·What does the Korean car teach us?

“In the early days, the Korean car was very bad, and it was no better than the current self-owned brand.” At the just-concluded China-Korea Automotive Industry Development Seminar, Yin Tongyue, Chairman of Chery Automobile (click to view the latest person news), recalls, “2008 The financial crisis I went to South Korea. At that time, the manufacturing industry was very difficult. Hyundai Motor was writing TOP FIVE everywhere, saying that it would be the top five in the world. Now they have done it by their own efforts and will."
The start and development of the Korean automobile industry is almost in sync with China. The rapid development in recent years has become an example for independent brands to compete for learning. But for many years, independent brands have always raised their quality or quality improvement forever on the road. In the current situation of dilemma, how to truly "teacher long skills" is more practical.
"Quality management" is not an old-fashioned "The most important thing for China to become a car power is to enhance its competitiveness. This is a prerequisite." Tan Daohong, general manager of Hyundai Motor (China) Investment Co., Ltd. talked about corporate development. This is indicated. In the 1990s, because of the quality, the modern car that once laughed and laughed was able to achieve today's results. He believed that quality is the premise.
In the modern car quality crisis, Zheng Mengjiu promised to the world consumers that the warranty period is 10 years or 100,000 miles, which is unprecedented in the automotive industry. “Excellent quality can increase the brand's visibility, thus expanding the sales of the products and the company's profitability,” said Dr. Li Yijiu, a researcher at the Korea Industry.
Yin Tongyue also said: "We made some mistakes before, and now we recognize the importance of quality. We have also tasted the sweetness of quality improvement." This is also his experience after Chery's strategic transformation. He pointed out that "focusing on quality" will reduce the cost of enterprises. In 2013, Chery saved the cost of 90 million yuan, and in 2014 it is expected to save 150 million yuan. “I hope that my own brands can quickly realize that some companies are still blindly relying on scale and profits, and this development is not sustainable.”
According to the survey conducted by the National Information Center, the quality of self-owned brand manufacturing and joint venture brands is comparable, and the cost is higher than that of joint venture brands. Zhao Fuquan believes that quality is the basis of quality and the most urgent problem for independent brands. The high quality costs caused by poor quality will completely lose the competitive advantage of independent brands.
Where is the powerful execution?
Although quality has been proposed for many years, the performance of the company is not satisfactory. Zhao Fuquan, dean of the Institute of Automotive Industry and Technology Strategy of Tsinghua University, believes that this is also the place that should be studied most Korean companies. "Independent brands must have quality awareness and consistent quality assurance capabilities." Yin Tongyue even called for "We must be able to withstand loneliness in sales, but we must not be able to withstand loneliness in quality."
For Yin Tongyue, he always remembers the “TOP FIVE” goal that Hyundai Motor has in the most difficult times. Dr. Li Yujiu, who has a deep research on the Korean automotive industry, further certifies that “execution, reliability, sustainability, practicality, and functionality are all combined to ensure quality.”
He also suggested that enterprises should establish a good management culture. It is also very important for them to connect and coordinate with the upper management in the middle management. The middle managers can not give too much pressure to the frontline employees, make them feel dissatisfied, and should not slack off. Emotions and negative emotions should be well communicated with senior management, and the company's leadership management philosophy and policies should be implemented to front-line employees to ensure quality assurance during the production process.

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