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2 Agenda 1 2 2

3 1? LG SK( ) GS? 3

4 1? Next Move Globalization + + Portfolio, Leadership What Where How When Make Collaborate Buy 4

5 1? Consensus and Timing 5

6 1? Consensus and Timing Timing 6

7 Agenda 1 2 7

8 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 8

9 2.1 Envisioning the Future 9

10 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 10

11 2.2 Flexible Industry Perspective Item Item,,,,,,, 11

12 2.2 Flexible Industry Perspective / / / Finance ( ) Commerce ( ) ( ) Complex promotion stacking 12

13 2.2 Flexible Industry Perspective. Trend Life : (LOHAS) - Organic - 13

14 2.2 Flexible Industry Perspective Industry Redefinition Downstream Upstream / Oil & Gas Onshore Offshore / (, Oil & Gas,,,, ) PM ENG Tech. Design & Engineering Fabrication Installation Vessel / Field Operation LNG / Origin Expansion Player Player 14

15 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 15

16 2.3 Open Innovation P&G InnoCentive Ideation Interaction Open Innovation Innovation & Knowledge Vice President ( Output ) C&D, Eureka Catalog General Managers Distribute Brand R&D Managers Teams P&G Business Units 2) YourEncore 3) Expert Retiree Pool Market Data Mining Posting NineSigma Identify, Idea, (Contract Partner) 5) 1) Consumer Needs Existing Brand Equity Product Category Linkage Data Sources Literature Patent DB Technology Entrepreneurs (Senior Executive 70 ) P&G Lab Joint-Development Co-creation 4) Top 10 Consumer Needs List Adjacency Map Technology Game Boards Technology Briefs Posting InnovationNet Search Network Posting / Solution 6) Search Technology / License / IP InnoCentive Yet2.com Distribute Proposal Search 1) : 10,000 ; 2) : 20 ; 3) ; 4) 30% 5) 45% Further Collaboration Agreement ; 6) 30% 16

17 2.3 Open Innovation IDEO IDEA Awards 17

18 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 18

19 2.4 Core Competence Approach Technology Driven : 45 : : 2,360 ( 06), CAGR ( : ) % % '03 '04 '05 '06 '07 '08 '09 '10 17 PV ( 09 ) 20 Tech. Development Bureau Corporate Planning Div. CEO Technical Development Planning Div. Steel Research Lab. R&D Lab. at Steel works Environment & Process Technology Center Advanced Technology Research Lab Ceramics & Metals Research Lab. Materials Characterization Research Lab. Surface & Interface Research Lab. Energy & Environment Research Lab. 0Ton Hemlock ( ) 14.4% REC ( ) 8. 1% Wacker ( ) 5.0% MEMC ( ) 4.1% Tokuyama ( ) 3.7% (2 ) 2.3% 30,200Ton Degussa ( ) 7.5% ( ) ZTMK ( ) 3.7% 6.2% ( ) 3.7% Anclalucia JV ( ) 3.1% Zhelezmozarsk ( ) 2.5% JFE ( ) 1.2% Sosnovy Bor ( ) 2.5% (11 ) 20.3% Elkem ( ) 6.2% 64,400Ton DOW Corning ( ) 5.5% 79,800Ton 19

20 2.4 Core Competence Approach Market Driven > Technology Driven R&D ROI H Cost Planning Should Invest Market Impact M Huge Development & Sales L Waste Money < Small L M Technological Significance H Product Marketability Development Excellence / Time L: Low, M: Medium, H: High Marketing Efficiency 20

21 2.4 Core Competence Approach Channel - Driven Rental 21

22 2.4 Core Competence Approach Management Philosophy GE Company to Country Integrated Package of Services Selected Case (Middle East) 1 Aviation Iran Aviation Financial Service Energy Energy Financial Service Oil & Gas Transportation Water 2 Infrastructure Healthcare Industrial Commercial Finance Senior VP Client Largest water treatment project in Dubai 2 Aircraft engines for Dubai Emirates Saudi Arabia UAE Oman Aircraft engines for Saudi Airlines Investments in Healthcare centers in Jeddah Yemen 1 2 Responding to emerging market needs by including SOC and Energy in the package of services offered by GE Infrastructure Senior VP in charge of consortium of major sectors establishes connections with local clients Pursuing partnership through integration - CEO of GE Middle East & Africa - 22

23 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 23

24 2.5 Business Model (Your Own Way) Value Chain Display PCB Industrial Material Electronic Material Component Module Set (Equipment) n/a n/a PC, COC, PET, PEN, PES Panel, Asahi PEG, NEG, Glass, UDI, NEG, 10,985 PEG, 40% NEG 14 20% Photo Resist JSR,, % Photo Mask LG Hoya,, PKL, OFT 2,200 33% % TFT Array 25~27 n/a n/a n/a Acryl PR/PCB RGB Overcoat LG, JSR,, Chisso (Kolon) ITO %, Asahi Glass, Spacer,, LG, JSR,, Sekisui, 529 0% % BM LG, LG, TOK % CFPR JSR, Toyo, LG, Ink, Fuji, LG,, SKC SKC 1,651 33% Color Filter TV PET PMMA TAC Resin PVA Resin PI Resin Glass Filled Epoxy Protect Film LG, Fuji, SKC, Fuji, Konika Konika Minolta, Minolta, Nippon Nippon Zeon Zeon 2,382 6% Sealant,, Sekisui, Mitsui, Chemical % PVA Film Kuraray, Kuraray, Nippon Nippon Gosei Gosei 3,176 0% Film LG, Nitto Nitto Denko, Denko, JSR, Zeon JSR %, Nissan LG, Chemical, SK JSR, Chisso % AG TAC LG, DNP,, SKC, Nitto Nitto Denko Denko 4,744 20% TAC Film Fuji, Konika Fuji, Minolta Konika Minolta 4,764 0% Merck, Merck, Chisso Chisso 3,502 0% LG, Nitto Nitto Denko, Denko, LG, Optimax, 18,217 60%, LCD LPL,, Sharp, AUO, Hitachi 25~27 Monitor Notebook PET PMMA PC LED Merck, Chisso % Sheet 3M, 3M, Mitsubishi Mitsubishi Rayon, Rayon, Nitto Nitto Denko Denko LG, 4,659 5% Kolon DBEF 3M, Nitto 3M, Nitto Denko Denko 4,601 0% ACF LS, Sony SONY Chemical, Chemical, Hitachi Hitachi 2,282 22% EEFL/FFL SKC, Keiwa, Tsujiden,, SKC,,,, Kolon, % Ag, Dupont LG,, 2,011 Dupont 10% CCFL Merck, Chisso %, Asahi LG, Kesei, SK Mitsubishi Rayon, Sumitomo 1,898 15% Chemical Asahi, Kesei, Teijin,, SKC, 1,095 Toray, 89% Tsujiden BLU,, Starion, L&F, LCD, LCD,, 2, % Driver IC Mobile * 50% 20~50% 20% 24

25 2.5 Business Model (Your Own Way), Type 1) Application 2) ( : MW) 45,900 On- Grid Industrial Consumer Products Indoor (calculators, etc.) Outdoor (Marine, RV, etc.) 6,500 14,500 32,000 70% 2% 6% 81% 11% Off- Grid Domestic Village homes and schools Vacation / off- grid homes Village / mini- grid power 11,600 Off- Grid Industrial 100 1,700 1,600 5,200 1,300 12,300 2, ,600 27% 3% Residential Buildings Commercial / Industrial Central / Substations 2005 Communications Irrigation pumping Streetlights, signs, signals On-Grid application 80% 70~80% 1) CLSA Asia-Pacific Markets; 2) RWE Schott Solar, Solarbuzz Annual World PV Market Review, 2006/3 25

26 2.5 Business Model (Your Own Way) Red Bull Why Red Bull?... one of the most successful FMCG launches in Europe and in the US in the 80s/90s... example for creating a new category/a new segment... example that you shouldn t trust market research too much... innovative branding/marketing and sales strategy 26

27 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 27

28 2.6 MCB (Make, Collaborate, Buy) Organic Growth VS. Inorganic Growth 28

29 2.6 MCB (Make, Collaborate, Buy) Competitive Position Clear Leader Strong Favorable Tenable Weak Aging Buy unless: No supplier due to volume or other considerations Existing in-house is better, cheaper, faster Almost certain Buy unless: Can make an overwhelming financial case Can identify approach to rapid development of threshold levels Industry Maturity Mature Growing Make Unless: Significant investment required to sustain Reason to believe we cannot keep up with market development Then Collaborate Make unless: Cannot realistically achieve a desired position in reasonable cost/time Cannot realistically sustain desired position Otherwise, Buy if available; Collaborate as the last option Collaborate unless: Can easily/quickly develop (internally) No available partner/collaborator Embroynic Make: Maintain position Collaborate 29

30 2.6 MCB (Make, Collaborate, Buy) M&A M&A N/A 1999 ENR Ranking 2006 ENR Ranking Taisei Corp Shimizu Corp Kajima Corp Bouygues Bechtel Vinci Flour Skanska Hochtief Grupo Dragadas Vinci Bouygues Hochtief China Railway Eng. Corp Skanska Bechtel China Railway Const. Corp Grupo ACS Kajima Corp Taisei Corp Revenue: 14.3bn Op Margin: 7% ACS / (47%), (33%), M&A / (20%) / GTM (2000) Revenue: 26.8bn$ Op Margin: 5% / (47%), / (39%) / Turner (1999) Revenue: 17.0bn$ Op Margin: 1% / (92%), / (8%) ( 5 ) (e.g., ) / Dragados Group (2003), SOC ( Infrastructure Concession 1, ) Project Financing 30

31 2.6 MCB (Make, Collaborate, Buy) Collaborate, Buy Collaborate, Buy Collaboration Buy 1 Contractual agreements Equity-based agreements 5 Full acquisitions 2 Minority participations 3 Joint ventures 4 Majority participations none / low Equity participation high short term Time frame long term low high Control Flexibility high low 31

32 2 1 Envisioning the Future 2 Flexible Industry Perspective 3 Open Innovation 4 Core Competence Approach 5 Business Model (Your Own Way) 6 MCB (Make, Collaborate, Buy) 7 Infra for Seamless New Business 32

33 2.7 Infra for Seamless New Business Mentality ,000 1.( ) 33

34 2.7 Infra for Seamless New Business R&R / R&R I II III IV V Sensing Evaluation & Selection Business Modeling Business Incubation Business Launching R&D Cross- Functional TF Lab Portfolio Management (Theme & Domain ) Interface Management (e.g., BOAT,, agency) TF Monitoring TF Domain Item Item Item Item R&D ( or Item) Item R&D Portfolio R&D Portfolio R&D 34

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