• 한국벤처창업학회:학술대회논문집
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• 2006.04a
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• pp.45-75
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• 2006

How much influence does a business plan have on a corporate performance? Whilst previous studies and literatures all assert a strong correlation between the two, very few have actually conducted practical analyses to support that. This study takes an empirical approach in its analysis of Korea' s small and medium-sized enterprises (SME) with the view to finding an answer to the question. A business plan' s components, which have to date been suggested only in theory and in concept, have been selected through the study of literatures and preliminary examination. The selected components were then narrowed down into five factors of productivity, implementation, operational direction, product/service and customer accessibility by applying factor analysis. With which items to measure corporate performance is also an important question as results differ depending on which measurement items were used. For the purpose of this study, corporate performance was classified into effectiveness, adaptability and efficiency to measure how greatly each is influenced by the components of a business plan. Results show that effectiveness and adaptability have a positive (+) influence on corporate performance. The regression model seems to explain effectiveness particularly well. However, different directions of influences were showed in explain power of the research model were not high. And it can be interpreted that implementation of the plan is as important as the establishment of it. Thus a good corporate performance is to be had only under an excellent plan and following an excellent implementation. In most of the companies surveyed, business plans were established regularly led by the intense involvement of the CEO. Such plans were then used in internal operations, such as guiding operational direction and measuring corporate performance. Unlike general expectations, relatively few companies used them in financing from external sources such as banks or venture capitals. These findings are different from previous studies conducted in this field. Also, as market uncertainty was pointed out as the biggest obstacle to business planning. a manager must pay more attention to acquiring external information and knowledge so as to minimize it.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.7 no.2
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• pp.1-8
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• 2012

Recently the youth starting up a business has become a buzzword. Business plan is a fundamentals in starting up a business. Therefore, in this study, I investigated the business planning behavior of university students in Korea. Especially, I investigated whether university students in Korea dealt with business plan inside and outside or not, and examined university students' thought whether corporate performance is related to business plan or not, and if any, how closely they are. Meanwhile, existing studies and books are arguing that there is a high correlation between business plan and corporate performance, however, there are not many domestic and/or foreign studies that analyzed it empirically. In order to find an answer to this problem, this study was approached empirically. First, the components of business plan were selected through an extensive literature review including existing researches and through factor analysis, I classified them into the five factors of product management, product development, management support system building, organizational management and macro planning. Also, I classified corporate performance into quantitative and qualitative performance, and investigated the influences of business plan factors on those performances. As a result, I found belows. First, university students in Korea thought that the business plan components affected the quantitative and qualitative performances of corporate positively. Second, Korean students had high interests in starting up a business and wanted to run a service business but had almost no experience of business planning. Whilst, Foreign students had relatively high interests in starting up a business and experiences of business planning. They wanted starting up in various industry also. Meanwhile, I did't find the gender differences in those aspects. In this study, I empirically investigated the relation between business plan components and corporate performances in the university students' view, not that of company. So I believe that this study can shed lights on the direction of effective starting up education for increasing the success rate of youth starting up a business.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.4
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• pp.111-135
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• 2011

While previous studies and publications all assert a strong correlation between company's business plan and performance, very few have actually conducted practical analyses to support that. This study takes a practical approach in its analysis of Korean small and mid-sized enterprises(SME) with the view to finding an answer to the question. In addition, with the considerations of entrepreneur type and company's development stage, I analyzed the differences of business plan components' effects on performances. I selected business plan's components, which have been suggested only in theory and in concept, through the literature review and preliminary examination. Corporate performances were the recent improvements of ROS, ROA, market share and the number of employees to measure how greatly each is impacted by the components of a business plan. Results show that business plan components have influenced upon the number of employees. The business plan components discriminated superior company group and inferior company group properly. Especially, finance & related system and advertising & distribution factors showed statistically significant classification forecasting power. Technical/Craftsman evaluated the effects of producing & sales and profit & quality factors high and General/Opportunistic evaluated the effects of finance & related system, advertising & distribution, corporate mission factors high. The effect of corporate mission was highest among company development stages. Finance & related system and advertising & distribution factors showed the statistically significant difference in entrepreneur type and company development stages.

• The Journal of Society for e-Business Studies
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• v.22 no.4
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• pp.193-214
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• 2017

It is a very important time to check how SW curriculum is actually organized and what is inadequate to practical requirements of SW manpower in the present situation where there is a difference of viewpoints between software field and SW curriculum of university. In overseas cases, efforts have already been made to cultivate SW manpower based on SW training centered on practical requirements. As a result, there is a positive response to the recruitment of actual related companies. In Korea, these attempts have been attempted under government initiative. In particular, based on the SW-centered university project, it has given the role of a leading university in related fields. However, with regard to the labor supply problem in the SW sector, the requirements of the business enterprises still differ from the educational curriculum. In this study, we tried to diagnose the method that can reduce the difference between the composition and the practice of the contents according to the existing limit that the environment factor of the viewpoint of the working companies about the curriculum composition is not clearly reflected. As a result, the topic modeling based on the university's curriculum and lecture plan data is used to derive keywords for curriculum and lecture plan. Through the data analysis, this study confirmed that the practice rate of related university departments utilized in data analysis is relatively low. In addition, we found that it is important to establish a systematic curriculum and to build a lecture plan to cultivate practical skills, as the number of overlapping textbooks and the number of keyword overlapping are found.