he sales targets of each year during this period are: 900,000 units in 2000, 1.05 million units in 2001,
1.19 million units in 2002, and 1.3 million units in 2003.
Kia Motors is determined to secure better than 30 percent domestic market share thus regaining its positi-
on as the second leading automaker in Korea. To this end, the company will intensify its domestic market-
ng efforts recovering its market share segment by segment by promoting the sales of its flagship RVs and
compact passenger sedans. Marketing innovations will extend to cyberspace where marketing efforts are
expected to contribute to boosting overall sales performance. Also, the company will overhaul its oversea-
s marketing by better researching the characteristics of each regional market and selecting the most app-
ropriate new export models. In addition, the company will endeavor to improve the quality of after-sales se-
Furthermore, the company will step up its efforts to improve productivity as well as establish a more efficie-
nt and more punctual delivery system. It is also planning to shorten the average R&D period for new prod-
ucts to 18 months in order to establish a more competitive R&D system, while at the same time reducing
costs by sharing parts and components with Hyundai Motor.
In addition, Kia Motors will recover its financial health by improving its cash-flow position. To this end, the
company will emphasize value-added management by strengthening the competitiveness of its cost stru-
ture. The entire Kia family pledges a redoubled effort to implement higher quality service for greater custo-
mer satisfaction. By adopting a "real-name" quality control system, management will be able to keep a mo-
re meticulous eye on all production process.
In a bid to create a healthier and more dynamic corporate culture, Kia management will continue to impro-
ve the employee welfare system so that Kia serves as the model of corporate welfare reform for all corpo-
rations. Both management and labor will do their best to establish a stabler and more constructive relati-
onship. In particular, Kia will establish a more transparent and fairer human resource management syst-
em by pursuing performance-based promotion system rather than the traditional seniority-based one.
All told, Kia management pledge to do their utmost to create a more profitable business and transparent
management that returns greater rewards to our shareholders. These reform efforts will naturally extend
to renewing our commitment to the communities in which we do business.