In the situation we now face, the importance of sales can't be stressed enough.
Selling is not just the job of the sales and export divisions. We need to reflect
deeply on our performance of the past year and whether we fully utilized our
capabilities. Particularly in this global era, if we're unable to secure Kia's niche
in the global market, we'll lose everything. Accordingly, the transition to an extended
sales organization will involve building a sales support system encompassing the
entire Kia family, including auto workers, researchers, headquarters and overseas
subsidiary staffs, and suppliers.
This support system begins with a commitment to the basics. If the role of the sales
division is to effectively maintain the sales organization and strengthen marketing
offensives, the manufacturing division must deliver high-quality vehicles at the time
and in the quantity customers worldwide want. Suppliers must be the backbone
in the production of world-class vehicles, providing components on-time and
with minimal defect rates. And each employee must have a salesperson's attitude,
always striving to sell another vehicle.
In global competition, success or failure will ultimately be decided by quality.
The major premise behind good quality is stable labor-management relations.
This begins with a change in mindset that values order and discipline. We must
recognize that stable labor-management relations are the starting point in the
production of quality products as well as a visible but intangible asset that
will prove to customers and the public that Kia has changed.
Breakthroughs in business structure go hand-in-hand with system reengineering
and a progressive mindset. If system reengineering integrates our present
distributed structure, improving organizational efficiency and maximizing the
synergy generated by the integration of Kia's and Hyundai's strengths, a
progressive mindset will help implant a corporate culture that focuses on efficiency
and pursues innovation as its highest value.
To win in this age of change, we must change faster than the rate of change,
adopting a much more progressive attitude. We need to have an open-minded
attitude that takes every opportunity to study the strengths of automakers who
are ahead of us. Essential above all else is transparent, responsible management
that publicly discloses results and takes responsibility for them. Each division must
also do its best to add value, making process improvement and administrative
reform their top priorities as they strive to achieve the lowest cost. This will lead
to improved profitability and ultimately strengthen our structure, speeding up our
return to normal operations. I think that breakthroughs in our business structure
are key to Kia's normalization. This will require a broader outlook to put the
organization and group ahead of ourselves as well as true courage on the part
of all to remove the inefficiencies which remain.
My dear Kia family-- Kia's normalization is the duty of all Kia employees, one which
cannot be passed on to anyone else. It's a lofty mission which you and I must join
forces to accomplish without fail. It's my sincere hope that you will once again
demonstrate your strength and potential. May the Year of the Rabbit be one of joy
and happiness for each of you! Thank you very much.