Daewoo E&C (047040

Total Page:16

File Type:pdf, Size:1020Kb

Daewoo E&C (047040 Korea Research Initiating coverage Daewoo E&C (047040 KS) Korea / Construction Little giant 13 June 2014 BUY We initiate coverage of constructor Daewoo E&C with a BUY rating and target Target price KRW9,500 price of KRW95,000 (17.9% upside from current levels). Our target price is Last price (12 June 2014) KRW8,060 based on a 2015E P/E of 12.3x, which suggests 23% premium to our target Upside/downside (%) 17.9 P/E for the construction sector. We are positive on the company, given: 1) the KOSPI 2,011.65 strong top-line growth in its domestic housing business (despite the slow Mkt. cap (KRWbn/US$bn) 3,350/3.3 growth of the market as a whole); 2) qualitative and quantitative improvement 52-week range (KRW) 5,930 - 9,040 in its overseas orders; and 3) the recent increase in its single prime contracts Avg. trading value daily (KRWbn) 5.71 Foreign ownership (%) 7.1 from the Middle East, which underscores its strengthened technological capability and improved project performance. Source: Bloomberg Forecast earnings & valuation Korean housing market leader Fiscal year ending Dec-13 Dec-14 E Dec-15 E Dec-16 E Despite sluggish growth in Korea’s overall domestic housing market, Daewoo Revenue (KRWbn) 8,782 9,599 10,534 11,423 E&C has been enjoying strong top-line growth, backed by its ability to respond EBIT (KRWbn) (244.7) 454.7 524.2 588.3 proactively to changes in Korea’s domestic housing market conditions. We Net profit (KRWbn) (718.0) 258.2 319.8 372.5 Net profit(underlying) (717.8) 257.9 319.8 372.5 expect the housing division’s 2014 full-year revenue to grow by 19.9% YoY to EPS (KRW) (1,727) 621 769 896 KRW2.4tn and its gross profit to jump by 68.4% YoY to KRW295bn. While the EPS growth (%) TN TP 24.0 16.5 division’s gross margin declined to 5.7% in 2013, due to adjusted cost ratio in P/E (x) (4.3) 13.0 10.5 9.0 EV/EBITDA (x) N/A 10.7 9.3 8.3 4Q13, it jumped to 13.8% in 1Q14. We expect its 2014 full-year gross margin Dividend yield (%) 24.4 0.0 0.0 0.0 to reach 12.3%. The housing division should post a revenue CAGR of 10.7% P/B (x) 1.2 1.2 1.0 0.9 from end-2013 to 2016, thanks to continued growth in pre-sale volume since ROE (%) (27.6) 9.0 10.0 10.4 2011, which should drive growth of the company’s domestic business going Net debt/equity (%) 96.3 80.9 71.0 61.5 forward. Performance Qualitative and quantitative improvement in overseas business (KRW) Price (LHS) Rel. to KOSPI (RHS) (%) We expect Daewoo E&C’s overseas division to post 76% YoY growth in order 9,600 115 9,100 110 intake, to KRW7.4tn, and 21% YoY growth in revenue, to KRW3.5tn, in 2014. 8,600 105 While Africa had previously served as the main growth driver of the company’s 8,100 100 95 7,600 overseas business, the Middle East has emerged as the key growth driver 90 7,100 85 since 2008. We note the recent increase in the portion of single prime 6,600 80 contracts in the company’s total order intake, in line with its growing exposure 6,100 75 5,600 70 to the Middle East. While weak technological prowess had been cited as the Jun13 Sep13 Dec13 Mar14 main obstacle to Daewoo E&C’s entry into the Middle Eastern market, the recent increase in its single prime contracts from the Middle East underscores Performance 1M 3M 12M its strengthened technological capability and improved project performance. Absolute (%) (4.4) 5.4 6.2 Absolute (US$, %) (3.8) 10.4 18.4 Relative to KOSPI (%) (6.8) 1.3 0.9 Coverage initiated with BUY and target price of KRW9,500 Our target price is based on a 2015E P/E of 12.3x, which suggests 23% Source: Bloomberg premium to our target P/E for the construction sector. The 23% premium was derived by applying a 30% discount to the average 32.8% premium (versus the sector) that its peer Hyundai E&C had received in 2005-2011, prior to its 2011 acquisition by Hyundai Motor Group. The 30% discount is due to skepticism over the likelihood of a strong bidder appearing, as in the case of Seongjin Byun, Analyst Hyundai E&C. 82 2 3774 1457 [email protected] Eunsol Shim Risk factors 82 2 3774 3824 [email protected] Potential risk factors include: 1) a decline in home prices in Korea; 2) potential margin erosion in its overseas business, due to accelerated forays into overseas projects markets by Chinese E&C players amid China’s economic slowdown; and 3) potential overhang from second-largest shareholder SEBT Investment’s 12.28% stake in the company. See the last page of this report for important disclosures Seongjin Byun, Analyst, 82 2 3774 1457, [email protected] DWEC Eunsol Shim, 82 2 3774 3824, [email protected] 047040 KS Recommendation and valuation We initiate coverage of Daewoo E&C with a BUY rating and target price of KRW95,000 (17.9% upside from current levels). Our target price is based on a 2015E P/E of 12.3x, which suggests 23% premium to our target P/E for the construction sector. The 23% premium was derived by applying a 30% discount to the average 32.8% premium (versus the sector) that its peer Hyundai E&C had received in 2005-2011, prior to its 2011 acquisition by Hyundai Motor Group. The 30% discount is due to skepticism over the likelihood of a strong bidder appearing, as in the case of Hyundai E&C. Figure 1 Target price calculation (%, x, KRW) Remark EPS (2015E) 769 Target P/E 12.3 23% premium on target construction sector P/E of 10x Calculated price 9,463 Target price 9,500 Current price 8,060 Upside 17.9 Source: Mirae Asset Research Figure 2 Target premium calculation (x) 2005 2006 2007 2008 2009 2010 2011 Average Hyundai E&C 9.2 13.6 27.5 21.2 15.0 13.4 16.8 Daelim Industrial 6.1 9.5 9.9 33.2 6.7 7.8 8.7 GS E&C 7.0 8.4 15.8 14.5 10.9 11.3 13.4 Samsung Engineering 10.2 14.1 22.2 16.0 12.8 14.6 18.8 Hyundai Development 6.3 11.8 14.7 17.1 60.9 22.0 9.0 Sector average 7.4 10.9 15.7 20.2 22.8 13.9 12.5 Premium 24.8 23.9 75.9 4.9 (34.2) (3.7) 34.6 32.8 Discount rate (%) 30 Target premium 23.0 Source: Bloomberg, Mirae Asset Research Figure 3 Daewoo E&C P/E band chart Figure 4 Daewoo E&C P/B band chart (KRW) (KRW) 30.0x 20,000 20,000 25.0x 15,000 15,000 2.0x 20.0x 1.8x 1.5x 10,000 15.0x 10,000 1.3x 10.0x 1.0x 5,000 5,000 0 0 2009 2010 2011 2012 2013 2009 2010 2011 2012 2013 Source: Quantiwise, Mirae Asset Research Source: Quantiwise, Mirae Asset Research 2 Mirae Asset Securities 2 Seongjin Byun, Analyst, 82 2 3774 1457, [email protected] DWEC Eunsol Shim, 82 2 3774 3824, [email protected] 047040 KS Figure 5 Peer valuation Daewoo Samsung Samsung Hyundai Daelim GS Hyundai Company E&C ENG C&T E&C Industrial E&C Develop. Code 047040 028050 000830 000720 000210 006360 012630 Rating BUY HOLD BUY BUY HOLD HOLD HOLD Target price (KRW) 9,500 66,000 74,000 68,000 89,000 36,000 21,000 Share price (KRW) (6/11) 8,220 78,200 74,100 54,300 82,900 31,900 30,350 Upside (%) 15.6 (15.6) (0.1) 25.2 7.4 12.9 (30.8) Market cap (KRWbn) 3,416 3,128 11,576 6,047 2,885 2,265 2,288 Market cap (US$ m) 3,363 3,079 11,396 5,953 2,840 2,230 2,252 Foreign ownership (%) 7.1 27.9 24.6 21.3 28.6 21.5 49.9 Sales (KRW bn) 2012 8,223 11,440 25,326 13,325 10,253 9,569 3,334 2013E 8,782 9,824 28,433 13,938 9,847 9,566 4,217 2014E 9,599 9,630 31,216 15,824 10,144 9,779 4,245 2015E 10,534 9,655 34,255 17,343 10,784 10,447 4,479 Operating profit (KRW bn) 2012 346 732 490 760 486 176 104 2013E (245) (1,022) 433 793 40 (935) (148) 2014E 455 238 568 940 372 252 213 2015E 524 431 665 1,117 446 348 334 Net income (KRW bn) 2012 177 524 465 567 401 95 6 2013E (718) (677) 266 570 (12) (827) (201) 2014E 258 145 516 750 317 144 97 2015E 320 293 557 916 435 210 179 ROE (%) 2012 5.3 30.1 3.9 11.2 8.2 2.4 (0.0) 2013E (27.6) (74.0) 2.2 10.3 (0.5) (28.9) (9.8) 2014E 9.0 13.7 4.3 12.3 5.9 4.7 4.4 2015E 10.0 22.0 4.4 13.1 7.4 6.4 7.7 EPS (KRW) 2012 426 13,095 2,884 4,579 11,239 1,693 (1) 2013E (1,727) (16,915) 1,552 4,523 (714) (16,239) (2,768) 2014E 621 3,617 3,120 6,168 8,398 2,787 1,263 2015E 769 7,317 3,370 7,533 11,521 4,055 2,323 P/E (x) 2012 23.4 12.6 21.7 15.3 7.7 33.9 (16,727.0) 2013E 0.0 (4.1) 39.0 13.4 0.0 0.0 0.0 2014E 15.3 21.6 23.7 8.8 9.9 11.4 24.0 2015E 12.3 10.7 22.0 7.2 7.2 7.9 13.1 P/B (x) 2012 1.2 3.8 0.9 1.7 0.7 0.8 0.7 2013E 1.2 3.0 0.9 1.4 0.8 0.5 0.8 2014E 1.4 3.0 1.0 1.1 0.6 0.5 1.1 2015E 1.2 2.3 1.0 0.9 0.6 0.5 1.0 EV/EBITDA (x) 2012 16.3 13.7 20.4 8.6 4.9 14.1 26.2 2013E 0.0 (4.1) 20.4 7.6 28.7 0.0 0.0 2014E 10.9 13.8 19.1 5.5 7.4 11.6 16.1 2015E 9.5 8.0 16.9 4.5 6.1 9.2 11.0 Source: Mirae Asset Research 3 Mirae Asset Securities 3 Seongjin Byun, Analyst, 82 2 3774 1457, [email protected] DWEC Eunsol Shim, 82 2 3774 3824, [email protected] 047040 KS Outlook for the Korean housing market Korea’s housing market recovery, which began in 2H13, has been losing steam gradually since 1Q14.
Recommended publications
  • The Future of South Korea: Alternative Scenarios for 2030
    THE FUTURE OF SOUTH KOREA: ALTERNATIVE SCENARIOS FOR 2030 A DISSERTATION SUBMITTED TO THE GRADUATE DIVISION OF THE UNIVERSITY OF HAWAI‘I AT MĀNOA IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN POLITICAL SCIENCE DECEMBER 2012 By Hyeonju Son Dissertation Committee: Jim Dator, Chairperson Manfred Henningsen Debora Halbert Hagen Koo Jang Hyun Kim Keywords: alternative futures scenarios, vision, preferred futures, Korea ACKNOWLEDGEMENTS This dissertation contains far more than the accumulation of years of working with futures studies. It has been a long journey, reflecting my own personal experience, vision, story, and family and social relationships. Indeed this dissertation would not have been possible without the help and support of the generous and inspiring people around me. I really appreciate their contribution to my development as a person and a scholar. My deepest gratitude goes to my advisor, Jim Dator, a talented teacher and passionate futurist, who guided me with his vast knowledge and expertise, and who promptly, answered my questions with comprehensive solutions. I am truly grateful to him for his patience, ongoing support, and wisdom. I would like to thank other committee members for their personal and intellectual support: Manfred Henningsen, Debora Halbert, Hagen Koo, and Jang Hyun Kim. I especially owe a huge debt of gratitude to Debora Halbert who put a lot of effort into the final stages of my writing. She not only edited my work, but also preserved my motivations with her encouragement. I also wish to extend a thank you to Sun-Ki Chai and Jungmin Seo, who were former committee members and inevitably left before the dissertation was completed.
    [Show full text]
  • 'Pension Fund Socialism' Stewardship Code
    FOCUS MONEY INDUSTRY POST SEMICONDUCTOR TaX PROBES INTO MULTINATIONAL FIRMS A LOCAL ECONOMIC DaILY REPORTS SK Group Accelerating EV Battery S. Korea’s Tax Agency to Strengthen Taxation GM and KDB Made Secret Deal to Business on Multinational Firms Facilitate Former’s Withdrawal from Korea MARCH 2019 / VOL. 32 NO. 390 www.businesskorea.co.kr Concerns on ‘Pension Fund Socialism’ under the Name of Stewardship Code 12,000 won 03 ISSN 1016-5304 Contents 2019 / Vol.32 No.390 FOCUS 08 SK Group Accelerating EV Battery Business NATIONAL 10 North Gyeongsang Province: Changing Manufacturing Paradigmto Meet Challenges of 4th Industrial Revolution 12 Songdo American Town Helps Korean-Americans Move back and Settle in Korea 14 S. Korea’s Income Polarization Deepens, Solidifying Winner-take-all Economy 15 S. Korea’s Budget Likely to Surpass 500 Tril. Won in 2020 16 Korea's Short-Term Foreign Debt Reaches 6-Year High 17 South Korea’s Exports Fall for Third Consecutive Month 18 77 Export Items of South Korea Enjoy World’s Highest Market Shares Korea's Terms of Trade Worsens for 15 Consecutive Months 20 Korea's Rush for LNG Power Generation Only Benefits Foreign Companies 21 Import Fees on LNG for Power Generation to Be Cut 84% Starting on April 1 22 S. Korea Hastily Lifts LPG Car Restrictions Without Considering the Downsides 23 Manufacturers Have Trouble Securing Carbon Credits Due to Sharp Decline in Trading 24 KEF Warns Expansion of Scope of Ordinary Wage Will Lead to Adverse Effects Korea’s Unionization Ratio, Collective Bargaining Coverage Problematically Low 25 SMEs Hiring Foreign Workers Bear Extra Burden Under Revised Minimum Wage Law COVER STORY 26 Concern over ‘Pension Fund Socialism’ Growing in Korean Business Community 28 Spread of Shareholder Activism Puts Listed Korean Companies on Edge MONEY 30 S&P Warns Major S.
    [Show full text]
  • Yokohama Rubber Bod Approves Master Technological Alliance Agreement with Korea’S Kumho Tire
    February 14, 2014 Contact: For immediate release Corporate Communications Dept. Phone: 81-3-5400-4531 Fax: 81-3-5400-4570 Yokohama Rubber BoD Approves Master Technological Alliance Agreement with Korea’s Kumho Tire Tokyo – The Yokohama Rubber Co., Ltd., today announced that its Board of Directors resolved on February 14 to enter into a master technological alliance agreement that defines the framework and purpose of the technology alliance with South Korea’s Kumho Tire, a member of the Kumho Asiana Group. The agreement paves the way for further discussion of the details of the proposed technology tie-up between the two companies. The master agreement is the result of discussions between the two companies following the signing of a Memorandum of Understanding on November 29 last year. The two companies aim to increase their competitiveness in the global tire market by sharing R&D resources and making more effective use of them through joint research and development on the tire-related technologies of the future, including environmental technology. Under this master agreement, Yokohama Rubber and Kumho Tire will conduct detailed discussions on various other contracts, including a cooperative R&D agreement and a licensing and technology exchange agreement, that set forth the details of their technology alliance. The companies will also proceed with discussions on a proposed capital alliance based on cross-shareholdings. Kumho Tire, established in 1960, is headquartered in Gwangju, South Korea. The company is a core member of the Kumho Asiana Group, which also includes Asiana Airlines. Kumho Tire recorded consolidated net sales of 3,699 billion won in fiscal 2013 (unaudited basis).
    [Show full text]
  • Korea and LA Report.Indd
    GROWINGGROWING TOGETHERTOGETHER KOREA LOSLOS ANGELESANGELES COUNTYCOUNTY PRESENTING SPONSOR: The LAEDC thanks the following Business Leaders for their generous support: For information about LAEDC membership, contact Justin Goodkind (213) 236-4813. GROWINGGROWING TTOGETHEROGETHER KOREA LOSLOS ANGELESANGELES COUNTYCOUNTY PREPARED BY: Ferdinando Guerra, International Economist Principal author and researcher With special thanks to Rafael De Anda for his research assistance. Los Angeles County Economic Development Corporation Kyser Center for Economic Research 444 S. Flower St., 37th Floor, Los Angeles, CA 90071 Tel: (213) 622-4300 or (888) 4-LAEDC-1 Fax: (213) 622-7100 E-mail: [email protected] Web: http://www.laedc.org The LAEDC, the region’s premier business leadership organization, is a private, non-profi t 501(c)3 organization established in 1981. The LAEDC would like to thank the following organizations for their generous support of the Growing Together: Korea and Los Angeles County report. PRESENTING SPONSOR: SPONSORED BY: GROWING TOGETHER • KOREA AND LOS ANGELES COUNTY As Southern California’s premier business leadership organization, the mission of the LAEDC is to attract, retain, and grow businesses and jobs for the regions of Los Angeles County. Since 1996, the LAEDC has helped retain or attract more than 175,000 jobs, providing $8.5 billion in direct economic impact from salaries and more than $145 million in tax revenue benefi t to local governments and education in Los Angeles County. REGIONAL LEADERSHIP The members of the LAEDC are civic leaders and ranking executives of the region’s leading public and private organizations. Through fi nancial support and direct participation in the mission, programs, and public policy initiatives of the LAEDC, the members are committed to playing a decisive role in shaping the region’s economic future.
    [Show full text]
  • Private Sector Assessment
    Korea Private Sector Assessment A Preliminary Scoping Study The primary objective of the study is to provide a broad-based overview of the private sector in Korea as a stakeholder in combating modern slavery in the country PB The Mekong Club Korea Private Sector Assessment The Mekong Club Korea Private Sector Assessment 1 The Mekong Club 1. Contents The Mekong Club is a catalyst 8.2. Retail 21 for change – engaging, inspiring 2. Objectives of the Study 4 and supporting the private 8.3. Manufacturing 24 sector to eradicate slavery from 3. Definition of Terms 5 their business. Given that the 8.3.1. General 24 majority of modern-day slavery exists in the private sector, these 4. Demographic Overview & Key Social Trends 6 8.3.2. Electronics 2 5 companies are ideally placed to help turn the tide of this global 8.3.3. Automative 26 4.1. Summary 6 epidemic. 8.3.4. Garment and textile Industry 26 The only organisation of its kind, 4.2. Population Distribution 6 The Mekong Club steers away 8.4. Banking Industry 26 from the approach taken by other 4.3. Social Indicators 8 players in this space, which is to 8.4.1. General 26 4.3.1. Human Development Index (HDI) ‘name and shame’ companies – 8 ousting bad behaviour or issues 4.3.2. GINI Coefficient 9 8.4.2. Top Banks 27 related to this subject. Instead, 4.3.3. Poverty Rate 9 8.5. Tourism, Food Service & Hospitality 29 we believe in starting and ending with collaboration. 8.5.1.
    [Show full text]
  • Asiana Airlines Press Conference Media
    FOR IMMEDIATE RELEASE THE CEO of ASIANA AIRLINE WILL APOLOGIZE AND ANNOUNCE ITS FUTURE PLANS Syracuse, N.Y., November 6, 2013 – Asiana Airline today announced that it will hold a press conference at 1 p.m. on December 2, at Kumho Asiana Company in Seoul, Korea. During the conference, Young-Doo Yoon, the Chief Executive Officer of Asiana Airline, will announce the final result of the investigation of flight HL7742 crash at San Francisco and two new initiatives for uncompromising safety. Since flight HL7742 crash at San Francisco Airport on July 5, 2013, Asiana Airlines put effort to work with both Korean and US governmental institutions on the ongoing investigation. Also, it has worked to offer its customers the highest safety and service standards for their trips. To keep with the target of uncompromising safety, new advanced safety inspection standards and collaboration with Korea Aerospace University are planned. Asiana is going to advance safety inspections with more strict standards. Each result of regular safety inspections will be available for all customers on its website. Also, it will upload a video explaining how we advanced our standards and what we actually do for the inspection. Collaboration with Korea Aerospace University, which is specialized in aviation and aerospace, is planned for reducing the possibilities of future accidents. Both have a common goal of building students to become professional prospective employees so that each will support and educate students more with the actual practices and strict trainings. With those practices and trainings, Asiana expects students to be more familiarized in its working environment.
    [Show full text]
  • We Know Leadership Kumho Petrochemical Annual Report 2011
    01 We know leadership Kumho Petrochemical Annual Report 2011 Annual Report 2011 01 01 We Know Leadership 03 Narratives 21 Financial Highlights 22 Chairman’s Message 24 Presidents’ Message We know 28 Vision 2020 29 Leadership Knows... 02 leadership Management Review 43 Corporate Governance 44 Key Executives 46 Shareholder Value 49 Research & Business Development 54 Risk Management 03 Corporate Citizenship 57 Business Ethics 58 Environmental Management 60 Social Responsibility 04 Review of Operations 63 2011 Overview 64 Synthetic Rubbers 68 Synthetic Resins 72 Other Businesses 76 The Year Ahead 05 Financial Review 78 Independent Auditors’ Report 80 Consolidated Statements of Financial Position 82 Consolidated Statements of Income 83 Consolidated Statements of Comprehensive Income 84 Consolidated Statements of Changes in Equity 86 Consolidated Statements of Cash Flows 88 Independent Auditors’ Report 90 Separate Statements of Financial Position 92 Separate Statements of Income At Kumho Petrochemical Co., Ltd. (KKPC), we have grown along with our customers 93 Separate Statements of Comprehensive Income since our founding in 1970 by providing innovative petrochemical solutions and customer- 94 Separate Statements of Changes in Equity 96 Separate Statements of Cash Flows focused service. Today as a trusted partner and the world’s largest and most competitive producer of synthetic rubbers with world-class technology and products in the fields of phenol derivatives, synthetic resins, specialty chemicals, electronic materials, and 98 Corporate History building materials, we are now expanding into the fields of energy and advanced materials 100 Chemical Affiliates 101 Global Partnerships to drive future growth as we pursue our vision of being the flagship of a global leading 102 Global Network chemical group.
    [Show full text]
  • Ready for T Morrow Ready for Tomorrow
    Kumho Petrochemical Annual Report 2012 READY FOR T MORROW Ready for Tomorrow At Kumho Petrochemical Co., Ltd. (KKPC), we have grown along with our In early 2010, the Kumho Asiana Group entered a workout program with customers since our founding in 1970 by providing innovative petrochemical creditors as its performance worsened due to an overaggressive merger and solutions and customer-focused service. Today as a trusted partner and the acquisition strategy further aggravated by the global financial crisis. As a world’s largest and most competitive producer of synthetic rubbers with member of the group, we at KKPC had also cross-invested in group affiliates. As world-class technology and products in the fields of synthetic resins, phenol the valuation losses on these equity-method investments in Kumho Industries, derivatives, and specialty chemicals, we are now expanding into the fields Kumho Tire, and other affiliates mounted, our soaring debt-to-equity ratio led of energy, electronic materials, building materials, and advanced materials to the signing of a memorandum of understanding with 14 creditor banks as to drive future growth as we pursue our vision becoming a global leading part of our business normalization plan. chemical group by 2020. We approached this crisis as an opportunity to improve our financial structure and transform ourselves into a stronger, healthier company. We sold off our holdings in the unprofitable affiliates that had been the source of our equity- method valuation losses and refocused our holdings on our chemical affiliates to build a first-rate chemical group. These actions as well as consecutive record- setting business performances in 2010 and 2011 enabled us to graduate from our MOU with creditor banks on schedule at the end of 2012.
    [Show full text]
  • Asiana Airlines Case Study Analysis.Docx
    The Need for Cultural Intelligence An Analysis of Asiana Airlines' response to the Crash Landing of Flight 214 Case Study Competition 1 Table of Content I. Abstract …………………………………………………………………………..3 II. Case Study ………………………………………………………………………..4 A. Overview ………………………………………………………………...4 B. History …………………………………………………………………...6 C. Crisis Communication Strategy …………………………………………9 D. Stakeholder response in United States ………………………………....12 E. Cross Cultural Communication ………………………………..……….13 III. Cultural Intelligence ………..…….……………………………………………..15 IV. Appendices ……………………………………………………………………...17 V. References ………………………………………………………………………23 2 I. Abstract On July 6, 2013, Asiana Airlines’ Flight 214 crashed while attempting to land at the San Francisco International Airport. This case addresses the crisis communication efforts Asiana undertook with key stakeholders in the U.S. in the wake of the crash. It assesses the social and traditional media communication activities of Asiana in the U.S. and how cross-cultural norms affected perceptions of this communication. The crash demonstrates the need for corporate communication professionals at multi- national companies to have cross-cultural competence and training. More precisely, the case considers the theory of cultural intelligence, which is defined as the ability to recognize and comprehend different beliefs, practices, attitudes, and behaviors of a group and then apply that certain cultural knowledge to attain your goals - whether those goals are political, business or otherwise. The case is ultimately valuable to all global companies building their cross-cultural acumen. 3 II. Case Study A. Overview On July 6, 2013, 291 passengers boarded a Boeing 777 on Asiana Airlines’ Flight 214 without a worry in sight. Passengers were flying from Incheon, South Korea to San Francisco, California. What was thought to be a regular sunny day turned into everyone’s nightmare.
    [Show full text]
  • Entertaining Politics: Exploring Historical Transformation of Production, Distribution, and Consumption of Political Entertainment in Korea
    The Pennsylvania State University The Graduate School College of Communications ENTERTAINING POLITICS: EXPLORING HISTORICAL TRANSFORMATION OF PRODUCTION, DISTRIBUTION, AND CONSUMPTION OF POLITICAL ENTERTAINMENT IN KOREA A Dissertation in Mass Communications by Kyung Han You © 2014 Kyung Han You Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy December 2014 The dissertation of Kyung Han You was reviewed and approved* by the following: Ronald V. Bettig Associate Professor of Media Studies Dissertation Advisor Chair of Committee Patrick R. Parsons Don Davis Professor of Ethics, Telecommunications Michelle Rodino-Colocino Associate Professor of Media Studies Marylee Taylor, Associate Professor of Sociology Department of Sociology Ford Risley Professor of Journalism Interim Associate Dean for Undergraduate and Graduate Education *Signatures are on file in the Graduate School ABSTRACT Observing the paucity of research on political entertainment in Korea, this study has explored the historical transformation in Korean political entertainment through the lens of changing social and economic conditions, as well as shifts in power relations, over the past several decades. The study has taken two broad and interrelated research questions as its starting points: “How are political, economic, and social forms of power associated with the production, distribution, and consumption of political entertainment?” and “How has the production and dissemination of such programs changed over the past half-century and in what specific contexts?” This approach has allowed particular attention to the role of political institutions in regulating media industries; the origin of Korean political entertainment and its distinctive features; the factors and conditions influencing the transformation in formats and genres of political entertainment; and the effects of technological shifts on political entertainment.
    [Show full text]
  • Kumho Petrochemical Asiana Airlines Kumho Tires Daewoo E&C Korea Express Kumho Asiana Group
    Investor Relations 2009 CONTENTS KUMHO ASIANA Investor Relations 2009 KUMHO ASIANA GROUP KUMHO INDUSTRIAL KUMHO PETROCHEMICAL ASIANA AIRLINES KUMHO TIRES DAEWOO E&C KOREA EXPRESS KUMHO ASIANA GROUP INVESTOR RELATIONS 2009 1. Overview 2. 2008 Business Performance 3. 2009 Business Plan 4. Appendix 䤎This document is provided for the convenience of investors and contains audited 2008 financial data that may be amended in the case of revision to the audit report. 䤎While every care has been taken to ensure the reasonableness of our estimates, 2009 prospects data is based on necessary assumptions and thus may differ from the final reported results. 1. Overview Highlights 2008 Kumho Industrial 䤎No.1 among the top 20 construction companies with the lowest accident rates (0.06%) in 2007 (Ministry of Labor, July 1) 䤎Ground breaking of Kumho Asiana Main Tower (August 31) - 8 FL. underground / 27 FL. above ground, Total floor area 18,360 pyeong Kumho Petrochemical 䤎Establishment of sales subsidiary in China for business expansion (June 1) 䤎Ground breaking of PO/PPG/CS plants in Nanjing, China (June 28) - US $113M, Annual production capacity PO 80,000 tons, PPG 50,000 tons, CS 100,000 tons 䤎Establishment of XPS China J/V company - US $29.2M, XPS Annual production capacity 12,800 tons 䤎Construction of the 2nd Combined Heat and Power Plant - KRW 216 billion, 500T/H, 119MWH Asiana Airlines 䤎Invested in Air Busan (February) and launched Gimpo~Busan, Busan~Jeju routes (October 27) 䤎Delisted from KOSDAQ and listed on KOSPI (March 28) 䤎Launched Paris-Incheon route (March 31) 䤎Introduced new aircrafts : Total 6 aircrafts introduced inc.
    [Show full text]
  • Korea and Its Neighbors
    KOREA BRIEFING Korea and Its Neighbors Michael G. Kulma Editor Contents Acknowledgments.........................................................................................................................5 Executive Summary......................................................................................................................7 Introduction: Korea and Its Neighbors.......................................................................................9 Michael G. Kulma The Financial Crisis and the Korean Economy.........................................................................11 Charles S. Lee A New Chapter in the U.S.–South Korea Alliance..................................................................17 Hwang Jang-jin Founded in 1956 by John D. Rockefeller 3rd, the Asia Society is an international, nonprofit organization dedicated to strengthening relationships and deepening understanding among the peoples of Asia and the United Abducted by Abduction: The Past, Present, and Future of States. The Asia Society presents a wide range of public programs, including major arts exhibitions,performances, North Korea–Japan Relations....................................................................................................25 lectures, international conferences, and K-12 educational initiatives about Asia. Headquartered in New York Nobuyoshi Sakajiri City, the organization has regional centers in the U.S. in Houston, Los Angeles, San Francisco and Washington, D.C. Regional centers in Asia include Hong Kong, Manila,
    [Show full text]