The acquisition of half of Kia by Hyundai was accompanied by another change in Hyundai. Chang Joyang, the creative founder of Hyundai Industrial Group, died at the age of 81.
Khodrocar - Chang Joyang was originally the son of a poor family of 10 who had managed to become one of the most influential figures in Korea with his abilities, so that in the last years of his life he tried to use his credibility to differentiate between South and North Korea. To reduce the shadow of war from these two countries.
Shortly before his death, Chang Joo Young divided the management of the Hyundai Holding Company among his eight sons. He handed over Hyundai Motors, Hyundai's most important holding company, to his eldest son, Chang Mong Ko, who was about 60 years old at the time. Of course, he worked with his father for many years in all Hyundai companies, but since then he has focused his activities as the CEO of Hyundai Motors and Kia Motors.
Although his father had previously run Hyundai Motors well, this change of management brought about a major transformation in the car company. In his new policy, Chang Mong Koo stated that Hyundai will no longer seek to increase car production in its new policies, but will focus on increasing quality.
As a result, he has invested more in research and development. Hyundai has expanded its $ 45 million Kia Motors R&D center to be used jointly by both Hyundai and Korea.
So far, not many pictures have been published of the inside of the center, but according to available information, the Young Research and Development Center has an area of 3,300,000 square meters, which is approximately equal to 500 football fields and employs 10,000 people. Apart from various parts of design, body design, interior design and propulsion design, it also has prototype workshops for initial construction of wind tunnels, car test track and crash test hall.
Hyundai's new CEO offered a 10-year warranty, or 160,000 kilometers, of the company's products in the US market to correct the bad image of the company's products in the minds of American consumers. In this unprecedented warranty, even if people bought their car in installments and were not able to pay their installments after a while, they could return their car without any penalty.
This comprehensive warranty initially created many problems for Hyundai and a large number of cars were returned, but gradually gained consumer confidence and expanded the sales market. After a short time, Hyundai was able to overtake Honda, a well-known company in the American market.
At the end of the 1370s, the Iranian government realized that the biggest problem of the country's automobile industry is that it is state-owned. They did not, but grew more and more, and their situation became worse than before.
At this point, two major automakers bought smaller companies. Saipa Company first bought 51% of the shares of Pars Khodro Company and acquired this company, then also bought Iran Kaveh Company and changed its name to Saipa Diesel.
Iran Khodro also bought Khavar Industrial Group and a new company called Iran Khodro Diesel was established. Although the shares of two major automakers were also listed on the stock exchange, the Development Organization kept enough of their shares to be able to manage these companies.
With this account, the major shares of these companies remained in the hands of the government, and despite the privatization shares, privatization did not take place in them.
During this period, new cars entered the Iranian market and Iranian car companies expanded their product portfolio. Kerman Automotive Industries, which has been assembling Daewoo C-Yellow in Iran for a long time, started producing another product of this Korean company called Daewoo Matiz.
The Daewoo Matiz is powered by an 800cc three-cylinder engine and was, in fact, an improved generation of the Daewoo Tico. Iran Khodro Company also produced a luxury and improved model of Peugeot 405 called Peugeot Persia. This car, which differed from the Peugeot 405 in the windshield, bumper lights and trunk lid, uses an 1800 cc injector engine.
Peugeot Persia was launched as a luxury car and Iran Khodro was looking for export markets for it. For this reason, after a short time, its name was changed to Peugeot Ambassador. The reason for this change was the sensitivity of the Arab countries to the word Persia. But after a while, after this car could not be exported, its name was changed to Peugeot Pars again.
Shortly afterwards, Iran Khodro started producing a hatchback from Peugeot 206.
At the time of its launch in Iran, the 206 was the European car of the day and was designed by Peugeot, the chief designer of Peugeot, and was launched in the Iranian market with a 1600 cc engine.
Proper handling, attractive appearance and good price of this car made it well received by Iranian consumers.
During this period, Saipa Company also started producing Xantia in Iran under a 10-year contract with Citroen. Xantia was launched by Citroen 8 years ago and its production in France was stopped a year after entering the Iranian market.
Xantia uses a powerful 2,000 cc engine designed by the Burton Group in Italy. One of the features of this car was the use of air assistance. In addition, the suspension was designed so that it could move on all three wheels.
Pars Khodro Company, which was now a subsidiary of Saipa Company, also started assembling two products of the Japanese company Nissan called Pickup and Maxima.
These cars were able to find a good position among the affluent class of society due to the welfare equipment and powerful engine in the conditions of import ban. In the contract between Pars Khodro and Nissan, there was no provision regarding the internalization of these cars. Despite the fact that Saipa and Pars Khodro introduced several new cars to the market at this time, but all of these cars had a high price and even the middle class could not buy them.
Saipa Company was looking for a market of consumers who could not even afford to buy Pride, customers who made a good profit by buying Peykan Iran Khodro. In this regard, Pars Khodro Company introduced a car called PK to the market. In this car, Renault 5 room was placed on the chassis and driving forces of Pride, and considering that the distance between Pride wheels was more than Renault 5, the wheels of this car protruded slightly from the body, which Pars Khodro engineers added by adding They tried to cover this problem on the fender, but the PK was not a successful car on the market.
In 2001, South Korea's SsangYong Company also entered the Iranian market, and the assembly of a long chassis of this company called Musso in the Moratab Khodro company began.
Shortly before his death, Chang Joo Young divided the management of the Hyundai Holding Company among his eight sons. He handed over Hyundai Motors, Hyundai's most important holding company, to his eldest son, Chang Mong Ko, who was about 60 years old at the time. Of course, he worked with his father for many years in all Hyundai companies, but since then he has focused his activities as the CEO of Hyundai Motors and Kia Motors.
Although his father had previously run Hyundai Motors well, this change of management brought about a major transformation in the car company. In his new policy, Chang Mong Koo stated that Hyundai will no longer seek to increase car production in its new policies, but will focus on increasing quality.
As a result, he has invested more in research and development. Hyundai has expanded its $ 45 million Kia Motors R&D center to be used jointly by both Hyundai and Korea.
So far, not many pictures have been published of the inside of the center, but according to available information, the Young Research and Development Center has an area of 3,300,000 square meters, which is approximately equal to 500 football fields and employs 10,000 people. Apart from various parts of design, body design, interior design and propulsion design, it also has prototype workshops for initial construction of wind tunnels, car test track and crash test hall.
Hyundai's new CEO offered a 10-year warranty, or 160,000 kilometers, of the company's products in the US market to correct the bad image of the company's products in the minds of American consumers. In this unprecedented warranty, even if people bought their car in installments and were not able to pay their installments after a while, they could return their car without any penalty.
This comprehensive warranty initially created many problems for Hyundai and a large number of cars were returned, but gradually gained consumer confidence and expanded the sales market. After a short time, Hyundai was able to overtake Honda, a well-known company in the American market.
At the end of the 1370s, the Iranian government realized that the biggest problem of the country's automobile industry is that it is state-owned. They did not, but grew more and more, and their situation became worse than before.
At this point, two major automakers bought smaller companies. Saipa Company first bought 51% of the shares of Pars Khodro Company and acquired this company, then also bought Iran Kaveh Company and changed its name to Saipa Diesel.
Iran Khodro also bought Khavar Industrial Group and a new company called Iran Khodro Diesel was established. Although the shares of two major automakers were also listed on the stock exchange, the Development Organization kept enough of their shares to be able to manage these companies.
With this account, the major shares of these companies remained in the hands of the government, and despite the privatization shares, privatization did not take place in them.
During this period, new cars entered the Iranian market and Iranian car companies expanded their product portfolio. Kerman Automotive Industries, which has been assembling Daewoo C-Yellow in Iran for a long time, started producing another product of this Korean company called Daewoo Matiz.
The Daewoo Matiz is powered by an 800cc three-cylinder engine and was, in fact, an improved generation of the Daewoo Tico. Iran Khodro Company also produced a luxury and improved model of Peugeot 405 called Peugeot Persia. This car, which differed from the Peugeot 405 in the windshield, bumper lights and trunk lid, uses an 1800 cc injector engine.
Peugeot Persia was launched as a luxury car and Iran Khodro was looking for export markets for it. For this reason, after a short time, its name was changed to Peugeot Ambassador. The reason for this change was the sensitivity of the Arab countries to the word Persia. But after a while, after this car could not be exported, its name was changed to Peugeot Pars again.
Shortly afterwards, Iran Khodro started producing a hatchback from Peugeot 206.
At the time of its launch in Iran, the 206 was the European car of the day and was designed by Peugeot, the chief designer of Peugeot, and was launched in the Iranian market with a 1600 cc engine.
Proper handling, attractive appearance and good price of this car made it well received by Iranian consumers.
During this period, Saipa Company also started producing Xantia in Iran under a 10-year contract with Citroen. Xantia was launched by Citroen 8 years ago and its production in France was stopped a year after entering the Iranian market.
Xantia uses a powerful 2,000 cc engine designed by the Burton Group in Italy. One of the features of this car was the use of air assistance. In addition, the suspension was designed so that it could move on all three wheels.
Pars Khodro Company, which was now a subsidiary of Saipa Company, also started assembling two products of the Japanese company Nissan called Pickup and Maxima.
These cars were able to find a good position among the affluent class of society due to the welfare equipment and powerful engine in the conditions of import ban. In the contract between Pars Khodro and Nissan, there was no provision regarding the internalization of these cars. Despite the fact that Saipa and Pars Khodro introduced several new cars to the market at this time, but all of these cars had a high price and even the middle class could not buy them.
Saipa Company was looking for a market of consumers who could not even afford to buy Pride, customers who made a good profit by buying Peykan Iran Khodro. In this regard, Pars Khodro Company introduced a car called PK to the market. In this car, Renault 5 room was placed on the chassis and driving forces of Pride, and considering that the distance between Pride wheels was more than Renault 5, the wheels of this car protruded slightly from the body, which Pars Khodro engineers added by adding They tried to cover this problem on the fender, but the PK was not a successful car on the market.
In 2001, South Korea's SsangYong Company also entered the Iranian market, and the assembly of a long chassis of this company called Musso in the Moratab Khodro company began.
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