The term “project” is often used interchangeably with “business” or “plan” and is commonly understood in daily contexts. The Project Management Institute (PMI) defines a project as “a temporary endeavor undertaken to create a unique product, service, or result.”

At APU, every aspect of our business revolves around projects. For us, a project represents “comprehensive managerial activities aimed at establishing and validating business models for new value creation.” We expand on PMI’s principles of uniqueness, temporariness, and goal orientation by incorporating entrepreneurial spirit rooted in creative destruction.

Economist Joseph Schumpeter defined creative destruction as “the process of incessantly destroying the old and creating the new” through innovation. While conventional businesses focus on improving existing products, APU’s projects emphasize exploring uncharted value in the market, embracing change, and taking calculated risks to drive innovation.

Entrepreneurial Spirit
We possess a strong passion and drive to pursue opportunities without being constrained by limited resources.

Professional Expertise
We bring extensive field experience, equipped with the knowledge and skills required for successful project execution.

Communication Skills
We excel in exchanging information and building trust with diverse stakeholders, ensuring smooth collaboration.

1. Maximizing Business Value By integrating innovative content with resources such as information, talent, technology, and capital, we aim to maximize business value.
2. Expanding Scope Starting with brand licensing, our project domains now encompass copyright management, distribution, and investment planning.
3. Broad Market Participation Beyond Korea and Japan, we engage in diverse projects across Asian markets, including Vietnam, Taiwan, Thailand, Malaysia, and China.

1. Initiating Reviewing the value and feasibility of the project.
2. Planning Setting project goals and developing plans for scope, schedule, costs, quality, human resources, communication, risks, and procurement.
3. Executing Carrying out activities in alignment with the project plan.
4. Monitoring & Controlling Analyzing project performance to adjust and revise plans as needed.
5. Valuation Assessing the business potential of deliverables and validating the business model.
6. Operation Establishing internal operational structures or spinning off the business as an independent entity.