Iran’s car industry-Iran Today-11-11-2011

The world’s most important economic sector by revenue is the automotive industry. A country’s car companies can define its industrial might, and put it on the map as it were.

Iran’s car industry has a long history and has been the biggest in the Middle East and central Asia for decades. It has production lines in countries like Venezuela and Syria, and in Iran itself, the demand is high.

That said Iran’s car industry has sparked debate inside the country. Some say it is doing well in filling orders, but the quality and price of Iran’s cars, especially those manufactured inside the country, are controversial subjects.

In this edition of the show we’ll be discussing these issues and more.


1959 – 1962 DKW Junior

1959 - 1962 DKW Junior

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The DKW Junior was a small front wheel drive saloon manufactured by Auto Union AG. The car received a positive reaction when first exhibited, initially badged as the DKW 600, at the Frankfurt Motor Show in March 1957. The ‘Junior’ name was given to the (by now) DKW 750 in 1959 when the car went into volume production, but failed to survive an upgrade in January 1963, after which the car was known as the DKW F12. In addition to the saloon, a pretty ‘F12 Roadster’ (cabriolet version) was produced in limited numbers.

The car was known for its two-stroke engine. A number of European auto-makers produced two-stroke powered cars in the 1950s, but by the time the DKW Junior came along, the market was beginning to resist two-stroke powered cars as the industry increasingly standardised on four-stroke four-cylinder units which accordingly were becoming cheaper to produce. Two-stroke-engined cars were perceived by some as rough and noisy by comparison.


Posted by Georg Sander on 2014-04-18 05:30:30

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Corporate Planning

Corporate planning is a term describing an approach or a style of management, an attitude of mind, which uses a systematic and integrated approach to all aspects of a company’s activities. The idea is to treat the company as a corporate whole instead of a collection of departments. Treat a company on a long-term basis instead of a short-term one. The company is studied with precise definitions of its objectives functioning in its past, present and future environment.

Corporate planning is defined by Drucker as “a continuous process of making entrepreneurial decisions systematically and with the best possible knowledge of their futurity, organizing systematically the effort needed to carry out these decisions and measuring the results against expectations through organized systematic feedback.. “

In a study of hundreds of international companies, the reasons these companies introduced corporate planning were;

• effective diversification;

• rational allocation of resources;

• improved coordination and anticipation of technological change;

• increased profitability and the rate of growth.

Although annual profits are important, they are short-term factors in corporate plans. Manpower and new product development are examples of factors influencing the survival of the organization in the long term. Better results are obtained by companies adopting corporate planning methods. In reality the adoption of a style of management suitable to work in an atmosphere of change is the key to successful application of corporate planning.

Management systems and practices in all types of companies like banks, local governments and industries need to be revised to give more weight to strategic considerations. Competition may not be so much in products or markets, but through conflict with government and pressure groups in society in relation to matters such as pollution, safety and welfare.

Corporate plans are therefore needed to cope with social and political change. This needs careful thought in setting social objectives, policies and plans to ensure the gain of social and political acceptance of the company’s ideas. The idea behind this is the strategic problem of adapting the organization to its environment and this will usually mean fundamental changes in management and the organizational structure.

The whole of the industry of which the company is part of should be examined like the supply and demand factors, possible future trends and new opportunities, threats or problems. A comparison should be made between the company’s performance and that of its competitors. Trends in economic and political areas should be taken into consideration like government controls on mergers. Certain key factors should then be identified which appear likely to improve the company’s position.

The final assessment would cover specific areas and their problems and opportunities:

• research and development necessary for the need for new products and product improvements;

• human resources necessary to ensure the availability of staff in line with the desired quantity and quality;

• sales and marketing which reflect the relevance of sales policies, share of market, suitability of quality, design and price of products, marketing mix;

• production which is needed to ensure …