News ID : 4337
Publish Date : 25 March 2021 - 09:06
During the Iran War, car production was in balance. Some car factories were targeted by Iraqi airstrikes, but these factories were able to keep production in balance. On the other hand, due to the ban on the import of any car that was produced it was for sale.
These balanced conditions made the officials of the Ministry of Heavy Industries think about producing a car that is more up-to-date than Peykan and negotiated with several foreign automakers. Even an initial agreement was reached with the Italian company Fiat to produce its products in Iran. It plunged the country into a currency crisis, and the government no longer had the money to import auto parts with it.

At the same time, a legal dispute between Pars Khodro and General Motors was settled, and General Motors cooperated with Pars Khodro for a short time.

Iranian officials were also able to buy a 45% stake in General Motors, and the US Company was cut off from Iran. Although Pars Khodro was able to solve the problem of car production by getting a CKD from General Motors and Jeep, but the situation of Iran Khodro was getting worse day by day due to the currency crisis in the country.

In this situation, Peugeot Company, which had bought Talbot Company for some time, announced to Iran Khodro Company that it intends to stop the production of Peykan parts, But the Iranian government had no money to buy parts.

With the cessation of Peykan production apart from Pars Khodro luxury and expensive cars, the only passenger car produced in the country was Renault 5 with a daily circulation of 5 units. Saipa Company started production of Nissan Jr. pickup truck to compensate for its production shortage. .

At this time, due to the lack of production and payment of $ 7 by the government to automakers, the factory price of a car was significantly different from the open market, and the car was considered a capital good. Those who wanted to buy a zero car had to wait in line for years.

In 1986, Hyundai unveiled a new model called Pani Excel. This car was designed to enter the US market and, unlike other Pani Differential models, had a front. In this model, Hyundai solved the problems that prevented its cars from entering the American market and hoped to expand its export market with this car.

As Hyundai officials expected, the car was able to obtain a license to enter the US market and began selling in the US market at a price of $ 4,500. Hyundai Axel broke the sales record in the United States in its first year and sold 169,000 units due to its low price.

At the same time, the Korean government, feeling that automakers had recovered from the 1979 oil shock, lifted a 25-year ban on car imports, allowing foreign automakers to enter the South Korean car market at low tariffs. In this situation, Korean companies must improve the quality of their products in competition with foreign companies.

This year, Xinjin Motor Company, which had previously changed its name to Goa, changed its name to SsangYong again.

SsangYong began production of an SUV called the Kurando based on the Jeep Willis platform. Although Hyundai had good sales at the beginning of its entry into the US market, this situation did not last long, and a year after the launch of Hyundai in the US market, the problems of this car gradually appeared and dissatisfied consumers expressed themselves. The protests put the Hyundai brand in the minds of American consumers as a cheap but low-quality brand.

The drop in Excel sales in the United States was accompanied by another problem for Hyundai. Hyundai introduced the first generation Sonata this year. During the introduction of the Sonata, the company announced that the car was built entirely using Hyundai's engineering power and no foreign engineers were involved in its production, but this car not only failed to enter the US market, but also the Australian and Canadian markets. Was not welcomed.

This failure made Hyundai executives realize that they had to improve the quality of their products to expand their export market, and that Korea's engineering capacity was not enough to build a quality product. That's why Hyundai once again outsourced the design of the second-generation Sonata to Italdesign.

At the same time as the design of the second-generation Sonata began, the South Korean government once again allowed Kia Motor to produce passenger cars. Kia turned to American company Ford. Ford has previously worked with Hyundai to build cars in Korea, but Hyundai has now become a carmaker and has drastically reduced the number of cars it shares with Ford.

In its first partnership with Ford, Kia began production of a small hatchback with the American company. Called the Kia pride, the small car was a joint venture between Ford and Mazda and was launched worldwide under the Ford Festiva and Mazda 121 names.

A year before Pride began production in Korea, the US Highway Safety Authority had banned the car from being sold in the country due to safety concerns, and Ford ceded the franchise to Kia in South Korea.

 Shortly after Pride's launch, Kia Motor launched a four-door sedan called the Kia Concorde, which used Mazda power train. At the same time as Kia, Daewoo launched a sedan called the Daewoo LeMans, which in some countries was called the Daewoo Racer on the General Motors Opel Cadet platform.

Now, one after another, the Korean shamans were introducing cars that were produced with foreign platforms but on their own, and Hyundai was no longer the only Korean automaker. This meant that South Korea had passed the assembly stage and Prepares to take part in global markets.

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