The Korean carmaker and its Kia sub

The Korean carmaker and its Kia subsidiary are trying to move upscale in the U.S.—but culture clashes, management turmoil, and strategic discord are making for a bumpy ride

On the morning of Monday, Feb. 4, about 20 of the top executives at the Irvine (Calif.) headquarters of Kia Motors America left their warm offices to stand outside in near-freezing cold. They were awaiting the arrival of Byung Mo Ahn, the president of Kia Motors. The group organized itself into a receiving line and stayed in formation for more than 15 minutes until Ahn arrived in a chauffeur-driven Kia Amanti sedan.

Although some of the executives were shivering, it would have been bad form to return inside: Standing to greet top brass is customary at Hyundai Motor, Kia's Korean parent. After spending a full week in Irvine, Ahn performed another ritual that has become common at the company: sacking the American leadership team. On Feb. 8 he axed Len Hunt, president and CEO of Kia Motors America, and Ian Beavis, marketing vice-president.

It marked the fourth shakeup in three years for Kia's American operation. The U.S. unit of Hyundai, meanwhile, has churned through four top executives in five years. Many of the departures have come at awkward times. Hunt and Beavis got the news at the airport as they were about to fly from Irvine to an annual dealer meeting in San Francisco. According to several sources, Hunt's predecessor, Peter Butterfield, was dismissed during a dinner meeting with dealers at the Bellagio Hotel in Las Vegas—between the entrée and dessert. The companies declined to comment on any of these executive departures.

The management shakeups at the American divisions of Hyundai and Kia—two once-separate manufacturers that are now essentially run as one company—come at a critical period. Both brands, which were originally marketed to American consumers as utilitarian econoboxes, are trying to move upscale and sell sedans that can compete with Cadillac and BMW. They are also banking on rapid growth in the U.S. Next year, for example, Kia is opening a plant in Georgia that was built on the optimistic assumption that the company could sell at least 370,000 cars in the U.S. annually. But sales momentum has been slowing. Kia sold 305,000 cars in America in 2007, 13% shy of its target of 350,000. Given their aggressive growth plans, both Hyundai and Kia "need North American auto expertise," says James N. Hall, president of 2953 Analytics, an auto industry consultancy near Detroit.

The problem is that the companies keep booting out American talent. And many of the American executives who do stay find parent Hyundai Motor's corporate culture to be suffocating. According to several current and former managers, Hyundai Chairman Chung Mong Koo, Kia's Ahn, and other top executives run the companies in a far more authoritarian style than do most American CEOs. The critics say his team micromanages details, rarely listens to advice from local managers, and displays little tolerance for disagreement. "It's a very feudal approach to management," says Bob Martin, a former sales executive who left Hyundai in 2005 to become a consultant at CarLab, a Santa Ana (Calif.) consulting firm. "There's a king, he rules, and everyone curries his favor. It's very militaristic.

Hasil (Bahasa Indonesia) 1:

Produsen mobil Korea dan perusahaannya Kia mencoba untuk memindahkan kelas atas di U.S.—but budaya bentrokan, kekacauan manajemen, dan perselisihan yang strategis membuat untuk naik bergelombangPada pagi hari Senin, Februari 4, sekitar 20 dari eksekutif puncak di markas Kia Motors America Irvine (Calif.) meninggalkan kantor mereka hangat untuk berdiri di luar di dekat-beku dingin. Mereka sedang menunggu kedatangan Byung Mo Ahn, Presiden Kia Motors. Grup diatur sendiri ke dalam garis menerima dan tinggal dalam formasi selama lebih dari 15 menit sampai Ahn tiba di dikemudikan Kia Amanti sedan.Meskipun beberapa Eksekutif telah menggigil, itu akan menjadi bentuk buruk untuk kembali dalam: berdiri untuk menyambut atas kuningan adat di Hyundai Motor, KIA Korea orangtua. Setelah menghabiskan satu minggu di Irvine, Ahn dilakukan ritual lain yang telah menjadi umum di perusahaan: pemecatan tim kepemimpinan Amerika. On Feb 8 ia axed Len Hunt, Presiden dan CEO dari Kia Motors America, dan Ian Beavis, Wakil Presiden pemasaran.It marked the fourth shakeup in three years for Kia's American operation. The U.S. unit of Hyundai, meanwhile, has churned through four top executives in five years. Many of the departures have come at awkward times. Hunt and Beavis got the news at the airport as they were about to fly from Irvine to an annual dealer meeting in San Francisco. According to several sources, Hunt's predecessor, Peter Butterfield, was dismissed during a dinner meeting with dealers at the Bellagio Hotel in Las Vegas—between the entrée and dessert. The companies declined to comment on any of these executive departures.The management shakeups at the American divisions of Hyundai and Kia—two once-separate manufacturers that are now essentially run as one company—come at a critical period. Both brands, which were originally marketed to American consumers as utilitarian econoboxes, are trying to move upscale and sell sedans that can compete with Cadillac and BMW. They are also banking on rapid growth in the U.S. Next year, for example, Kia is opening a plant in Georgia that was built on the optimistic assumption that the company could sell at least 370,000 cars in the U.S. annually. But sales momentum has been slowing. Kia sold 305,000 cars in America in 2007, 13% shy of its target of 350,000. Given their aggressive growth plans, both Hyundai and Kia "need North American auto expertise," says James N. Hall, president of 2953 Analytics, an auto industry consultancy near Detroit.The problem is that the companies keep booting out American talent. And many of the American executives who do stay find parent Hyundai Motor's corporate culture to be suffocating. According to several current and former managers, Hyundai Chairman Chung Mong Koo, Kia's Ahn, and other top executives run the companies in a far more authoritarian style than do most American CEOs. The critics say his team micromanages details, rarely listens to advice from local managers, and displays little tolerance for disagreement. "It's a very feudal approach to management," says Bob Martin, a former sales executive who left Hyundai in 2005 to become a consultant at CarLab, a Santa Ana (Calif.) consulting firm. "There's a king, he rules, and everyone curries his favor. It's very militaristic.

Hasil (Bahasa Indonesia) 2:

Produsen mobil Korea dan anak Kia yang mencoba untuk memindahkan kelas atas di AS tapi budaya bentrokan, gejolak manajemen, dan perselisihan strategis membuat untuk bergelombang naik Pada pagi hari Senin, 4 Februari sekitar 20 dari eksekutif puncak di Irvine (California.) markas Kia Motors America meninggalkan kantor hangat mereka untuk berdiri di luar di dingin di dekat-beku. Mereka menunggu kedatangan Byung Mo Ahn, presiden Kia Motors. Kelompok ini diselenggarakan sendiri menjadi garis penerima dan tinggal dalam formasi selama lebih dari 15 menit sampai Ahn tiba di bersopir Kia Amanti sedan. Meskipun beberapa dari para eksekutif yang menggigil, itu akan menjadi bentuk buruk untuk kembali dalam: Berdiri untuk menyambut petinggi adat di Hyundai Motor, orang tua Korea Kia. Setelah menghabiskan seminggu penuh di Irvine, Ahn dilakukan ritual lain yang telah menjadi umum di perusahaan: pemecatan tim kepemimpinan Amerika. Pada 8 Februari ia dipecat Len Hunt, presiden dan CEO dari Kia Motors America, dan Ian Beavis, pemasaran wakil presiden. Ini menandai perombakan keempat dalam tiga tahun untuk operasi Amerika Kia. Unit AS dari Hyundai, sementara itu, telah bergejolak melalui empat eksekutif puncak dalam lima tahun. Banyak keberangkatan datang pada waktu yang canggung. Hunt dan Beavis mendapat berita di bandara karena mereka akan terbang dari Irvine ke pertemuan agen tahunan di San Francisco. Menurut beberapa sumber, Hunt pendahulunya, Peter Butterfield, diberhentikan dalam pertemuan makan malam dengan dealer di Bellagio Hotel di Las Vegas-antara hidangan dan dessert. Perusahaan menolak memberikan komentar pada salah satu keberangkatan eksekutif. The shakeups manajemen di divisi Amerika dari Hyundai dan Kia-dua produsen sekali-terpisah yang sekarang pada dasarnya dijalankan sebagai satu perusahaan-datang pada masa kritis. Kedua merek, yang awalnya dipasarkan untuk konsumen Amerika sebagai econoboxes utilitarian, mencoba untuk memindahkan kelas atas dan menjual sedan yang dapat bersaing dengan Cadillac dan BMW. Mereka juga perbankan pada pertumbuhan yang cepat pada tahun AS berikutnya, misalnya, Kia membuka pabrik di Georgia yang dibangun pada optimis asumsi bahwa perusahaan bisa menjual setidaknya 370.000 mobil di Amerika Serikat setiap tahunnya. Tapi momentum penjualan telah melambat. Kia menjual 305.000 mobil di Amerika pada tahun 2007, 13% malu dari target 350.000. Mengingat rencana pertumbuhan yang agresif mereka, baik Hyundai dan Kia "membutuhkan keahlian auto Amerika Utara," kata James N. Hall, presiden 2953 Analytics, sebuah konsultan industri otomotif dekat Detroit. Masalahnya adalah bahwa perusahaan terus booting keluar bakat Amerika. Dan banyak dari para eksekutif Amerika yang tinggal menemukan budaya perusahaan induk Hyundai Motor menjadi mencekik. Menurut beberapa manajer dan mantan, Hyundai Chung Mong Koo Ketua, Kia Ahn, dan eksekutif top lainnya menjalankan perusahaan dalam gaya yang jauh lebih otoriter daripada CEO yang paling Amerika. Para kritikus mengatakan timnya micromanages rincian, jarang mendengarkan nasihat dari manajer lokal, dan menampilkan sedikit toleransi untuk perbedaan pendapat. "Ini adalah pendekatan yang sangat feodal ke manajemen," kata Bob Martin, seorang mantan eksekutif penjualan yang meninggalkan Hyundai pada tahun 2005 untuk menjadi konsultan di CarLab, Santa Ana (California.) Perusahaan konsultan. "Ada seorang raja, ia memerintah, dan semua orang kari menguntungkannya. Ini sangat militeristik.