Sample collection 1

Broadband Growth Source: The Strategis Group

Adequacy of Credit Spreads Questionable (US : against TB-10yr, Korea : against TB-3yr) Source : Korea – The Korea Securities Dealers Association. US – Bloomberg.

Reward프로그램과 캠페인 프로그램의 역할 Campaign 프로그램 Reward 프로그램 Reward program과 Campaign program은 고객과의 Interactive커뮤니케이션 통로 Discrete Communication Model 개별적 Approach Continuous Communication Model Mass Approach Loyalty Company Relationship의 Depth Communication Reach의 단축 Say thanks (초기 Rewards) Recognition (우대, 인정) Improves (향상된 Rewards 제시) Asks (혜택,조건제시 /행동 요구) Reward Program Campaign 프로그램과 Reward 프로그램을 통한 고객관계 강화 모델 Create Loyal Customer Answers (프로그램 인지/참여) Actions & Enjoys (지속구매 /추가혜택) Perceives & Reinforce (Reward획득지연 /강화된 행동) Campaign Program More active (구전/추천 /옹호) Customer Relationship 기간

Sunset box는 헤드라인과 중복되지 않으면서 헤드라인에 대한 결과내용제시, 쓰지않아도 됨 Introduction 이 부분은 목차내용을 쓰시면 됩니다 이 장표에 대한 핵심내용 요약 Sub heading ABL Sample ( 헤드라인 2줄 이하) 14 포인트, 진하게 dfdkjlfjaslfc ㅇㄹㄴㅁㅇㄹ Corporate dfdkjlfjaslfc ㅇㄹㄴㅁㅇㄹ Project Scope(14포인트 진하게) (Unit: Billion Won) the layouts can be 이것은 기본 포멧입니다 반드시 이것을 카피하여 입력하셔야 우리포멧에 맞는 bullet이 나옵니다 1단계 이것은 기본 포멧입니다 (줄간이 좁은 예) 반드시 이것을 카피하여 입력하셔야 우리포멧에 맞는 bullet이 나옵니다 지역 공동 재송신 케이블 TV ①②③④⑤⑥⑦⑧⑨⑩⑪⑫⑬⑭⑮ 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 3 4 5 6 Sunset box는 헤드라인과 중복되지 않으면서 헤드라인에 대한 결과내용제시, 쓰지않아도 됨 수주 ▼ ▲ 1차계약 Source: 1. ??

Table, 변형 Table Corporate Process “Re-Positioning” “Re-Marking” Introduction Sub heading Table, 변형 Table Corporate dfdkjlfjaslfc ㅇㄹㄴㅁㅇㄹ Process dfdkjlfjaslfc ㅇㄹㄴㅁㅇㄹ 4주 2주 “Re-Positioning” “Re-Marking” “Re-Focusing” 1단계 2단계 3단계 1단계 지역 공동 재송신 케이블 TV 2단계 다채널 케이블 TV 3단계 전국적 케이블 TV 4단계 쌍방향 케이블 TV 성 명 직 책 학 력 경 력 담당업무

변형 Table, 조직도 ` Top Management 예 시 적 ` Top Management D C B A

목 차 목차는 기본포맷에 적어넣되 이렇게 ☞ 따로들어 가는 간지성격의 목차는 bold 표시를 해서 이렇게 한다

일정표 February March April May Jun Major Activities Planning wk 1 wk 2 wk 3 wk 4 wk 1 wk 2 wk 3 wk 4 wk 1 wk 2 wk 3 wk 4 wk 1 wk 2 wk 3 wk 4 wk 1 wk 2 wk 3 wk 4 Planning Training Needs Study SS Seminar Preparation Seminar 7 Module Classes Seoul Pohang Kwangyang Case Study Expert Training Class

일정표 주 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 주요 활동 Kick-off 및 준비작업 정보 시스템 비전 및 전략 확인 정보 시스템 현상 파악 및 진단 우량기업과 Benchmarking 현 생산관리 업무 및 시스템 현상진단 생산관리 및 정보 시스템 Best- Practice 평가 Gap 분석 보고서 준비 및 경영진 보고 정보 시스템 전략 수립 생산관리 To-Be 모델 도출 구체적 실행계획 수립 최종보고서 준비 및 경영진 보고 0단계 1단계 2단계 3단계

기본도형 + 문장 이용법 최적화 작업 최적화 작업 Current- Job model technical and non-technical knowledge & skills requirements Determine its impact & approach to trackingffjldlfajdlaflasflasjflasjdflasl the layouts can be 최적화 작업 위6weeks 6weeks 위6weeks 6weeks 최적화 작업

다양한 도형들 FI 5 4 4 3 2 1 3 2 ㅁㅇㄻㅇㄴㄹ ㅁㅇㄻㅇㄴㄹ ㅁㅇㄻㅇㄴㄹ ㅁㅇㄻㅇㄴ ㄹ

다양한 도형들 SK Telecom PC 통신 무선 CATV 무선 호출 신용 카드 이동 전화 이?? 타사 제휴B 계열사 제휴A

프레젠테이션용 도형응용

그래프 응용 Korean Air 44% CAGR = 91% CAGR = 91% Key Key Hamburgers → 5 companies Pizza → 8 companies Chicken → 3 companies Ice Cream → 5 companies Sea Air Rail Subway Ground CAGR = 91% CAGR = 91%

그래프 응용

그래프 응용

Complaint Manage- ment (단위: 명) 전체 신규/Churn-in 고객 On-line을 통한 신규/Churn-in 6,849,269 6,451,500 427,337 6% 130,104 2% 2002 2005 Account Sales Account Service Complaint Manage- ment Monitor & Feedback Lead Generation Sales Execution Activation Oversee 조직 구성 a 역할 a a Incentive 제도 a

화살표 최적화

화살표

화살표, 중심 도형 응용

다양한 그림들 조직문화 전문가 조언 국내/해외 사례 Event 회사 Contact 임직원 설문조사/FGM

다양한 그림들 (ABL Sample 하나) Competition Technology Scenarios A, B, C Internet Suppliers Plants SG Line Items Build The 밅ube Competition Regulation Consumer Technology Scenarios A, B, C aaaa aaa

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1단계 2단계 3단계 Phase I Phase II Phase III ㅇ aaa aa ㄱㄱ aa aaa ㅁ Phase I 3주 6주 10주 aaa aa 1단계 2단계 3단계 ㄱㄱ aa aaa Phase I Phase II Phase III Phase I Phase II Phase III ㅁ ㅇ

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고객에 대한 최고의 서비스 제공 Collaborative 영역 TM의 고객응대 역량 강화 고객가치 기반의 상품기획 역량강화 고객가치 기반의 차별화 서비스 제공 Operational 영역 고객에 대한 이해 Analytical 영역

1935 aaa aa 1945 1965 1975 1985 1995-현재 rrrrr rrrr rrr a Low High

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Introduction Sub heading Collar

I T a Platform 단 계 정 의 a Network a Enabler 상품/서비스 a Terminal 고객 DW구축 (Analytical영역) 단 계 정 의 우수고객 유지 및 활성화 Front-end 솔루션도입 (Operational영역) Network a Customer -centric 전환기 Data Cleansing Transfor -mation Enabler a 매체간 상품의 Life Cycle 극대화 고객획득 /개발 상품/서비스 1단계 TM의역할 및 보상체계 강화 상품기획역량 강화 신상품 소싱체계 강화 CRM기반 구축 Terminal a 상품정보 체계 강화 우수고객중심의 차별화 SVC Offer

Clients Inducement Strategy As-Is To-Be 높음 Volume Frequency Low High Small Large 수익성 낮음 Coverage를 목표로 한 대리점 체제 대리점별 수익성 보다는 고객 확보에 초점을 맞춘 Model 수익성에 초점을 맞춘 소수의 대리점 체제 대리점 보다는 직접망을 활용한 유통구조 Clients Inducement Strategy

LGIS Market share trend FY01 Performance 01 2. Recovering brokerage M/S with improved operating capacity Market share has increased behind the successful launch of the IfLG Trading System coupled with diverse marketing activities LGIS Market share trend Major Activities ■ Proactive sales by recruiting sales experts ■ Introduction of a new online HTS (ifLG Trading) and aggressive marketing ■ Opening of 19 new sub-branches ■ Increased international M/S using enhanced resources ■ Introduction of performance-based compensation system to encourage top performance 11% Samsung 10% 9% LG No.2 8% No.5 7% 1Q01 2Q01 3Q01 4Q01 1Q02 2Q02 (end-May)

FY01Performance 3. Growing Asset Management Business Balance of BCs* Increasing balance of BCs backed by emphasis on improving asset management business Balance of BCs* Major Activities (Unit:Wtn) ■ Establishment of performance-based compensation system to encourage superior performance ■ Developing high quality products using fund performance evaluation system ■ Increase ability to serve clients by training professional wealth advisors (Financial Planners) 170 170 Market 154 21.4 20.7 Samsung 19.2 10.3 8.0 7.6 Hyundai LG 6.1 7.3 6.6 Mar 2001 Mar 2002 Jun 18, 2002 *BCs: Beneficiary Certificates

FY01 Performance 01 4. Maintaining No.1 position in Investment Banking (IB) Maximize income from investment banking by utilizing competitive edge in new business areas IB business breakdown Major activities New business ■ Shift from traditional corporate finance businesses into new business areas ■ Establish new revenue sources such as privatization, restructuring, consulting, and derivative related businesses ■ Recruit approximately 30 experts in restructuring and OTC derivatives, and train existing employees in these areas W47.2bn W43.8bn M&A, Consulting, Public offering, Etc. W39.bn 7% 23% 3% 3% 6% 6% 33% 23% ABS 91% 91% Underwriting (corporate bonds, Rights offering, IPO) 60% 60% 54% FY `99 FY `99 FY `00 FY `00 FY `01 ☞ Employed the largest number of IB professionals: 104 ☞ Major deals in FY2001 : KT ADR, Hynix GDR Foreign ABS of LG Card, LGCI rights offerings, etc.

FY01 Performance 01 5. Eliminated potential losses by sufficient provisioning Eliminated potential losses by reserving a 61% provision for substandard assets at year-end Asset and provisioning ratio Asset Classification and Provision (Unit:Wbn) 4 50% Mar 2001 Mar 2002 2) Total Credit ( a ) 2,330.8 2,009.1 Below Substandard ( b ) 1,418.3 1,098.1 Provision ( c ) 841.8 673.7 Provisioning ratio (c/a) 36.1% 33.5% Provisioning ratio (c/b) 59.4% 61.4% 3.47 38.6%1) 2.89 36.1% 40% 3 33.5% 2.33 2.01 30% 2 16.2% 20% 1 9.1% 10% 0% Oct 99 Mar 00 Mar 01 Mar 02 * Provision/Total credit 2) Estimated loss of W167.3bn with 100% provisioning have been written off in FY 2001. 1) W167.3bn provisioning in FY 2001 when including write-offs

SCHEDULE Slides #2 SCHEDULE   The Milestones slide shows tasks scheduled and which of those have been accomplished. The information is derived from a Microsoft Project plan. Focus the view of the schedule on activities that are within the quarterly brief’s current time window. Use screen snaps from Microsoft Project to capture the image for transfer to the slide. Guidance: The Milestone chart serves as a snap shot of the overall progress being made on the project. The information on this chart will create a ‘first impression’ that will be amplified by the remaining viewgraphs. Visible late tasks will need justification in following slides to clarify issues underlying the schedule slip.

COSTS Slide #3 COSTS   This slide is intended to show the expenditures of funds relative to the original plan. The graph should include a line indicating current onboard funds to allow visibility of any impending problems that may cause a work stoppage. Guidance: Expenditures raising above the planned line is cause for concern and an explanation of the nature of the activities causing the deviation should accompany the presentation of the graph. Slides on size and stability are good examples of information that could reveal the cause of cost overruns. A more comprehensive measure of cost performance can be presented using an earned value approach as illustrated by Slide # 14, Cost/Schedule Performance.