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Toggle웅진그룹 두산그룹 비교연구 번역에 대해서 알아 보겠습니다(한영번역)
웅진그룹 두산그룹 비교연구 번역(한국어 원본)본 연구에서 다루고 있는 웅진그룹의 경우 2007년 지주회사로 전환하고 새로운 성장 동력을 찾기 위해 인수한 극동건설의 부채 감소와 계속적인 사업 확장을 위한 현금조달 문제가 대두되면서 재무전략가로서의 CFO 역할을 필요로 하였다. CFO는 은행권 대신 직접 자금조달 방식으로 회사채 및 유상 증자 등을 발행하고, Cash Cow인 웅진 코웨이 매각을 추진하면서 최대주주로서 극동건설의 부채 변제 및 보증을 위한 현금을 마련하였다. 또한 2011년에는 서울저축은행 인수를 위해 부동산 프로젝트파이낸싱(PF) 대출도 받아 채무가 더 이상 감당할 수 없는 상태까지 이르게 되면서 결국 법정 관리에 들어가게 된다. |
웅진그룹 두산그룹 비교연구 번역(영어 번역본)In the case of Woongjin Group covered in this study, the group needed a CFO who could assume the role as its financial strategist after turning into a holding company in 2007 and confronting the problem of raising cash to reduce liabilities of Far East Construction Co., which it acquired to find a new growth power, and fund its continuous business expansion. The CFO published corporate bonds and executed paid-in capital increase through direct financing instead of banks, and prepared cash for Far East Construction’s debt repayment and guarantees as its largest shareholder by selling Woongjin Coway, the group’s cash cow. When the group even took out a real estate project financing (PF) loan in 2011 to acquire Seoul Savings Bank, its liabilities reached an unmanageable state and Woongjin eventually went under legal management. While putting aside his main duty to satisfy the profit desire of present and future stakeholders by maximizing the corporate value of the company, executing strategies that target only the company’s external growth or not sharing information on the debt status with stakeholders despite fully recognizing the situation are considered as evading responsibilities as CFO. This study selected Woongjin Group as a domestic failure case. In 1980, Woongjin Group started business in the publication ‧ education field with Woongjin Think Big, and grew even larger during the IMF crisis with its rental business that leased water purifiers at a low price. However, its excessive business expansions afterwards foreshadowed its eventual corporate rehabilitation. On the other hand, Doosan Group, which is a success case, made the crucial decision to sell OB Beer, its main business, in 2001 to transform itself into a heavy industry company through the acquisition of Korea Heavy Industries and Construction Co. Ltd. As the new corporate form which Doosan Group pursued was reorganized mainly with heavy industry, globalization occurred, and the company was confronted with the need to manage both profits and growth simultaneously, the CFO was given the role of making strategic decisions with financial expertise. The cases of Woongjin and Doosan show how strategic decisions made by the CFO can impact corporate value. The CFO should pursue the role of creating new corporate values through concentration and selection of management resources. He must improve corporate value by establishing financial judgment standards for business strategies, focusing on supporting strategic decision making and resolving problems rather than authorizing and inspecting business, and leading new business entrance, joint investment, M&A, and selling business. In the future, additional studies should propose ways to ensure that the CFO can carry out his given duty in Korea’s reality where business control is excessively concentrated to the CEO and devices for improving management transparency are not established. |
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이상 고려대학교에서 의뢰한 웅진그룹 두산그룹 비교연구 번역(한영번역)의 일부를 살펴 보았습니다.
번역은 기버 번역