDEX..PAGE:3IntroductionSeoul Semiconductor Co.Beginning with the CEO in February 1992 ta1*************0720092012-Listed on Kosdaq- Established 'Seoul Opto Device'‘Z-Power LED’ developmentEntered into license agreement with Japanies company ‘Nichia’Entered into a license agreement with German company 'Osram'established four subsidiaries around the world including China, Japan and EuropeHistory..PAGE:4해외진출 - 성과Developed ‘Z-power’ LED7-Developed 25% Brighter and more affordable LED than competitors-Replace the domestic LED lighting market that rely on imports- Enter the automotive electronics market with ‘Z-power’ LEDIntroductionGlobalization..PAGE:5해외진출 - 성과Developed ‘Z-power’ LED780%2012년2013년-Developed 25% Brighter and more affordable LED than competitors-Replace the domestic LED lighting market that rely on imports- Enter the automotive electronics market with ‘Z-power’ LEDSaleseration with America’s ‘SETI’Production capacity increased by 500%R&DIntroductionKey Success factorVertical integrationReduce inventory costsReduce transportation costsControl Raw material priceProduction efficiencyCost management..PAGE:9Key Success factorSigned ‘Cross-Licenses’ withLED industry’s Big 5Reduced royalty costsReduced Patent litigation costsR&DIntroductionKey Success factorInveted 10% of sales to R&DTechnical Cooperation with America’s ‘SETI’Production capacity increased by 500%Vertical integrationReduce inventory costsReduce transportation costsControl Raw material priceProduction efficiencyCost managementPatent management..PAGE:10Key Success factorSigned ‘Cross-Licenses’ withLED industry’s Big 5Reduced royalty costsReduced Patent litigation costsR&DIntroductionKey Success factorInveted 10% of sales to R&DTechnical Cooperation with America’s ‘SETI’Production capacity increased by 500%Vertical integrationReduce inventory costsReduce transportation costsControl Raw materialsevere price competition중국 LED 시장 규모China fear Unmatchable cost competitiveness..PAGE:137The crisisEnvironmental changesAppliancesArtMedical EquipmentEnviromentAutomotive IndustryBroaden applicable areas..PAGE:14The crisisEnvironmental changesSimple / Stable- Predictable supply and Demand-Limited product ranges..PAGE:15The crisisEnvironmental changesSimple / Stable- Predictable supply and Demand-Limited product rangesComplex / UnstableLow uncertaintyNeeds for information & resources moderateHigh uncertaintyNeeds for information & resources extremly high- Threaten of competitors- Currency impact- Oversupply & Cost competition- Enlarged applicable field..PAGE:167The crisisEnvironmental changesDeclining profits & Stock price“Failing to adapt to environment changes”..PAGE:17Problems & Solutions1. The structural deficiencyThe goal of efficiency-Highly centralized leaded by founderLee Chung HoonFunctional focus on in-depth technology& Patent management.But-Delayed decision making ,piled up, ive”Acquiring & sales is only withinsubsidiaries..PAGE:20Problems & Solutions2. Not effective vertical integrationSeoul semicondoctor’s poorperformance..propagates through supply chain..PAGE:21Problems & Solutions2. Not effective vertical integrationSeoul semicondoctor’s poorperformance..propagates through supply chain..PAGE:22Problems & Solutions2. Not effective vertical integrationSeoul Viosys’s inventorySeoul semicondoctor’s inventoryChaining poor performance..PAGE:23Problems & Solutions2. Not effective vertical integrationChinese LEDs achived economy of scaleby investing in huge amount of equipment.And now restructuring to national level of Vertical integration.“Seoul’s cost competitivenessfrom vertical integration is not working.”..PAGE:24Collaborative approachRedesigning supply chainProblems & Solutions2. Solution for the ineffectiveness of vertical integrationDiversifying buyers.(sales)- Stable order quantities, inventory management.Collaborating with new suppliers(acquiring) ofompetitive advantageSigned ‘Cross-Licenses’ withLED industry’s Big 5Reduced royalty costsReduced Patent litigation costsR&DInveted 10% of sales to R&DTechnical Cooperation with America’s ‘SETI’Production capacity increased by 500%According to RBV, cost competitiveness is not sustainableVertical integrationReduce inventory costsReduce transportation costsControl Raw material priceProduction efficiencyCost managementEasily imitable..“Only technology capabilityfrom R&D, license capability can besustainable competitive advantage”Patent management..PAGE:27CollaborationR&DCross-licenseProblems & Solutions3. Solution to gain sustainable competitive advantagein-depth R&D resources & capability is only limited within the functional boundary of itselfPartnership with high tech LED corpsSharing risk & resourcesLong-term investmentInnovationCooperating with customer companies- Demand-orientation development“Strenthening technology competitivness”..PAGE:287Problems & Solutions3. Solution to gain su2829

경영/경제| 2015.06.29| 30페이지| 3,900원| 조회(105)

마케팅, 경영학, 경영전략, 파워포인트, 리포트, 조직설계론, 조직론, 대학교, PPT, 서울반도체

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경영학/국제경영전략/닌텐도의 국제경영전략적 문제점과 해결방안/영어 발표자료 파워포인트 ppt

..PAGE:1..PAGE:2Introduction of companyNintendo’s global strategyThreat of smart phoneSuggestionContents..PAGE:3CompanyNintendo Co., Ltd.Business contentsManufacture and sale family leisure equipmentEstablishment dateSeptember 23rd 1889Incorporation dateNovember 20th 1947Gross capital10,065,400,000Head office11-1 Kamitobahokodate-cho, Minami-ku, Kyoto CityCEOIwata satoruSales scale1.82 trillionNet profit250 billionFeatured productWii, NintendoDSCompany ranking1207th world (Forbes)Introduction of company..PAGE:41889Fusajiro Yamauchi made a card game “Hanafuda”.1959Start to sell Walt Disney character card. Create a new market toward kids.1969Expand and enforce the game business department, build a manufacturing plant in Uji City.1983Start to sell game consoles “Family Computer”.1989Introduce portable video game “Game Boy”, publish “Nintendo Power Magazine”.1996Release Nintendo 64 in June and September.1999Succeed in “Pokemon” franchise. Release remarkable N64 games such as “Mario Golf”.2000Achieve to sell 100 billion“Game Boy”2004Release a new innovative system “Nintendo DS”2005Release “Nintendo Wi-Fi Connection”2008Release “Wii” and seize a world video market share.Introduction of company..PAGE:5Nintendo’s Global StrategyNintendo exported their products through Daewon CI.After than they started direct export by establishing their own 100% subsidiary in 2006..PAGE:6Game boy ColorNintendo DS(Dual Screen)Their Main items “Game boy Color” hit the big success in 90’s with Super Mario seriesSequently Nintendo DS series attracted many issues with concept of “Brain training game”..PAGE:7Late 90’s Because of the development of IT Technology, Online game market has increased remarkably.Famous online game like Lineage was big threat to Nintendo...PAGE:8Threat of smart phoneNintendo have gone through serious crisis since 2008 with Smart phone uprisingNintendo has no internal problem like game contents or hardware technologyBut the new trend of smart phone overwhelmed Nintendo’s competeciesI Need this device!It’s Fun but should I buy?..PAGE:9Nintendo is better?Nintendo’s PokemonSmart Phone game ZenoniaThere is no big difference between Nintendo DS and Smart Phone in terms of graphics..PAGE:10The Crisis is ongoingContinuous declineContinuous declineLittle reboundThe rapid decline of the company's financial side is also becoming noticeable decline and has continued the past five years...PAGE:11Suggestionˇ2015?..PAGE:121. Nintendo phone/wearable deviceCollaborate with smart phone company such as Apple or Samsung and make specialized Nintendo phoneOr Nintendo can launch wearable devices..PAGE:132. Nintendo’s own mobile game platformBusiness model like KAKAOTALK GAMEThis model can be adapted to all OS such as Android, AppleNetwork with friends or global users..PAGE:143. Develop various contents for smart devices3DS & Wii U for iPad, SMART TVNeed to develop a game system in which users can play with their friends through SNS

경영/경제| 2015.06.29| 14페이지| 3,000원| 조회(268)

마케팅, 경영학, 경영전략, 조직설계론, 국제경영론, 조직론, 닌텐도, 대학교, PPT, 국제전략

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