Zheng Juyong, the founder of South Korea's Hyundai, has 43 related companies, 155,000 employees, and an annual turnover of US$51.2 billion (Hyundai Motor is US$9.2 billion). In addition to core companies such as automobiles and construction, It also includes related companies such as shipbuilding, heavy electrical machinery, and electronics. It is currently an enterprise group with the least stock listings, the lowest foreign capital, and the most "Korean color". In this era of global division of labor and cooperation, it has become an independent and special force. Dark horse.

Zheng Juyong was born in a poor peasant family in Tongcheon County, Gangwon Province, which is now North Korea. After graduating from elementary school, he worked everywhere to make a living. At first, he made a living as a pushcart worker. In 1942, he started his own business with a small amount of money. Opened a car repair shop. After the Korean War, he finally gained a place in the construction industry with the help of his experience as a handcart worker on construction sites, and through the construction of U.S. military camps in Korea and military maintenance vehicles, etc., he laid the foundation for cooperating with Ford Motor to build a factory in the future. Foreshadowing. Taking advantage of the great opportunity to become popular in the construction industry, Chung Ju-yong founded Hyundai Motor Company in December 1967 in cooperation with Ford Motor Company based on the Hyundai Motor Company established in 1962 for trading and manufacturing machinery and auto parts. , officially marching into heavy industry. In the early days, two models, Ford Corte-ira and Granadae, were used as benchmarks to develop models suitable for use in South Korea, but the results were mediocre. Perhaps because the business philosophy could not achieve first-class popularity, Zheng Zhouyong signed a technical cooperation agreement with the automobile department of the Japanese Mitsubishi Group in 1967 to develop the "Pony-" car model. Since Mitsubishi Motors fully supported the technology transfer, the styling The simple, neat, economical and fuel-efficient pony car has good performance and practicality. It has won high praise at home and abroad since its launch. Especially when it entered North America for the first time, it received overwhelming praise.

The good momentum of Hyundai Motor Company's "Pony" fleet heading towards North America, the world's largest auto market, made Zheng Zhouyong realize that "high quality" is the guarantee of being invincible, so he not only drove a large number of Investing in the R&D department, and with the technical support of Mitsubishi Motors, we constantly update various production equipment, such as the latest computer-controlled robots, and testing instruments that comply with British MIRA and Japanese MC standards, making our products superior in materials, components, and Each complete stage of the finished vehicle undergoes rigorous testing to achieve consistent high quality. In addition, a 20-kilometer-long circular test track was built at the Ulsan depot to keep abreast of prototype cars under design and new cars that have just rolled off the production line. The results of various road conditions and road surface tests can be used as a reference for immediate improvements and corrections.

This kind of hard work and perseverance later paid off. The new facelifted pony car came out in 1983. A large number of them were exported to Canada and received rave reviews. Later, the 1.6L "Stellar" was launched and its export sales were also very successful. Hyundai Motor Company established a plant in Canada in the same year to produce new cars nearby. In 1985, the Excel sedan was developed to meet the needs of North America. It was accepted by consumers in North America as soon as it was launched. In 1985, with an unprecedented sales volume of 85,000 units, it became the imported car champion in Canada that year. In the same year, it sold 170,000 units in the United States, making it a dark horse that is admired by many in the world of automobiles. Regarding these achievements, Zheng Juyong is not complacent. He not only wants Hyundai Motor to have the first market share in South Korea, but also to take the initiative and lead in the world automobile market. Therefore, he insisted on having the ability to develop independently. As early as 1976, eight years after the establishment of the factory, Hyundai Motor Company had its own successfully developed new model. In 1981, it entered into a joint venture with Mitsubishi Motors (Mitsubishi invested 10%). By 1983, it had developed its second new car, and in 1985 Established a car factory with an annual output of 100,000 vehicles in Quebec, Canada.

In response to the trend of electronics in the automobile industry, Zheng Zhouyong established Hyundai Electronics in 1982, which became a strong backing for the modernization of Hyundai automobiles.

Now, Hyundai Motor Co., Ltd. is working hard to achieve the goal of 95 percent self-production. In 1988, it independently developed a new engine with an injection fuel supply system. It was the fruitful result of the joint efforts of Hyundai Motor Co., Ltd. and downstream manufacturers. Jung Joo-yong continues to promote the process from materials to parts. , all independently developed and manufactured.

In addition, it is worth mentioning that the vast majority of modern car factory production machinery, including computer hardware equipment, are mostly domestic products. At the same time, in order to improve quality control, the Japanese-style "real-time control system" was not adopted, but a high-level vertical integration method was implemented. The current average annual output is 1.15 million passenger cars.

Hyundai Motor Co., Ltd. currently sells models in 128 countries and regions around the world, including the Exc-el, Elantra, Sonata and the Coupe, which shares the same platform as the Elantra. Sports car and other four models. The Elantra model won the championship in the production car category of the Australian Off-Road Competition in 1992 and 1993, and was awarded the title of the most worth buying mid-size sedan by the British automotive magazine "What Car"; Excellence was selected into the 1994 American Car Yearbook (Car Book) Best Safe Small RV; Sonata was launched in mainland China in early 1993 and sold 40,000 units from January to May. What is most admired and envied by the automobile industry is that under the persistence and supervision of Zheng Juyong, Hyundai Motor Company proudly launched the first concept car HCD-I, which was completely independently developed at the 1992 Detroit Auto Show, with smooth lines. , the avant-garde shape, set off by two bright eagle-eye headlights, immediately conquered North American car fans. The most "scary" thing is that the price of this two-seater sports car is only 14,000 US dollars, even in Japan The automotive industry is also secretly planning countermeasures.

A year later, Hyundai Motor Company showed off its second trump card at the 1993 Detroit Auto Show - HCD-II, with a two-in-one seat design and four-cylinder variable timing. The multi-valve 2.0L engine, ABS anti-deadlock braking system, and ultra-wide flat tires are an out-and-out fun sports car design. Hyundai Motor was able to surpass South Korea's oldest and largest Kia Motors factory in a short period of time and become famous in the world's automotive industry. Zheng Juyong's unique business philosophy-"on-the-spotism" is the key to success: not only does he have to All the 15 brothers, 8 sons and 1 son-in-law of the family are on the front line of business. He himself often maintains close contact with the "on-site"-the production line. He attaches great importance to cadres from the Department of Science and Engineering. These managers who focus on "on-site" work naturally become Zheng Zhouyong's "sensors" at various sites and fully understand the real-time status of the relevant enterprises.

However. Unfortunately, in July 1987, a "strike" problem began to occur mainly at Hyundai Machinery, and it quickly spread to the entire Hyundai Enterprise Group. As a result, the "Labor Council" composed of 12 companies in the group demanded that Zheng Juyong After withdrawing from the management lineup and finally handing over the salary determination and management rights to the general managers of each company, the strike subsided, but the six major companies in the group entered a state of suspension.

Labour and management. Continuous disputes caused the Hyundai Group to lose a lot of operating opportunities and performance. In January 1992, during the strike at Hyundai Motor's Ulsan plant, the amount of losses that affected exports to Europe and the Asia-Pacific region exceeded 1.25 billion US dollars. This is not even Including the US$5.3 million needed to repair the factory and equipment. However, the current successor of Hyundai Motor, Zheng Shiyong, has inherited his brother's spirit and practices "on-the-spotism", and Hyundai Motor's presence in the world of automobiles does not seem to have diminished.