In 1973, after the start of the war between Egypt and Israel, the Arabs of the Persian Gulf closed the oil valves to the west to put pressure on the pro-Israel Western countries. The incident led to a sharp rise in oil prices and a sharp increase in Iran's oil revenues, which refused to cooperate with Arab countries.
Khodrocar - The injection of this rich oil revenue into the society increased the demand for cars in the country. The government of the time also facilitated its imports and allowed more than 50% of the country's market to be supplied through imports, despite the factories in the country.
But South Korea still banned car imports, and the government, which had been able to boost the size of its auto parts by implementing the second part of its policies, began implementing the third part of protectionist policies.
Under the new policy, visa incentive packages are provided for companies that can build a national car in Korea. Perhaps it can be said that the beginning of the growth of automobile manufacturing in South Korea and its difference with automobile manufacturing in Iran started from this stage.
Hyundai Motors was the first company to start planning to produce a national car in Korea, but Hyundai knew that despite the experience it had gained from assembling Ford cars, it was still not possible to build a car in terms of engineering capability. It was thought that he would hire a foreign manager with experience in the automotive industry to manage the project.
Hyundai succeeded in convincing George Tranbel to take charge of the project with a suitable financial offer. George Tranbel was a member of the board of directors of British Leland UK and managed Aston Morris, a subsidiary of Leland.
Apart from participating in the construction of several models of Leland's cars, he was in charge of the project to build one of the Morris cars called the Marina.
At the time Hyundai offered to work with Tranbel, British Leland was struggling financially with the 1973 oil crisis. George Tranbel was able to get the approval of five Morris engineers to accompany him and take them to Korea.
Body designer Kurt Barnett, John Simpson, Edward Chapman and John Frost White were chassis designers and Peter Salter was the project manager for the engineers who joined Hyundai with George Tranbel. The presence of these leading British automotive engineers in Hyundai led to the conviction of two banks, François and Brasil Bank, to provide facilities to Hyundai for this project.
Hyundai entrusted the design of this car to Giorgio Giugiaro. He is the owner of Italdesign, one of the most famous industrial designers in the world, and has won numerous awards for designing outstanding cars such as Lamborghini and Ferrari.
Hyundai approached Mitsubishi to power the car, and the Japanese company agreed to put one of its engines on the car. Some of the interior trim was also removed from the Ford Cortina.
Hyundai chose the name Pani for its first production car and unveiled it at the Turin Auto Show in Italy. With the good management of British engineers, the project to build and produce a Pani car lasted only one year, and mass production of this car began in 1975 in Hyundai factories.
At this time, the Iranian government was trying to attract foreign parties to participate in the localization of Iran's automotive industry, but the Pahlavi government was more ambitious than the Koreans and pursued the idea of buying part of the global automotive companies. Iran's oil revenues had increased sixfold, and the world's major industrial companies were facing a financial crisis due to the oil crisis in the West.
The government first stepped in to buy a stake in Volkswagen, but the Volkswagen owners were not happy. He then went to Daimler Benz and agreed to buy almost 30% of the company's shares, but since buying this amount of shares in the management practice was out of the control of the Germans, the German government, with financial assistance to Benz, crisis Mali eliminated it and prevented the sale of the company's shares to the Pahlavi government.
In contrast, the Pahlavi government, instead of car companies, bought a 30% stake in the German metal industry company Thyssen Group, in a situation where Iran could easily replicate the experience of South Korea and transfer car manufacturing technology to the country with ambition. The Pahlavi government failed this experiment.
At this point, Alfred Aise, the son of the owner of the Iranian company Citroen, which ran the company with his father, was looking for a new car to produce in Iran. Although Jian was well received, the production of a car that had been introduced for 25 years could not survive against the competitors who entered Iran every day.
Aise negotiated with Renault at the Swiss Auto Show and was able to persuade them to produce a Renault 5 in Iran. Renault 5 was a family hatchback with 950 cc engine and very low consumption.
With the start of production of Renault 5, Issa removed the word Citroen from the end of its company name and changed the name of this company to the Iranian car production company, which was called Saipa in French.
The Iranian government's consultations with global car companies led General Motors, which did not sell its high-end products due to the oil crisis in the West, to allow General Motors to produce its main products. With the cessation of production of Chevrolet Royal in Iran, the production of the fourth generation of Chevrolet 2, on which Chevrolet had named Nova, began.
But South Korea still banned car imports, and the government, which had been able to boost the size of its auto parts by implementing the second part of its policies, began implementing the third part of protectionist policies.
Under the new policy, visa incentive packages are provided for companies that can build a national car in Korea. Perhaps it can be said that the beginning of the growth of automobile manufacturing in South Korea and its difference with automobile manufacturing in Iran started from this stage.
Hyundai Motors was the first company to start planning to produce a national car in Korea, but Hyundai knew that despite the experience it had gained from assembling Ford cars, it was still not possible to build a car in terms of engineering capability. It was thought that he would hire a foreign manager with experience in the automotive industry to manage the project.
Hyundai succeeded in convincing George Tranbel to take charge of the project with a suitable financial offer. George Tranbel was a member of the board of directors of British Leland UK and managed Aston Morris, a subsidiary of Leland.
Apart from participating in the construction of several models of Leland's cars, he was in charge of the project to build one of the Morris cars called the Marina.
At the time Hyundai offered to work with Tranbel, British Leland was struggling financially with the 1973 oil crisis. George Tranbel was able to get the approval of five Morris engineers to accompany him and take them to Korea.
Body designer Kurt Barnett, John Simpson, Edward Chapman and John Frost White were chassis designers and Peter Salter was the project manager for the engineers who joined Hyundai with George Tranbel. The presence of these leading British automotive engineers in Hyundai led to the conviction of two banks, François and Brasil Bank, to provide facilities to Hyundai for this project.
Hyundai entrusted the design of this car to Giorgio Giugiaro. He is the owner of Italdesign, one of the most famous industrial designers in the world, and has won numerous awards for designing outstanding cars such as Lamborghini and Ferrari.
Hyundai approached Mitsubishi to power the car, and the Japanese company agreed to put one of its engines on the car. Some of the interior trim was also removed from the Ford Cortina.
Hyundai chose the name Pani for its first production car and unveiled it at the Turin Auto Show in Italy. With the good management of British engineers, the project to build and produce a Pani car lasted only one year, and mass production of this car began in 1975 in Hyundai factories.
At this time, the Iranian government was trying to attract foreign parties to participate in the localization of Iran's automotive industry, but the Pahlavi government was more ambitious than the Koreans and pursued the idea of buying part of the global automotive companies. Iran's oil revenues had increased sixfold, and the world's major industrial companies were facing a financial crisis due to the oil crisis in the West.
The government first stepped in to buy a stake in Volkswagen, but the Volkswagen owners were not happy. He then went to Daimler Benz and agreed to buy almost 30% of the company's shares, but since buying this amount of shares in the management practice was out of the control of the Germans, the German government, with financial assistance to Benz, crisis Mali eliminated it and prevented the sale of the company's shares to the Pahlavi government.
In contrast, the Pahlavi government, instead of car companies, bought a 30% stake in the German metal industry company Thyssen Group, in a situation where Iran could easily replicate the experience of South Korea and transfer car manufacturing technology to the country with ambition. The Pahlavi government failed this experiment.
At this point, Alfred Aise, the son of the owner of the Iranian company Citroen, which ran the company with his father, was looking for a new car to produce in Iran. Although Jian was well received, the production of a car that had been introduced for 25 years could not survive against the competitors who entered Iran every day.
Aise negotiated with Renault at the Swiss Auto Show and was able to persuade them to produce a Renault 5 in Iran. Renault 5 was a family hatchback with 950 cc engine and very low consumption.
With the start of production of Renault 5, Issa removed the word Citroen from the end of its company name and changed the name of this company to the Iranian car production company, which was called Saipa in French.
The Iranian government's consultations with global car companies led General Motors, which did not sell its high-end products due to the oil crisis in the West, to allow General Motors to produce its main products. With the cessation of production of Chevrolet Royal in Iran, the production of the fourth generation of Chevrolet 2, on which Chevrolet had named Nova, began.
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