In 1996, the Asian financial crisis began with the fall of the national currency in Thailand, and this year the Thai government faced a trade deficit and reduced the value of the national currency against the dollar to prevent speculation in housing transactions. This alarmed foreign investors about the future of their money in Thailand and they began to transfer their capital to China because it had much cheaper labor and better trade rules.
Khodrocar - The crisis gradually spread to other Asian countries, including Indonesia, Malaysia, Singapore and Hong Kong, and in disbelief swept South Korea.
In May 1997, South Korea lost its national currency due to a trade deficit, and companies that relied solely on domestic markets and East Asian countries faced repayment of foreign loans. This problem also arose among car companies.
Automotive companies such as Hyundai and Daewoo, which had good export markets, could hardly survive the crisis, but almost all other Korean companies went bankrupt suddenly.
With the beginning of the production process and the dismissal of workers in this industry, car companies became the scene of demonstrations and protests by workers, and car production fell sharply. At this point, Samsung Motor Company was the most unlucky company among Korean automakers.
Samsung Motor, which was founded a short time ago, launched a passenger car model called SQ5 in the same year in collaboration with Nissan. He also founded a company called Samsung Commercial Motor to build trucks and buses. With the onset of the economic crisis, severe financial problems gripped Samsung Holding, and Samsung CEO Kun Hee Ling decided to divest automakers.
The French company Renault made the best offer to buy the company, and 70% of the shares of Samsung Motor were sold to Renault for $ 560 million, and a new company called Renault Samsung Motor was created.
Samsung Renault first changed the name of the SQ5 to SM5 and began selling it globally. Daewoo also bought SsangYong. At the beginning of the crisis, Daewoo Motor was able to survive thanks to its export market, but financial irregularities caused the company problems after a while, and a year later, it sold SsangYong to get rid of the crisis.
Hyundai bought a 51% stake in Kia Motor and took control of the company. At the height of the Asian economic crisis, Hyundai was able to open its second foreign plant in India and produce the Hyundai Atos, a small hatchback suitable for the busy streets of India.
In the mid-1370s, Iran Khodro Company began designing its first national car. Iran Khodro has not yet published detailed information about the process it has taken to design its first national car, but if we want to compare Iran Khodro's experience in designing its first national car with Hyundai's experience, we find that there are differences in the management of these two projects. With 20 years of disagreement done, there is.
Hyundai hired a project manager from the UK car industry to build its first national car, and using the power of foreign engineers, it was able to mass-produce the project in a year and a half.
In Iran, the work of designing and building the first national car was done using the power of foreign engineers, but its management was the responsibility of government managers in the automotive industry. Found.
At that time, the political atmosphere of the society was such that self-sufficiency in all fields was one of its main slogans, and it was not possible for a foreign director to be present for this project, and even the presence of foreign experts in Iran was never It was not officially announced by Iran Khodro.
Initially, the project managers decided to use the experience of the Malaysian company Proton to build the first national car. In the 1980s, Proton was able to take the full Mitsubishi Lancer platform from the Japanese company and produce its first car, the Proton Saga, by simply changing its cabin.
Proton repeated this experience with Mitsubishi and the British company Lotus over the years to launch its own independent R&D division.
This method was much simpler than what Hyundai did in the 1970s. Hyundai bought each part from one country but put them together in Korea and produced a new platform.
For Iran Khodro, the most suitable option was the 405 platform, which had been produced in Iran Khodro for a long time, and Peugeot had also shown that it was ready to cooperate with Iran Khodro. With the agreement of Peugeot, Iran Khodro decided to design a room and place it on the driving forces of Peugeot 405.
But designing a room was very difficult for Iran Khodro's fledgling research unit, so they contacted various car design companies around the world to choose the best option for designing a room.
Iran Khodro executives came to a British company called First Automotive to review various offers. However, our search to find a design company with this name did not yield results, and only one tuning and remanufacturing institute with this name was found in Liverpool, England.
The result of the first prototype that the company designed was not suitable at all and the project managers came to the conclusion that the company could not modify it, so the prototype was transferred to Iran and engineers from Germany and Austria as well as Korea to Iran. They came and worked on this sample with local engineers.
Its molds were made by the Japanese company Miyazo and its production line was made and launched by the Korean company Wushin. Production of Iran's first national car, named Samand, began in 2002 after six years of continuous work.
Information about the costs of this project was never published, but according to the information that some former managers of the automotive industry announced in the media, Samand production cost Iran Khodro 500 billion tomans, and because this company spends a large part of this amount from The banks had received facilities, due to the prolongation of the project implementation time, they had to pay 300 billion tomans to the banks for late payment fines.
Taking into account this fine, Iran Khodro has spent 800 billion Tomans for Samand, which is equivalent to one billion dollars according to the price of the dollar at that time.
To better understand Iran Khodro's investment for Samand, it is enough to know that the French company Renault bought Samsung Motor Company with $ 560 million, which is half of this amount, and at the same time, General Motors bought Daewoo Motor Company with $ 1 billion, which is equal to this amount. Bought extensive sales with several factories and global networks.
Of course, the managers of Iran's automotive industry believe that with this investment, Iran Khodro gained knowledge of automotive industry, but in the following years, there was no sign of this knowledge in Iran's automotive industry.
In May 1997, South Korea lost its national currency due to a trade deficit, and companies that relied solely on domestic markets and East Asian countries faced repayment of foreign loans. This problem also arose among car companies.
Automotive companies such as Hyundai and Daewoo, which had good export markets, could hardly survive the crisis, but almost all other Korean companies went bankrupt suddenly.
With the beginning of the production process and the dismissal of workers in this industry, car companies became the scene of demonstrations and protests by workers, and car production fell sharply. At this point, Samsung Motor Company was the most unlucky company among Korean automakers.
Samsung Motor, which was founded a short time ago, launched a passenger car model called SQ5 in the same year in collaboration with Nissan. He also founded a company called Samsung Commercial Motor to build trucks and buses. With the onset of the economic crisis, severe financial problems gripped Samsung Holding, and Samsung CEO Kun Hee Ling decided to divest automakers.
The French company Renault made the best offer to buy the company, and 70% of the shares of Samsung Motor were sold to Renault for $ 560 million, and a new company called Renault Samsung Motor was created.
Samsung Renault first changed the name of the SQ5 to SM5 and began selling it globally. Daewoo also bought SsangYong. At the beginning of the crisis, Daewoo Motor was able to survive thanks to its export market, but financial irregularities caused the company problems after a while, and a year later, it sold SsangYong to get rid of the crisis.
Hyundai bought a 51% stake in Kia Motor and took control of the company. At the height of the Asian economic crisis, Hyundai was able to open its second foreign plant in India and produce the Hyundai Atos, a small hatchback suitable for the busy streets of India.
In the mid-1370s, Iran Khodro Company began designing its first national car. Iran Khodro has not yet published detailed information about the process it has taken to design its first national car, but if we want to compare Iran Khodro's experience in designing its first national car with Hyundai's experience, we find that there are differences in the management of these two projects. With 20 years of disagreement done, there is.
Hyundai hired a project manager from the UK car industry to build its first national car, and using the power of foreign engineers, it was able to mass-produce the project in a year and a half.
In Iran, the work of designing and building the first national car was done using the power of foreign engineers, but its management was the responsibility of government managers in the automotive industry. Found.
At that time, the political atmosphere of the society was such that self-sufficiency in all fields was one of its main slogans, and it was not possible for a foreign director to be present for this project, and even the presence of foreign experts in Iran was never It was not officially announced by Iran Khodro.
Initially, the project managers decided to use the experience of the Malaysian company Proton to build the first national car. In the 1980s, Proton was able to take the full Mitsubishi Lancer platform from the Japanese company and produce its first car, the Proton Saga, by simply changing its cabin.
Proton repeated this experience with Mitsubishi and the British company Lotus over the years to launch its own independent R&D division.
This method was much simpler than what Hyundai did in the 1970s. Hyundai bought each part from one country but put them together in Korea and produced a new platform.
For Iran Khodro, the most suitable option was the 405 platform, which had been produced in Iran Khodro for a long time, and Peugeot had also shown that it was ready to cooperate with Iran Khodro. With the agreement of Peugeot, Iran Khodro decided to design a room and place it on the driving forces of Peugeot 405.
But designing a room was very difficult for Iran Khodro's fledgling research unit, so they contacted various car design companies around the world to choose the best option for designing a room.
Iran Khodro executives came to a British company called First Automotive to review various offers. However, our search to find a design company with this name did not yield results, and only one tuning and remanufacturing institute with this name was found in Liverpool, England.
The result of the first prototype that the company designed was not suitable at all and the project managers came to the conclusion that the company could not modify it, so the prototype was transferred to Iran and engineers from Germany and Austria as well as Korea to Iran. They came and worked on this sample with local engineers.
Its molds were made by the Japanese company Miyazo and its production line was made and launched by the Korean company Wushin. Production of Iran's first national car, named Samand, began in 2002 after six years of continuous work.
Information about the costs of this project was never published, but according to the information that some former managers of the automotive industry announced in the media, Samand production cost Iran Khodro 500 billion tomans, and because this company spends a large part of this amount from The banks had received facilities, due to the prolongation of the project implementation time, they had to pay 300 billion tomans to the banks for late payment fines.
Taking into account this fine, Iran Khodro has spent 800 billion Tomans for Samand, which is equivalent to one billion dollars according to the price of the dollar at that time.
To better understand Iran Khodro's investment for Samand, it is enough to know that the French company Renault bought Samsung Motor Company with $ 560 million, which is half of this amount, and at the same time, General Motors bought Daewoo Motor Company with $ 1 billion, which is equal to this amount. Bought extensive sales with several factories and global networks.
Of course, the managers of Iran's automotive industry believe that with this investment, Iran Khodro gained knowledge of automotive industry, but in the following years, there was no sign of this knowledge in Iran's automotive industry.
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