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Ⅰ. The Woman CEO(Chief Executive Officer) Young-Shin Chang became the founder of Aekyung Business Group and rose from poverty to establish one of the largest Chemical products manufacturing Group for customers through combination creative thinking, woman leadership, interpersonal relations, organizational ability and business strategy that few competitors ever understood in Korea. Ⅱ. The Importance of Strategic Management Effective managers around the world recognize the role that strategic management plays in their organization's performance. Strategic management is that set of managerial decisions and actions that determines the long-run performance of an organization most of the significantstep 5 : Identifying strength and weakness. Any activities the organization does well or any unique resources that it has are called strengths. Weakness are activities the organization does not do well or resources it needs but does not possess. step 6 : Formulating strategies. Step 6 is complete when managers have developed a set of strategies that will give the organization a relative advantage over its rivals. step 7 : Implementing strategies. After strategies are formulated they must be implemented. A strategy is only as good as its implementation. No matter how effectively an organization has planned its strategies, it can't succeed if the strategies aren't implemented properly step 8 : Evaluating results. The final step in the strategic management process is evaluating results. Ⅲ. Strategic Management of Aekyung Group Young-Shin Chang, founder of Aekyung Business Group formulated many kinds of the polices and implemented strategic and tactical methods. During four decades of her managing Aekyung group, she formulated many patterns of managerial strategies. For Instances : 1) Expansion strategy for production facilities Aekyung, co.,Ltd. 2) Business Diversification Strategy and portfolio investment strategy. 3) Development strategy for foreign market. 4) Expansion of sales networking strategy. 5) Research and development strategy for chemical research center and technical research center. 6) Quality management strategy. 7) Globalization strategy. 8) Distribution department strategy. 9) Reengineering strategy. ① Value based management. ② Supply chain diagnosis. 10) Competitive strategy etc. Ⅳ. Modern global managerial strategies for evolution of Aekyung Business Group Recent times, Chair-woman Young-Shin Chang devoted for ①Reengineering of managerial systems, ②Environmental system and ③Managerial information system. Especially she formulated and implemented enhancement policies for productivity with efficiency and effectiveness. Also, she devoted for following strategies for Chemitopia. 1) Listing strategy for stock market of Aekyung Petrochemical, co., Ltd. 2) Customer satisfaction strategy. 3) Research and development strategy for "Chemitopia." 4) Human Resources management strategies etc. 5) Reengineering strategy for value based management and supply chain diagnosis. Ⅴ. Conclusions Labor-management proclamation for peace & coalition system in competition period was proclamed by Aekyung Petro chemical Co.,Ltd was announced by labor union and representative on may 15, 2003 for mutual interest and for the development of Aekyung Business Group. current business events reported in the various business publications involve strategic management. The strategic management process is eight step process that encompasses strategic planning, implementation and evaluation. step 1 : Identifying the organization's current mission, objectives and strategies. step 2 : Analyzing the environment In analyzing the external environment, managers should examine both the specific and general environments to see what trends and changes are occuring. step 3 : Identifying opportunities and threats After analyzing the environment managers need to assess what they have learned in terms of opportunities that the organization can exploit and threats it faces. Opportunities are positive trends in external environment factors ; threat are negative trends. step 4 : Analyzing the organization's resources and capabilities The internal analysis provides important information about an organization's specific resources and capabilities. The analysis should lead to a clear assessment of the organization's internal resources (such as financial capital, technical expertise, skilled workforce, experienced managers and so forth). It should also point out the organization's capabilities in performing the different functional activities(such as marketing production and manufacturing, research and development, financial and accounting, information systems, human resources management and so forth).

In diesem Artikel möchte der Verfasser versuchen, die bisherigen Entwicklungen der EU zu analysieren und auf die Probleme einzugehen, die durch die bisherigen Erweiterungen entstanden sind. Außerdem soll auf die Aufgaben,sowohl der einzelnen Länder als auch der Gemeinschaft eingegangen werden. Der Verfasser versucht, Probleme und zukünftige Entwicklungen ausführlich zu analysieren. Das Resultat seiner Untersuchungen ist, dass die Gemeinschaft, langfristig, positive Entwicklung zu erwarten hat. Die Weltwirtschaft besteht aus drei wichtigen, regionalen Wirtschaftszonen, der Nordamerikanischer Handelsfreizone (NATFA), der Ostasiatische Handelszone (APEC, ASEM) und der Europäischen Union. Allerdings sind die erst genannten Gemeinschaften noch nicht so vorangeschritten wie die EU. Seit dem Gründungsjahr der EU, 1958, war diese immer nach Intensivierung der gemeinschaftlichen Zusammenarbeit und Erweiterungen der Gemeinschaft bestrebt. Der daraus folgende Erfolg besteht in einem starken Binnenmarkt sowieeiner Gemeinschaftswährung. Durch die neue EU-Verfassung wird nun auch eine politische Einheit angestrebt. Am 1.Mai 2004 hat die EU zehn weitere Länder in die Gemeinschaft aufgenommen. Somit besteht die EU momentan aus 25 Ländern. Die neuen Mitgliedsländer befinden sich noch in einem Umwandlungsprozess, welcher z.B. Demokratisierung, Umstellung auf Freie Marktwirtschaft und Wahrung der Menschenrechte umfasst. Innerhalb dieser Gemeinschaft werden dabei die neuen Mitgliedsländer durch die alten Mitgliedsländer unterstützt, mit dem Ziel,das gleicheNiveau zu erreichen.Diese Niveauangleichung soll dazu führen, die Synergieeffekte zu maximieren. Damit sich die Gemeinschaft zu einer starken EU entwickeln kann, sollen sich die neuen Länder bemühen, sich schnell in verschiedenen Bereichen, wie Politik, Wirtschaft, etc. weiterzuentwickeln. Die finanzielle und materielle Unterstützung der älteren Länder soll hiefür sinnvoll genutzt werden. Um dasNiveau anzugleichen, ist es nicht im Sinne der Gemeinschaft, wenn sich dabei weit entwickelte Länder zurück entwickeln. Sie sollen sich gleichmäßig weiterentwickeln, während sich die neuen Mitgliedsländer möglichst schnell entwickeln. Wenn man diese Bedingungen erreichen kann, ist die EU eine sinnvolle Gemeinschaft, die zu einer starken Konkurrenz gegenüber anderen Kontinenten führt. Die Geschichte der Europäischen Gemeinschaft geht mittlerweile bis über ein halbes Jahrhundert zurück. Zurückblickend erkennt man eine ungleichmäßige Entwicklungsgeschichte. So schwankte das Entwicklungstempo teilweise sehr stark. Allerdings insgesamt gesehen, kann man eine positive Entwicklung deuten. Und, obwohl die neue EU-Verfassung in Frankreich und den Niederlanden in diesem Jahr abgelehnt wurde, kann die EU, anhand der Beobachtungen des Verfassers, langfristig an Stärke gewinnen, denn die Entwicklung in den restlichen EU Ländern geht weiter voran.Zudem kann die EU durch die neuen Mitgliedsländer und derGemeinschaft in Aufschwung gebracht werden, trotz der momentan schlechten politischen und wirtschaftlichen Bedingungen der Kernländer. Ein Aufschwung wird durch die Impulse der neuen Länder und der Zusammenarbeit aller Mitgliedsländererlangt. Somit ist die Europäische Gemeinschaft sinnvoll für neue und alte Länder und führt sie generell zu einer wirtschaftlichen Weiterentwicklung und wird zu einer starken Gemeinschaft nach außen, um konkurrenzfähiger gegenüber anderen regionalen Handelszonen zu werden.

There is a growing tide of interest in the rise of the ‘BRICs’ which means Brazil, Russia, India and China. The purpose of this study is to assess the direction and perspectives on the Korean foreign direct investment (FDI) in India which is one of the ‘BRICs’. The earliest recorded Korean foreign direct investment to India began in 1983, when a small Korean enterprise, DongIn Stoneworks Industries Company, set up a stoneworks importing firm in Madras India. The Korean equity contribution was only U$119 thousands, and the entire operation was tiny. The pace of Korean FDI to India quickened in the 1990s, with a peak occurring in 1996-1998 and a relative slowdown thereafter until 2004. Korean firms' FDI to India amounted to U$574 millions (outstanding invested) at the end of 2004 : 82% in manufacturing while the remaining 18% was in trade & retail, real estate & services industries etc.. Within manufacturing, Korea's FDI concentrates in motors & equipment, petroleum & chemicals, electronics & telecommunication equipment etc.. The motivations of Korean firms' FDI in India are as follows. First, to open up Indian market by directly investing there. Second, lack of technical and skilled labor force with low labor costs in Korea. Third, to facilitate the export of products to India and another countries. Fourth, to further exploit the advantage of the technical and production knowhow of the Korean parent firm etc.. The main sources of competitive advantages of Korean firms in India are as follows. First, more advanced technologies and better management skill. Second, longer experience in production and operation. Third, appropriate technology suited to India. Fourth, scanning ability of business opportunities by the top manager. Fifth, personal devotion by the dispatched Koreans in Indian subsidiary etc.. The firm undertaking FDI in the beginning is often a Schumpeterian innovator, and was accumulating managerial resources to compete successfully over indigenous firms and other foreign firms in India. But Korean large firms investing in India went abroad with considerable advantages. Hereafter, it is necessary to foster the global manager as a regional expert. Also, Korean firms in India must endeavor to establish a mechanism which can create core competence and information collection capability. Lastly, Korean firms in India play an important role in trade promotion and decrease trade conflicts between Korea and India.

본논문에서는2004년5월1일중․동구10개국이EU에신회원국으로가입하였고, 2007년불가 리아와루마니아가EU에가입하기로결정되었으며, 그후터키와크로아치아가EU에가입(가입시 기는아직미정)할것으로전망됨에따라, 이러한EU의동구확대가동아시아경제와우리나라경 제에 어떠한 영향을 미치게 될 것인가를 최근 다양한 경제정책의 효과분석에 활용되고 있는 CGE 모형(연산가능일반균형모형)을이용하여분석하였다. 또한EU의동구확대가우리나라경제에미치 게 될 부정적 영향에 대처하기 위한 수단으로 제기되고 있는 ‘한국-EU FTA(자유무역협정)’이 우 리나라 경제에 어떠한 실익을 가져다 줄 수 있을 것인가를 분석하였다. 분석결과를요약하면, EU의단계별동구확대로인해EU의15개국기존회원국은평균0.01%정 도의 추가 경제성장이 이루어지고, 신규가입국은 1.4% - 3.4% 정도의추가경제성장이이루어질 것으로전망되는데반해, 한국, 중국, 일본, ASEAN 등의동아시아국가는0.01% - 0.03%정도의 경제성장의감소가전망된다. 이로인해동아시아국가의국민후생수준또한감소할것으로전망된다. EU의 단계별 동구확대 후 ‘한국-EU FTA’가 체결되는 경우, 우리나라의 실질GDP가 0.52% - 0.54%증가하고, 총수출과총수입물량이증가하면서약3천6백만달러의추가국제수지의흑자가 예상되며, 우리나라국민의후생수준이약20억달러증가할것으로전망된다. 이러한국민후생수 준의증가는‘한국-EU FTA’가없이EU의동구확대만이루어지는경우우리나라의국민후생수 준이2천9백만달러감소하는경우와비교해보면매우큰경제적이득이라고할수있다. 또한‘한국-EU FTA’가체결되는경우, 우리나라경제의산업별생산에미치는영향을살펴보면, 농산물, 광산물 및 가공식품을 제외한 거의 모든 산업에서 생산이 증가할 것으로 전망된다. 특히 자동차, 전기전자, 섬유및의류등에서매우큰생산의증가가전망된다. 이상과같은연구결과를토대로생각해볼때, ‘한국-EU FTA’는EU의동구확대에따른부정 적인영향을최소화하고, 가속화되어가고있는지역주의(regionalism)에부응하면서우리나라의경 제적 이득을 극대화할 수 있는 수단이라고 판단된다.

한국경제는 1960년대 이래 급속한 경제성장을 이룩하였으며, 1987년 6.29선언과 1988년 서울올림픽을 전후하여 경제민주화를 실현하였다. 그리고 1990년대 초에는 한국경제 스스로 선진국 그룹인 OECD에 가입함으로써 무지와 질병 그리고 빈곤 등 후진성의 극복은 물론, 현대적 부문과 전통적 부문이 병존하는 이중구조와 같은 애로를 타개하는 등 양적 경제성장에 이은 질적 경제발전을 이룩하였다. 그러나 불행하게도 1997년 IMF경제위기 이후 80 : 20 사회로 지칭되는 부익부 빈익빈 현상이 망령이 되살아나고 대기업과 중소기업 간 격차의 심화, 법인화된 혹 은 글로벌 스탠다드의 기업과 자영업적인 영세기업간의 격차 또한 크게 벌어지는 개발후기의 새로운 이중구조의 애로가 생겨나고 말았다. 오늘날 한국경제는 제2의 경제위기를 걱정할 만큼 어려운 상황 속에서도 1인당 GDP 20,000 달러 시대로 가는 선진국경제를 지향하고 있다. 한국경제는 머지않아 완전고용과 자유방임주의 기반의 통일된 단일사회(이중구조가 아닌), 중산층이 두터 운 보다 잘 사는 복지사회를 이룩할 수 있을 것이다. 그렇지만 작금의 한국경제는 다른 어느 요인보다도 기업윤리의 이중구조를 서둘러 해소해야 할 막중한 과제를 안고 있다. 물론 최근에도 몇 몇 대기업의 정경유착의 작태나 노조간부의 인사비리, 그리고 과도한 독과점 행태 등을 통한 불공정거래, 글로벌 스탠다드에 이르지 못한 경영타 성 등 비윤리적 경영관행이 잔존하고 있는 것도 사실이다. 그러나 많은 대기업(성장 혹은 상장기업)에 비하여, 많은 중소기업(침체, 사양, 비상장기업) 혹은 자영업적 영 세기업 등은 물론 경영위기가 그 요인이겠지만 아직도 윤리경영과 거리가 먼, 그리 고 글로벌 스탠다드에 채 이르지 못하고 있음은 부인할 수 없는 일이다. 이와 같은 이중구조, 특히 기업윤리의 이중구조 현상이 바로 한국경제의 선진화로 가는 길목에서 커다른 걸림돌이 되고 있다.

Ausländische Direktinvestitionen können als antreibende Kraft im Sinne der Globalisierung gesehen werden. Seit dem Eintritt in die OECD 1996, wirbt Korea aktiv strategisch für ausländische Direktinvestition mit Erleichterungen bei den Investitionsdurchführungen. Heute sind die ausländischen Direktinvestitionen ein wichtiger Bestandteil des Wandlungsprozesses der koreanischen Wirtschaft. Ende 2003 hatten die Direktinvestitionen durch fremde Länder einen Bestandteil von 91.118 Billionen USD, welches 15% des koreanischen Bruttoinlandprodukts entsprechen. Frankreich und Deutschland befinden sich unter den Top 10 der Länder, die in Korea investieren. Dieses Referat versucht zu analysieren, welchen Beitrag Französische und Deutsche Direktinvestitionen in der südkoreanischen Wirtschaft ausüben. Der Autor zeigt dieses an Beispielen französischer und deutscher Unternehmen aus der Zement-, Automobil- sowie Elektronikbranche, welche in Korea investieren. Abhängig von den Eigenschaften eines Landes, ist die Attraktivität für Direktinvestitionen, wonach ausländische Unternehmen ihre Wahl der Direktinvestitionen bestimmen. Der Verfasser untersucht zunächst die Hauptpunkte, die diese Entscheidungen beeinflussen und untersucht und bewertet Koreas Umfeld. Zunächst spielt das politische Umfeld eine wichtige Rolle, denn eine stabile Politik und eine effektive Wirtschaft sind ausschlaggebend für die Attraktivität für ausländische Investments. Darüber hinaus das wirtschaftliche Umfeld kann als wichtigster Einflussfaktor der Fremddirektinvestitionen gesehen werden. Letztendlich untersucht der Autor die Auswirkungen der ausländischen Direktinvestitionen auf die koreanische Wirtschaft, hierbei werden insbesondere französische und deutsche Unternehmen betrachtet sowie deren Agieren in Korea. Die erste wichtige Auswirkung der ausländischen Direktinvestitionen in Korea ist die Einführung von langfristigem Fremdkapital ohne das Abverlangen von Raten- oder Zinszahlungen. Dies stellt eine zuverlässige Quelle von ausländischen Zahlungsmitteln, im Gegensatz zu Portfolio Investments, welche unbeständiger und riskanter sind, dar. Als zweite Auswirkung kann man das Schaffen von Arbeitsplätzen im investierten Land sehen. Ausländische Direktinvestitionen bewirken eine Steigerung des Konsums, der Investitionen und somit einer verstärkten Produktion. Das heißt, dass die ausländischen Direktinvestitionen gleichzeitig die regionalen Investitionen stimulieren und es somit zu einem Wirtschaftswachstum kommt. Eine dritte große Auswirkung ist, dass neue Exportmärkte durch die weit verbreiteten globalen Vernetzungen geöffnet werden. Außerdem werden durch die ausländischen Direktinvestitionen neue Managementtechniken der fremden Unternehmen zugeführt.

두 대륙에 걸친 영토의 크기, 천연 광물, 풍부한 석유와 같은 자연 조건, 높은 교 육수준의 인적 자원에 더하여 주요한 지역, 국제 기구인 안전 보장 이사회, G8, APEC의 멤버, WTO의 후보 멤버, 구 소련의 계승자라는 점은 오늘날 국제 무대에 서 러시아가 중요 참가자임을 시사한다. 또한 유라시안 대륙의 심장부에 위치한 지 리적 요건으로 아시아-유럽의 입장에서 열리는 협의에서 러시아에 자연스레 집중하 게 한다. 동시에 러시아는 전례 없는 도전에 직면에 있다. 흔히들 말하는 민주성의 결핍이 그것인데 이는 역사적 문화적 맥락에서 이해해야 할 필요성이 있다. 민주주 의란 하루 아침에 이루어 지는 것이 아니며, 성장하는 초기 민주주의는 미국이나 유 럽의 기준으로 평가 될 수 없는 것이다. 러시아는 또한 EU와의 관계에도 중요성을 부여한다. 러시아와 EU는 자유, 안보, 사법을 포함하는 4개의 공동 구역과, 대외안 보, 반테러, 에너지와 환경을 포함한 공동 경제구역, 연구, 교육 및 문화의 공동 구 역에 합의하였다 - 러시아-EU 공동구역(common space). 러시아는 또한 구 소련의 일부였던 지역에서의 안보 문제에 직면해 있다. 특히 취약지역은 그루지야부터 체첸 을 통해 카자흐스탄, 우즈베키스탄과 키르지스탄에 거친 이들 지역은 최근 정치적 불안과 폭력 사태를 경험하고 있다. 수백만 명의 러시아인이 이곳에 살고 있으므로 상해 협력 기구의 창립 멤버인 러시아와의 새로운 관계가 형성되어감에 따라 이들 의 이권도 보호되어야 할 필요가 있다. 유럽과의 새로운 정책을 도모하면서, 중앙아시아 국가들과 동아시아 즉 중국, 일 본, 한국과의 관계는 복잡한 일일 것이다. 한국에 중요한 이해관계를 가지는 동북 아시아에서 러시아는 긍정적 변화의 선두에 서 있어 왔다. 러시아는 남한 및 북한과 동등한 관계를 맺고 있으며, 북한에는 격상된 철도 시스템을 제안하였고 이것은 아 시아와 유럽을 연결하는 시베리아 교통 시스템에 연결하여 한국에 큰 이익을 가져 다 줄 수 있을 것이다. 러시아가 그 어느 세력들 . 중국, 미국, 일본 .중 북한과 최고의 관계를 유지하고 있는 것은 우연이 아니다. 미국과 일본은 북한과 외교 관계 를 맺고 있지도 않다. 더욱이 도움을 요청해 온다면, 러시아는 6자 회담의 일부로써 북한의 핵 위협 종결을 진행시켜 나아가는데 중재자 역할을 할 준비가 되어있다. 마지막으로 경제 분야에서도, 러시아는 동남 아시아의 ASEAN 국가와도 좋은 관 계를 유지하고 있고, 아세안 지역 포럼의 일원이며, 10여 년 간 APEC의 멤버로 활 약해 왔다. 긍정적 요인 • 한반도에 대한 러시아의 호의적 입장과 적극적 제안 • 미국, EU, UN과 함께 4개 중동 평화 중재 당국의 일원으로써 러시아의 적극 적인 외교적 역할, 미국과 EU와 함께 이란 핵 프로그램에 대응한 협력 및 북 핵 프로그램에 대한 6자 회담에서의 활발한 참여 부정적 요인 • 러시아의 환경에서 민주주의가 하루 밤에 이루어 지리라는 기대는 비현실적임 (민주주의에 대한 경험 및 연습 부족) • 구 소련 공화국 내 러시아 국경지대의 불안정(최근의 경우로는 우즈베키스탄) 과, 국내 테러리즘의 위협

Russia’s size, spanning two continents, natural and human endowments, such as mineral and oil wealth as well as skilled and highly educated population, together with membership in key regional and global organizations, such as the UN Security Council, G-8, APEC, candidate member of WTO, and successor the Soviet Union, makes it an important player on the world stage today. And its geographical location in the heartland of the Eurasian landmass makes it a natural focus for a conference on Asia-Europe perspectives. At the same time, Russia faces unprecedented challenges that even in normal times would be daunting. There is the issue of Russia’s so-called democratic deficit that needs to be understood in an historical and cultural context. Democracies do not blossom overnight and, as an aspiring young democracy, it cannot be judged by American or European standards. Russia also places great importance on its relationship with the specifically, the iragreement on four common spaces, including freedom, security and justice, external security, and counter terrorism, a common economic space, including energy and environment, and a common space for research, education and culture. Russia also faces security challenges in territories that were once part of the Soviet Union, in particular, the soft underbelly stretching from Georgia in the Caucuses, through Chechnya, to the "stans" i.e. Kazakhstan, Uzbekistan, Kyrgyz Stan, all of which have experienced political unrest and violence recently. Millions of Russians live in these areas and their interests need to be protected as new relationships with Russia evolve and working out new policies with Europe, central Asian countries (the near abroad) through the Shanghai Cooperation Organization and in the Far East i.e. China, Japan and Korea is a complicated task. In Northeast Asia, which is of primary interest and importance to Korea, Russia has been in the vanguard of positive change. It has put relations with thetwo Koreas on an even keel and has offered to upgrade the North Korean rail system so that it can connect to the Trans Siberian system linking Asia and Europe, greatly benefiting Korea. It is no accident that Russia has the best relations with both Koreas of any of the four major powers (the others are China, the U.S. and Japan). The latter two do not even have diplomatic relations with the North. Moreover, Russia is prepared to play a mediating role if called upon as part of Six Party talks process to end the North Korean nuclear threat. Finally, in the economic realm, Russia has always had good relations with the ASEAN countries n Southeast Asia, is a member of the ASEAN Regional Forum and has been a member of APEC for almost a decade. Positive Factors o Russia’s favorable standing with both Koreas and forward-looking economic proposals on upgrading the North Korean railroad system and infrastructure o Russia’s active diplomatic role as a member of the Middle East quartet (U.S., EU and UN), cooperation vis a vis Iran’s nuclear program with the EU and U.S. and active participation in Six Party Talks on North Korea’s nuclear program Negative Factors o Unrealistic expectations regarding the blooming of democracy overnight in Russia’s inhospitable soil given its lack of experience in practicing democracy o Instability on Russia’s border in former Soviet Republics, most recently Uzbekistan, and the threat of terrorism at home.