At a certain point in time, Iran sought to expand with some specific governments in the world, and one of the areas that included these diplomatic activities was the expansion of reciprocal industrial activities, but the point was that these countries were industrialized from Iran They were further back, and for this reason, conditions were created for Iranian carmakers to provide Iranian car assembly sites in these countries.
Khodrocar - Iraq, Syria and Venezuela were the countries that started assembling Iranian products in full CKD with the support of the Iranian government.
The then managers of the car companies considered the establishment of foreign and export sites to be profitable, but the managers who replaced them believed that the establishment of these foreign factories was under government pressure and that no economic parameters were seen in it.
They acknowledge that one of the reasons for the liquidity crisis of car manufacturers in the early 1390s was investment without foreign return and car exports below cost. Although the claim has not been substantiated, automakers also acknowledge the sale of cars at a loss in global markets, although they see it as inevitable to stabilize in new markets.
During this period, the president and government officials at the time pressured the automakers to introduce new models, although the automakers promised in response to these pressures that they intend to introduce two new models in different classes every year, but the company They lacked R&D departments, so the introduction of new cars was limited to a few modifications to the models they had been producing for years, and the production of different models was rare.
One of the new models introduced at this time was a miniature car of Saipa Company, which was later named Tiba. This was the same Saipa national project that had been stopped years ago and now the new officials of the company had restarted it.
Saipa announced that this car was designed and built with an investment of 120 million dollars. The engine was owned by Pride, but the German FEV boosted it from 1,300 to 1,500 cc, and its suspension and braking system was similar to that of the Rio. The combination of the cars that were produced in this company at that time, along with the enhanced Pride engine, led Saipa Company to achieve a new platform called X100, and announced that from now on all Saipa products will be used. It is produced from this platform.
In Iran Khodro, a project to design a new car called the X12 was defined, which later met a strange fate. The story of this car dates back to the time when Iran Khodro officials agreed with a Chinese company to set up a factory to produce 100,000 Iranian cars a year in China.
Since Iran Khodro Company could not produce Peugeot brand cars in another country, it decided to make changes in the appearance of Peugeot 206 sedan and produce it in the Chinese market under the name of a new car that is its own intellectual property. .
Iran Khodro's second national car was designed quickly with the help of Chinese companies. But the project did not succeed, and the failure of the national car, called the Rana, began on the day of its unveiling. The new managers of Iran Khodro closed this project for three years, but later its production line was invested with 100 billion Tomans, but because this car was originally designed for production in the Chinese market, its production in Iran seemed strange because Iran Khodro had been producing the Peugeot 206 sedan for many years, and Peugeot had designed this car from the beginning by ordering Iran Khodro and for production in Iran.
Now, a few years after the production of this product, Iran Khodro had designed a new car with an investment of 120 billion Tomans, which was slightly different from the Peugeot 206 sedan, and this meant that the company competed with one of its best-selling products.
During 2009 and 2010, the new generation of Hyundai and Kia cars were gradually introduced to the market. The cars were the result of the two companies' investment in R&D and the product of many years of work by Peter Shearer, Thomas Barkel and their colleagues.
Despite the successes the two companies have already achieved, their new generation of cars is a turning point for them and for the overall history of South Korea. Although the new cars of these two Korean companies were far from products such as Toyota and Honda in terms of durability and driving speed, but the different design and abundant amenities of Hyundai and Kia products caused new cars in many markets to sell Toyota and Honda.
Ten years ago, Hyundai and Kia executives announced that the two companies' strategy from now on is to improve quality, and increasing circulation is no longer one of their priorities. Now, in a 10-year period, this strategy has led companies to enter new markets and increase circulation, so that a year later, Hyundai and Kia produced 4 million vehicles.
The new products of these two companies caused problems for the Korean automakers. These companies, which were not in a good position due to the crisis in the world financial markets, faced further sales decline due to the launch of the new generation of Hyundai and Kia cars.
General Motors has announced that it will no longer use the Daewoo brand in any of the markets, and that the company's cars will henceforth be offered under the Chevrolet brand. General Motors' decision meant the complete disappearance of one of Korea's most famous car brands.
Renault-Samsung also saw a 27 percent drop in sales in South Korea in 2010. This drop continued in later years, and in 2012 the company lost half of its domestic market in Korea. This problem caused Renault Samsung to lay off 20% of its workers.
Due to a drop in sales of Ssang Sung products, China Motor Company, which owned the company, decided to lay off some of the company's workers. The decision met with a strong reaction from Korean workers. The union, which has had trouble with SsangYong's Chinese executives from the beginning, opposed the decision and stopped production altogether.
As the Sang Yang workers' crisis intensified, managers were prevented from entering the factory, leading to police intervention and violence. Clashes between workers and police destroyed part of the Sang Yang factory, and a number of union officials were arrested, and the Chinese eventually decided to divest the company. After a year of negotiations with the buyers, SsangYong was finally transferred to the Indian company Mahindra, and the Chinese left the South Korean car market.
At the same time, the Iranian car market was on the verge of a crisis. During 2009 and 2010, due to the government keeping the price of the dollar constant and rising inflation, imports from China were much cheaper than domestic production, so some of the parts needed by car companies were produced in China. Iranian packaging was imported as a domestic product. At the same time, the dispute between Iran and the West was intensifying due to the nuclear issue, and the dependence of Iranian automakers on Chinese companies could not have had a good outcome. Apart from this, the automotive investment in unrelated sectors caused a lack of liquidity for these companies.
Under these circumstances, the car industry was boycotted by foreign companies and caused all foreign companies whose cars were produced in Iran to prevent the supply of parts, and the production of many cars that had been assembled in Iran for many years. Was stopped. Apart from this, due to the tripling of the exchange rate, the two major car companies, which had left part of the production of parts to the Chinese, faced a crisis because the price of these parts also tripled. Under these circumstances, the automakers also decided to increase the prices of their products. Although the government initially opposed the decision, car prices eventually tripled within a short period of time.
The lack of liquidity of car manufacturers and the problems of shortage of parts caused them to face a 40% drop in production in 1392. This drop in production provided a very good ground for Chinese carmakers in Iran. The entry of Chinese companies into the Iranian market caused small car companies to start operating in Iran, whose only job was to assemble these Chinese cars. These companies bought a pack of Chinese CKDs for about $ 8,000. This pack was subject to 26% customs duties, plus the cost of assembly, paint, and the automaker's profit, and finally the price. 40 to 50 million tomans were offered in the market.
Although this price was more expensive than the cars produced in Iran, it was attractive to the middle class of Iranian consumers due to its more up-to-date appearance and many possibilities. Although at first there was criticism of the Chinese presence in Iran, but eventually the two major automakers also resorted to this formula to reduce their production, but the problem was that large automakers could not in the car market due to management problems and high costs. Chinese compete with small companies.
The widespread presence of Chinese companies in both the parts and automotive sectors showed that the 60-year-old automobile industry in Iran is not possible without the help of a foreign country.
The then managers of the car companies considered the establishment of foreign and export sites to be profitable, but the managers who replaced them believed that the establishment of these foreign factories was under government pressure and that no economic parameters were seen in it.
They acknowledge that one of the reasons for the liquidity crisis of car manufacturers in the early 1390s was investment without foreign return and car exports below cost. Although the claim has not been substantiated, automakers also acknowledge the sale of cars at a loss in global markets, although they see it as inevitable to stabilize in new markets.
During this period, the president and government officials at the time pressured the automakers to introduce new models, although the automakers promised in response to these pressures that they intend to introduce two new models in different classes every year, but the company They lacked R&D departments, so the introduction of new cars was limited to a few modifications to the models they had been producing for years, and the production of different models was rare.
One of the new models introduced at this time was a miniature car of Saipa Company, which was later named Tiba. This was the same Saipa national project that had been stopped years ago and now the new officials of the company had restarted it.
Saipa announced that this car was designed and built with an investment of 120 million dollars. The engine was owned by Pride, but the German FEV boosted it from 1,300 to 1,500 cc, and its suspension and braking system was similar to that of the Rio. The combination of the cars that were produced in this company at that time, along with the enhanced Pride engine, led Saipa Company to achieve a new platform called X100, and announced that from now on all Saipa products will be used. It is produced from this platform.
In Iran Khodro, a project to design a new car called the X12 was defined, which later met a strange fate. The story of this car dates back to the time when Iran Khodro officials agreed with a Chinese company to set up a factory to produce 100,000 Iranian cars a year in China.
Since Iran Khodro Company could not produce Peugeot brand cars in another country, it decided to make changes in the appearance of Peugeot 206 sedan and produce it in the Chinese market under the name of a new car that is its own intellectual property. .
Iran Khodro's second national car was designed quickly with the help of Chinese companies. But the project did not succeed, and the failure of the national car, called the Rana, began on the day of its unveiling. The new managers of Iran Khodro closed this project for three years, but later its production line was invested with 100 billion Tomans, but because this car was originally designed for production in the Chinese market, its production in Iran seemed strange because Iran Khodro had been producing the Peugeot 206 sedan for many years, and Peugeot had designed this car from the beginning by ordering Iran Khodro and for production in Iran.
Now, a few years after the production of this product, Iran Khodro had designed a new car with an investment of 120 billion Tomans, which was slightly different from the Peugeot 206 sedan, and this meant that the company competed with one of its best-selling products.
During 2009 and 2010, the new generation of Hyundai and Kia cars were gradually introduced to the market. The cars were the result of the two companies' investment in R&D and the product of many years of work by Peter Shearer, Thomas Barkel and their colleagues.
Despite the successes the two companies have already achieved, their new generation of cars is a turning point for them and for the overall history of South Korea. Although the new cars of these two Korean companies were far from products such as Toyota and Honda in terms of durability and driving speed, but the different design and abundant amenities of Hyundai and Kia products caused new cars in many markets to sell Toyota and Honda.
Ten years ago, Hyundai and Kia executives announced that the two companies' strategy from now on is to improve quality, and increasing circulation is no longer one of their priorities. Now, in a 10-year period, this strategy has led companies to enter new markets and increase circulation, so that a year later, Hyundai and Kia produced 4 million vehicles.
The new products of these two companies caused problems for the Korean automakers. These companies, which were not in a good position due to the crisis in the world financial markets, faced further sales decline due to the launch of the new generation of Hyundai and Kia cars.
General Motors has announced that it will no longer use the Daewoo brand in any of the markets, and that the company's cars will henceforth be offered under the Chevrolet brand. General Motors' decision meant the complete disappearance of one of Korea's most famous car brands.
Renault-Samsung also saw a 27 percent drop in sales in South Korea in 2010. This drop continued in later years, and in 2012 the company lost half of its domestic market in Korea. This problem caused Renault Samsung to lay off 20% of its workers.
Due to a drop in sales of Ssang Sung products, China Motor Company, which owned the company, decided to lay off some of the company's workers. The decision met with a strong reaction from Korean workers. The union, which has had trouble with SsangYong's Chinese executives from the beginning, opposed the decision and stopped production altogether.
As the Sang Yang workers' crisis intensified, managers were prevented from entering the factory, leading to police intervention and violence. Clashes between workers and police destroyed part of the Sang Yang factory, and a number of union officials were arrested, and the Chinese eventually decided to divest the company. After a year of negotiations with the buyers, SsangYong was finally transferred to the Indian company Mahindra, and the Chinese left the South Korean car market.
At the same time, the Iranian car market was on the verge of a crisis. During 2009 and 2010, due to the government keeping the price of the dollar constant and rising inflation, imports from China were much cheaper than domestic production, so some of the parts needed by car companies were produced in China. Iranian packaging was imported as a domestic product. At the same time, the dispute between Iran and the West was intensifying due to the nuclear issue, and the dependence of Iranian automakers on Chinese companies could not have had a good outcome. Apart from this, the automotive investment in unrelated sectors caused a lack of liquidity for these companies.
Under these circumstances, the car industry was boycotted by foreign companies and caused all foreign companies whose cars were produced in Iran to prevent the supply of parts, and the production of many cars that had been assembled in Iran for many years. Was stopped. Apart from this, due to the tripling of the exchange rate, the two major car companies, which had left part of the production of parts to the Chinese, faced a crisis because the price of these parts also tripled. Under these circumstances, the automakers also decided to increase the prices of their products. Although the government initially opposed the decision, car prices eventually tripled within a short period of time.
The lack of liquidity of car manufacturers and the problems of shortage of parts caused them to face a 40% drop in production in 1392. This drop in production provided a very good ground for Chinese carmakers in Iran. The entry of Chinese companies into the Iranian market caused small car companies to start operating in Iran, whose only job was to assemble these Chinese cars. These companies bought a pack of Chinese CKDs for about $ 8,000. This pack was subject to 26% customs duties, plus the cost of assembly, paint, and the automaker's profit, and finally the price. 40 to 50 million tomans were offered in the market.
Although this price was more expensive than the cars produced in Iran, it was attractive to the middle class of Iranian consumers due to its more up-to-date appearance and many possibilities. Although at first there was criticism of the Chinese presence in Iran, but eventually the two major automakers also resorted to this formula to reduce their production, but the problem was that large automakers could not in the car market due to management problems and high costs. Chinese compete with small companies.
The widespread presence of Chinese companies in both the parts and automotive sectors showed that the 60-year-old automobile industry in Iran is not possible without the help of a foreign country.
Latest News
