As the Hyundai HB20 shook the domestic market
The good performance of the compact is not only the work of chance.Success is a result of the strategy acertadíssima Korean brand in the country.
The Hyundai HB20 was the third best selling car in the domestic market and in 2016, already in the second position ranking Fenabrave. But the good compact performance made in Piracicaba (SP) is not only the work of chance. The success of the model is the result of acertadíssima strategy of the Korean brand in the country and that we summarize in the next lines.
In the early 2010 have a car the Korean brand was a dream of many people who wanted to stand out. At the time, the brand was selling sedans, hatchbacks and SUV’s status. This has led many consumers to imagine that world Hyundai was a manufacturer of luxury cars, although world to be recognized as a good manufacturer of medium-sized cars.
So when Koreans announced that they would make the country a small car to break the national hegemony before proprietary models such as the VW Gol, Celta and Fiat Palio, Hyundai had already made a beautiful picture in the Brazilian market and was built basis for this release.
The image, however, was not all. Koreans began working on a platform that would support the burrowing and irregularities of our streets and roads, a similar situation found throughout Latin America. And to please the Brazilian public, the designers of the Hyundai were based on the lines of the greatest cars of the brand.
Add to that innovative details to a Brazilian compact as modern mechanical (engine 1.0 three-cylinder and 1.6 four, both with phase inverter in the control valves), the automatic transmission option and a more packed list of standard equipment ( the air conditioning and power steering were standard on all versions, something rare at the time in its segment). All this for a price that was within the average competition.
Ready! Koreans achieved their targets and the result could not be another: launched in September 2012, the HB20 has created uproar in the market and extensive stakeholder queues to buy it. To meet the market demand and end the queues, production was enhanced and, in parallel, increased to network of distributors and resellers. All calculated mathematically and working in an exemplary manner.
As if all this were not enough, contrary to what do brands traditionally installed here, the Koreans already in 2015 made a restyling of the car that was launched in late 2012. It expected sales to fall to restyle your product. An aggressive investment policy that certainly have left dizzy brands that were leaders in this segment. It’s like someone who is picking up so much that has no time to react.
But perhaps these shakes that Koreans are applying the traditional brands not lead them to rethink this investment policy of only renewing their products when the consumer can not stand to see them. Why not anticipate the consumer and, even before he wait, present a revised and refurbished car, so he consumer may anticipate exchange your old car for a new one. Congratulations to the Korean Hyundai. They were perfect and incisive in their strategies and are putting new parameters for the domestic market.