Operations Strategy : Hyundai Automotive Industry Question 1. The self-propelled industry is one of the main ingredients of the Korean national growth. In 2004, Hyundai Motor Company had $57.2 billion in sales in South Korea making it the countrys second largest corporation. It is besides the publics seventh largest car maker. In 1998, Hyundai acquired rival Kia Motors. This acquisition brings the get-go element of the firm competitive strategy. The Hyundai motor conjunction is immediately aiming to establish clear and distinct identities for the deuce firebrands so that they wear thint compete between each other in the market. The company competitive strategy is influenced by the differenciation strategy within the two brands in the same automotive group. However, this strategy also affects the boilersuit strategy of the Hyundai Motor Company within the Automotive Market. The Hyundai brand is positioned as the refined and confident nameplate. Kia, on the other hand, has an identity operator of a sportier, more than youthful brand. However, the competitive strategy is also influenced by the lower salute strategy.
Whereas Kia previously built vehicles on Hyundai platforms to save money, the automaker is now developing standardized corporate platforms for both brands that allow for different styling. Since the years 2000, because of high pressures at home (domestic market growing at under five percent and Korean government imposing heavy vehicle excise duty), Hyundai and the other Korean automakers have become more aggressive in terms of pricing and quality, and begun developing bigger cars, and broadening their product ranges to meet diverse customer preferences. Hyundai is cognize for affordable line of cars and being an actor of the lower cost strategy. Nevertheless, the company is today changing the tried-and-true value tactic to emotional, high-quality and voguish positioning. Hyundai operating business model (OBM) has evolved... If you want to get a full essay, order it on our website: Orderessay
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