[금호 그룹]금호의 Turn Around 전략
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nceoThe document discusses strategies for restructuring parts of the KumhoAsiana Group from the perspective of financial investors. It proposes selling off Kumho Industrial's construction and bus assets to raise cash, using the funds to reduce Asiana Airlines' debt burden and allow it to transform into a low-cost carrier. Korex is considered financially stable. The goal is for these steps to generate a 9% minimum return on investment for financial investors by 2014.
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The document provides an overview of employee stock option plans (ESOPs) in India, including:
1) It describes the key aspects of ESOPs such as granting employees the right to purchase company shares in the future at a preset price, and how this can create wealth for employees as share prices appreciate over time.
2) It outlines the legal and regulatory framework for ESOPs in India, including guidelines from SEBI, the Companies Act, taxation rules, and accounting standards.
3) It discusses important considerations for companies in designing an ESOP scheme such as objectives, eligibility, pricing, vesting periods, and approvals required.
Understanding Esop & Its Importance.
The document provides information about Employee Stock Ownership Plans (ESOPs), including:
- ESOPs allow employees to acquire shares in the company they work for over time at a predetermined price.
- ESOPs can benefit startups by aligning employee and founder interests and improving company performance and finances.
- The document discusses the history, purpose, implementation process, taxation, and case studies of ESOPs to demonstrate their benefits for employee motivation, retention, and company productivity.
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The document discusses working capital, which represents a business's liquidity and ability to meet short-term debts and expenses. It defines working capital's key components and importance, outlines formulas for calculating optimal levels, and financing options. It then analyzes an Indian steel manufacturer's working capital cycle, current ratio, inventory levels, and compares it to peers. Recommendations include increasing creditors cycles, exploring factoring, and utilizing export financing options to improve liquidity.
EMPLOYEE STOCK OPTION PLAN (ESOP)
ESOPs are popular employee retention programs that allow employees to purchase company shares. Some key points:
- ESOPs give employees options to buy company shares in the future at a preset price, rewarding performance and loyalty.
- Over 63% of Indian companies surveyed had or planned to implement ESOP programs to attract and retain talent.
- ESOPs can be structured as direct grants to employees or through an employee trust to administer the program.
- Regulatory requirements depend on if the company is listed or not. Listed companies must follow additional SEBI guidelines.
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Phoenix Lamps is an Indian company that is the dominant manufacturer of halogen lighting in India, with over 50% market share across various vehicle segments. It has a cost advantage over competitors due to large scale manufacturing. The company was previously owned by Actis Capital, but is now owned by Suprajit Engineering, an established player in auto ancillaries, which should improve management quality. The document discusses Phoenix Lamps' business overview, financials, valuation, and risks, concluding the company is a quality business available at an attractive price.
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Financial Analysis of the Financial Ratios of Indian Oil Corporation Ltd.
Financial Analysis of the Financial Ratios of Indian Oil Corporation Ltd.
Phoenix Lamps - Dominant business under a competent Owner !!
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[금호 그룹]금호의 Turn Around 전략
- 1. KH's evolutionto Holding Company 2010. 04. 08. Fantastic 4 Real coreSmart bear Record history Hero from eastSoft spreadCarve river
- 3. We took the view of the FI responsible for Kumho Industrial, Asiana Airlines, and Korex and examined each company to figure out a way for the FI to receive their investments with a 9% return.
- 4. Our overall strategy was to liquidate the construction and bus part of Kumho and use that money to reduce the liabilities of Asiana. With the financial help from Kumho, Asiana can resume operations in the black and by developing into an LCC, can capture additional market share and provide cash for the Kumho, which will become a holding company in the future to either invest or reduce its own liability.
- 5. Korex is financially healthy and therefore does not need financial help, but with Asiana positioning to become an LCC, can work in liaison with Asiana to focus on air express distribution, an area with high profit margins.
- 7. agenda Current Situation of KH Goal Setting Corporate Strategies Final Overview
- 13. By this, we can infer that 9% minimum rate of return that FI require. Increase Sales for the rate of 9% Corporate Goals Kumho Industrial Asiana Airlines Korex (2014E) ,713,161M (2014E) ,980,939M (2014E) ,818,297M
- 14. agenda Current Situation of KH Goal Setting Corporate Strategies Final Overview
- 15. Strategies Overview From the FI’s point of view, the goal should be to maximize the return of investment by revitalizing the business. Blueprint of Strategy Current Situation Short term Strategy (~2014) Long term Strategy (2014~) Kumho Industrial Cash flow : 1,500 B. Asiana Airlines Cash flow Synergy Korex
- 19. After selling off assets, KH becomes holding company.
- 20. FI would prefer holding company for ease of transaction.
- 21. Asiana and Korex provides much cash for investment.
- 22. FI can use their human network to easily staff a holding company ()human resource intensive Valuation in appendix
- 27. Received “Airline of the Year” by ATW for the first time for a domesticairline. 2006 2007 2008 2009 Unit : 100Mil KRW Asiana airlines is still attractive to keep and provides stable revenue and cash.
- 28. Asiana Airlines - Why LCC? The LCC market itself is increasing and has a higher operating margin than conventional airlines which is why ASIANA should expand into the LCC business Market-size increase Higher Operating Margin Network Legacy Carriers World Europe No.1 Low Cost Carriers Ryan air 21% 70% 95% USA No.1 30% 5% Southwest 10% Low Cost Carriers 2001 2008 Korea Asia No.1 Air Asia 13% 72% 100% SouthAmerica No.1 28% Gol Airlines 17% * IATA 2008 2001 2008 Market Share of LCCs in Korea 1 Air Busan28% 2 Jin Air 26% Jeju Air 19% 3 (ASIANA)
- 31. Less on-ground time
- 36. Growth rate in 2010 is expected to 11.8% .
- 39. National power + business capacity in Asia region.
- 40. Land+ Harbor + Air route possible -> a short-term step in prep. for long-term goal
- 43. agenda Current Situation of KH Goal Setting Corporate Strategies Final Overview
- 47. THANK YOU FOR LISTENING
- 49. (사례) 속리산 고속(버스 90대, 매출 160억)을 2년 전에 300억 원에 샀다
- 50. (적용)금호고속 (매출2000억 원, 점유율 40%) 기업규모 13배
- 52. (사례) 쌍용건설 도급순위 13위 매출 1조 8천(2009년), 1조원 가격 불렀다. 동국제강이 사려고 했는데 당시 기사 보면 가격이 reasonable했다는 기관의 평가.
- 53. (적용) 금호산업 현재 14위, 매출 2조 1천억(2008년)
- 54. 금호건설 1조원 예상시간 관계상 DCF 나 EV/EBITDA 는 볼 수 없었던 점 양해해 주시기 바랍니다.