Beruflich Dokumente
Kultur Dokumente
Company:
Design Takes the
Driver’s Seat
© Copyright 2014
Design Management Institute (DMI) and
Korea Institute of Design Management (KIDM)
All rights reserved.
1 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
Hyundai Motor
Company:
Design Takes the
Driver’s Seat
PROLOGUE
dmi:case study 2
Hyundai Motor Company: Design Takes the Driver's Seat
accelerated the development of its automobile The cars on the Gyeongbu Expressway were
industry. Now, almost 40 years after the flying now. Time would not stand still either in
Gyeongbu Expressway's final segment was the ever-intensifying survival game known as
finished, there were more than 17,000 cars the world automotive market. Could he bring
in South Korea, and nearly 80 percent of his design management focus to the parent
them were manufactured by Hyundai Motor company?
Group. Chung Mong-Koo2 was now serving as
chairman of the company.
Building Cars, Building an
In August 2009, Hyundai Motor Group Industry
appointed Chung Eui-Sun to the vice-
chairmanship. Chung had been working In South Korea in the early 1960s, the
for Hyundai Motor Group since 1994 and automobile industry was an industry of
had served as president of Kia Motors for dreams, to say the least. For one thing,
four years. He held a bachelor's degree in most Koreans could barely afford a car (as
business administration from Korea University late as 1971, per capita GDP in Korea was
and an MBA from San Francisco State only $302.23). As mentioned, there were
University. Chung had done good things for only about 100,000 cars (largely, of course,
Kia. Despite its robust technical capabilities, imported) registered for a population of
Kia had suffered in global competition, and nearly 30 million. On top of that, many of the
Chung had seen, correctly, that this was industries necessary to produce automobiles
because the company's products lacked did not exist in Korea. Consider that a car
a certain emotional appeal. His first act as consists of more than 25,000 types of
Kia's new leader was to establish a design- component parts, from the braking, steering,
centered corporate culture, and he hired and suspension systems to the seats.
Peter Schreyer, former chief designer for Audi
and Volkswagen, as a vice president and But the Korean government decided to
the company's first chief design officer. Kia cultivate an automotive industry as its
opened a design R&D center in Frankfurt in growth engine. The idea was that the mass
2007 and a year later opened a second design production of cars would jump-start a whole
studio in Irvine, California. The innovative raft of related industries, thus accelerating
design that took place under Chung's direction the nation's economic development. In 1962,
boosted record sales of the Forte Innovation, President Park Chung-Hee announced the first
the Soul, the Sportage R, the K5, and others. in a series of five-year economic development
In 2009, by the time Chung Eui-Sun left to plans. One of its major objectives was the
become Hyundai's vice chairman, Kia's design activation of the automotive industry through
management had gone beyond simple product assembly of imported knock-down vehicles.
design and was fast becoming part of the One month later, the government formulated
firm's overall strategy. the Motor Industry Protection Act, which
prohibited the importation of foreign-made
Chung's move from his old office to the new cars until 1967. The act also encouraged the
one in Hyundai headquarters spanned only establishment of several big automakers in
a few hundred meters, but the change in order to prevent the over-crowding of small
his responsibilities was huge. He was now assembly plants in the industry. Subsequently,
squarely in charge of sales and planning for small firms merged, and the predecessors
Korea's largest automaker—and the fifth of the Korean Big Three were established
largest automaker in the world. during this time. Kia Motors was established
in 1962, and Shinjin Motors (the predecessor
of Daewoo, purchased by General Motors in
2001) was created in 1966. In 1967, Chung
2
Chung Mong-Koo is Chung Ju-Yung's son and Chung Eui- Ju-Yung founded Hyundai Motors.
Sun is Chung Ju-Yung's grandson.
3 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
Hyundai had an agreement with Ford Motor models and to acquire the necessary product-
Co., at that time the largest automobile development experience. In 1974, Hyundai
manufacturer in the world, to assemble and submitted a prototype to the Turin Auto Show
produce the Ford Cortina. In preparation, and two years later began to produce the
Chairman Chung dispatched technicians Hyundai Pony (Figure 2).
to Ford headquarters in Detroit to acquire
the technology needed for component With the production of the Pony, South Korea
manufacturing. Within seven months, Hyundai became the sixteenth country worldwide and
had successfully constructed its own the second country in Asia, after Japan, to
assembly line, releasing its first Cortina in produce its own automobile models. Thanks
November 1968. to its trendy wedge-shaped body design, the
Pony was very popular not only in South Korea
but also in Latin America, the Middle East, and
Africa. By 1983, about one million Ponys had
been sold.
dmi:case study 4
Hyundai Motor Company: Design Takes the Driver's Seat
was destined to be disposed of through "Our cars will sell when the quality is high,"
international bidding. In September of he was fond of saying. "That's the only
1998, Hyundai Motor Company beat out way we will truly compete and succeed in
international competitors to acquire Kia and its the domestic and the international markets
affiliated companies. Hyundai chairman Chung against foreign-manufactured automobiles."
Joo-Yung stepped down from his position To say he was detail-oriented would be an
in favour of his son, Chung Mong-Koo, who understatement, and he didn't mind getting
had led the bidding process for Kia, and by his hands dirty. On a visit to Hyundai Motor's
September 2000, the Hyundai Motor Group main production facility in Ulsan, Chairman
had been officially established through the Chung thoroughly examined inside the
acquisition of Kia Motors. hood of the Sonata model that was nearing
completion, discovering a wealth of bolts and
Meanwhile, a new democratic government, screws painted in various colors. He thought
completely free from military influences, had this looked crude and disorderly and ordered
relaxed its regulation of the manufacturing on the spot that all of the fasteners be plated
sector. Korean automakers were no longer with black chrome. This change involved an
supported by the government as the nation's additional cost, but kept the components from
growth engine. Hyundai had to learn to rusting and offered consumers a feeling of
develop competitive new models with neatness and organization. One of Chung's
reasonable prices and high value-added innovations was the establishment of a
features. They needed to offer something extra Quality Management Division to which on-
if they were to fully overcome the challenges site problems could be reported, suggestions
they had been facing in the second half of the made, and response made immediately. The
twentieth century. division's 24-hour quality situation room
allowed the establishment of a system in
which problems arising in 150 countries
A Quality Upgrade around the world could be immediately
reported to headquarters and swiftly solved.
In the automotive industry, quality and
reliability significantly determine success. ENGINE INNOVATIONS
One of the first and biggest challenges Quality is closely related to technological
Hyundai had to overcome was the perception prowess—it can only be improved when
of Korean cars as third-rate products that it is supported by powerful technology.
had been forced to compete on low prices Moving away from its technical dependence
to compensate for lower quality. Although on Mitsubishi, Hyundai Motor had started
the company had consistently pursued its own engine design with the 1991 Alpha
technological innovations—Hyundai's 1991 1.5-liter (which debuted in the S-Coupe),
Alpha engine was the first automobile engine adding the Beta 1.6-liter, 1.8-liter, and 2.0-liter
ever designed in Korea—the promotion of engines four years later. The Epsilon 0.8-liter
Chung Mong-Koo to chairman in March engine (which debuted in the Atoz) came
1999 brought great improvements in quality in April 1997, the V6 Delta 2.5-liter engine
management. (in the EF Sonata) in February 1998, and
the Sigma 3.0-liter engine (in the Grandeur
Chung Mong-Koo had been with Hyundai XG) in September 1998. Finally, Hyundai
Engineering and Construction since 1970 and had its own line of engines. Indeed, seeing
had worked in most of its major divisions, an opportunity to outclass competitors in
from materials to planning, management, and manufacturing engines—essentially the heart
sales. Diverse practical experience and broad of an automobile—Chairman Chung suggested
knowledge had convinced him that unless in a management planning meeting in January
quality improved, Hyundai would always be 2003 that Hyundai should "aggressively apply
hampered in its quest to become a globally new technology when it is determined to be
competitive company. necessary, even when the cost is high," further
5 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
encouraging R&D and especially engine produced hydrogen fuel cell car in early
development research. 2013. The Tucson ix boasts a proprietarily
developed 100kW fuel cell system and a two-
With the CEO's support, Hyundai upgraded tank hydrogen storage system that makes
its engine technologies and started achieving mileage of up to 594 km possible with a single
global recognition. In 2005, the company hydrogen charge. Hyundai claimed that this
developed the medium-sized Theta engine car would demonstrate technological prowess
(2.0-liter and 2.4-liter), which was upgraded in and manufacturing know-how at least two
terms of performance, fuel efficiency, noise, years in advance of vehicles from global
and exhaust emission level. The Theta was competitors such as GM, Mercedes-Benz,
selected by the Global Engine Manufacturing and Toyota.
Alliance (a joint venture of Chrysler, Mitsubishi
Motors, and Hyundai Motor Company) as the BUILDING ON A SOUND FOUNDATION
foundation for a line of shared engines—and Chairman Chung wanted Hyundai to make
the source of $57 million in licensing fees for cars that were known for their durability and
Hyundai. This first engine export suggested reliability. The company's focus has now
that Hyundai's engine technology had been shifted to "secondary quality management"
globally acknowledged. —by which Hyundai means optimizing
usability from a consumer perspective by
In addition, as it began to develop its flexibly integrating vehicle systems with
larger premium models, Hyundai created "smart" electronic controls to increase comfort
a 125-member research team in 2003 and and manoeuvrability.
introduced a V-type 8-cylinder engine, the
Tau, in 2007. It was mounted in the Genesis
and Mohave (Kia) cars, which were exported Becoming a Dual Brand
to the US in 2008, as well as the new Equus Company: Hyundai and Kia
announced in March 2009. Ward's Auto put
the Tau on its list of the 10 best engines in Although Hyundai Motor Group had grown
2009, 2010, and 2011. rapidly with active investments in new
technologies and quality management,
ALTERNATIVE FUEL TECHNOLOGIES Chairman Chung Mong-Koo saw that the
Hyundai Motor was not left behind in company had to focus on improving its brand
the global quest to reduce pollution and value beyond quantitative growth in order
explore alternative fuels. It developed an to become more globally competitive. Thus,
electric version of the Sonata, with a built- in September 2004, Hyundai Motor Group
in compression cell, in 1991, and a solar- established a Brand Steering Committee to
powered model in 1994. The company also strengthen brand management capacities
produced Korea's first domestically developed and develop a brand evaluation system, as
hydrogen fuel vehicle in 1994. In February well as long-term brand strategies. Chairman
2003, in response to tougher regulations Chung also made brand management the
and reduced fuel supply, Chairman Chung cornerstone of his 2005 New Year message.
promoted environmental management as The long-term brand strategy was a consumer-
a core business strategy, establishing the focused attempt to strengthen marketability
Hyundai Kia Automotive Research Institute and design identity while taking advantage of
of Environmental Technology two years later, technological prowess.
in 2005. The institute develops technologies
for hybrid, hydrogen, and electric vehicles Beginning in the mid-2000s, competition
and also researches more ecologically between Hyundai and Kia cars positioned
friendly methods of manufacturing, as well as in the same class—for example, Hyundai's
scrapping and recycling car parts. Tucson and Kia's Sportage—had become
more severe, both domestically and globally.
Hyundai launched the world's first mass- After all, Hyundai and Kia had shared an
dmi:case study 6
Hyundai Motor Company: Design Takes the Driver's Seat
R&D department ever since Kia had been In 1996, Hyundai's management elevated
acquired in 2000. In order to prevent market the status of the Namyang design center into
cannibalization, Hyundai Motor Group began that of a "design institute," which implied
to differentiate Hyundai's and Kia's brand much more strategic power. Similarly, its
identity and target markets. Hyundai was directorship was elevated to executive status.
positioned to appeal to career-oriented, By that time, Hyundai was employing about
upwardly mobile consumers with a brand 200 designers and engineers at Namyang.
image that said "refined and confident" and
a new brand slogan: Drive Your Way. Kia, When Kia was acquired in 2000, the design
in contrast, narrowed its focus toward the organizations of both companies were placed
younger generation, searching for an "edgier" under the design division of the Hyundai
persona and a brand image geared toward Automotive Research Center in Namyang
"exciting and enabling." and managed as interior and exterior design
teams comprising 300 employees. However,
the independent brand strategies of the two
Design Takes Center Stage companies eventually led to the separation
of the design institutes in 2004. (In fact,
Hyundai's first design department had been Chairman Chung Mong-Koo prohibited
created in 1974. Located at the company's personal exchanges between the two
Ulsan factory, it gradually grew in size along institutes in the hope that they would develop
with the company's capabilities. By 1990, as unique identities.) As a result, sales of Hyundai
development began on the Hyundai S-coupe, cars continued to grow and the company
a blind comparison of designs by ItalDesign continued to differentiate itself from Kia.
and Hyundai's own design team (led by Park
Jong-Seo, who ran the design department Meanwhile, the 2009 promotion of Chung Eui-
from 1979 to 2004) resulted in a surprising win Sun as Hyundai Motor's new vice chairman
for the "home team." This made the S-coupe heralded a new focus for design at Hyundai.
the very first mass-produced car designed by One thing—possibly the main thing—that Vice
Korean designers. Chairman Chung brought with him from Kia
was a focus on design management. Soon
Renewed confidence in Korean design led to after he arrived, Chung visited Hyundai's
the 1990 establishment of an American design Namyang Design Center and had lunch with
center in Los Angeles (it is now located in 100 employees, including all the highest-level
Irvine, California). The first large-scale project designers and the director of the center, Oh
to come out of that move was a concept car, Suk-Geun. The new vice chairman arrived
the HCD-1, which was designed by Oh Suk- with a stack of copies of a book by Robert
Geun (at the time a senior designer in the Brunner and Stewart Emery—Do You Matter?
California center) and other US designers. The How Great Design Will Make People Love Your
HCD-1 won Concept Car of the Year honors Company—and handed them out to everyone
at the 1992 Detroit Auto Show and became in the room. His advice: "Let us contemplate
the basis for the Hyundai Tiburon, released in how Hyundai Motor Company can be like
1996. Apple and make products that customers
love."
By that time, Hyundai had also opened
another design studio in Frankfurt, Germany, Another significant change: When Chung
with the goal of designing cars that would Eui-Sun took over as president of Kia, he had
specifically appeal to European market needs. made the unprecedented decision to recruit a
Essentially, Hyundai now boasted a triangular distinguished foreign designer to head up new
design network for the major target markets of design initiatives. Now, instead, he turned to
Korea, America, and Europe. Namyang's Oh Suk-Geun.
7 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
The Birth of a New Design 2011, was the first Hyundai car to feature the
Philosophy: Fluidic Sculpture new design concept, and it was a striking
departure from the previous Sonata (see
Executive Director Oh Suk-Geun had been the Figure 3). The 2009 model was actually the
head of the Namyang Design Center since sixth generation of the Sonata, though only
2007. He had joined Hyundai Motor in 1984 the fourth to be sold in the US. But the new
and in 1990 had opened Hyundai's US-based design did not arrive without an argument.
design facility in Los Angeles as its senior—in
fact, its only—designer. In an effort to get to
know the American market better, Oh swiftly
hired three American designers. The Hyundai
brand was fairly weak in America, which
actually struck the American design studio as
an opportunity; it really had a fairly wide space
in which to design.
dmi:case study 8
Hyundai Motor Company: Design Takes the Driver's Seat
TABLE 1. The definition of "fluidic sculpture" keywords and grille designs for its representative models.
9 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
done by establishing a unique keyword for China (2007), and India (2009). When a new
each automobile product line: Orchid Stroke model is slated to be developed, the design
(2009 YF Sonata), Wind Craft (2010 Elantra), centers that will participate are chosen
Grand Glide (2011 5G Grandeur), and Aero depending on the main target market. Vice
Active (2011 i30). To consistently maintain the President Oh believed that fierce internal
identity of the "face" of the car, automobiles competition was the shortcut to successful
below the SUV and compact classes were design development:
to feature a hexagonal grille, while grilles in
midsize and larger models were to have a "Superior design development competition
wing shape. among centers is always intense. Unlike the
mobile phone industry, where all kinds of
The more definite design philosophy new products are developed, the automobile
contributed to innovative design within the industry drills down to a single concept
engineering and other departments—and led selected among the designs proposed by the
to improvements, especially in collaborative hundreds of internal designers. Also, since
processes between design and engineering. only five new models are released each year,
It was also a useful tool in effectively on average, the chance of your design being
communicating Hyundai's new identity to selected is fairly slim."
consumers. Vice Chairman Chung made it
a point to instill an understanding of fluidic The final decision on a design generally goes
sculpture in all of Hyundai's employees and to the Namyang Design Center, and although
actively supported its implementation. For survey results from both domestic and
example, sales employees were encouraged international marketing teams are reflected,
to explain the fluidic sculpture story to the excellence of the idea presented by the
customers. Sales continued to rise. designer and conformity to Hyundai's design
philosophy are the most critical factors that
As shown in Figure 4, Hyundai soon opened are considered in the design decision.
overseas design facilities in Japan (1995),
dmi:case study 10
Hyundai Motor Company: Design Takes the Driver's Seat
As a result of these efforts, Hyundai Motor brand, Hyundai provides premium experiences
Company has received numerous international and values in the Hyundai way in order to
design awards. The YF Sonata received the connect with customers emotionally and make
Australian International Design Award (AIDA) them feel proud of owing a Hyundai. In Korea,
in the Automotive and Transport category in for example, in January 2011, the Hyundai
2010, and the Veloster (2011), Azera, Santa Motor sales department introduced the idea
Fe Sport, Veloster Turbo (2012), and Santa of a test ride that came to the customer—
Fe (2013) earned Good Design awards in the rather than the other way around. Customers
transportation category in America. Moreover, who called dealers with a request to try a
at the 2012 Detroit Motor Show, Hyundai Hyundai were visited by someone from the
Motor America announced its belief that sales team who would actually bring the car
design excellence had contributed 40 percent to them. This service transformed the process
toward the greatly increased sales volumes of introducing new models and provided a
of the YF Sonata and the fifth-generation new and premium service that consumers had
Elantra, as compared with the sales volumes never experienced. In every way, Hyundai tried
of previous models. to put across its goal to become a "lifetime
partner" to its consumers.
11 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
dmi:case study 12
Hyundai Motor Company: Design Takes the Driver's Seat
13 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
and fast. The final design was developed sand dunes formed by the wind. Based on
based on the visual cue of wind-crafted those inspirations, he suggested a dynamic,
aerodynamics incorporating a form, side, and rhythmical interior design with an emphasis on
stance suggested by the Korean designers, fluidic contours, as well as an X-frame-shaped
combined with an unprecedented hexagonal center fascia garnish.
grille and a wheel-arch design proposed by the
Californians. The designers emphasized more OVERCOMING MANUFACTURING
dynamic and refined images of this compact DIFFICULTIES
car through visualizing its sleek profile and The design concept for the new Elantra
sporty bodylines (see Figures 5 and 6). was adopted at its final evaluation with the
blessing of Hyundai's top management. In
Along with making it look sporty, it was the run-up to actual production, however,
also important to avoid making the Elantra considerable difficulties had to be overcome.
look small. Hyundai was expecting young The Elantra's original exterior design, which
consumers to be their target market, and lowered the C-pillar line and raised the
while these customers enjoy a sporty and rear-door belt line in order to emphasize
fashionable silhouette, at the same time the sportiness of the design, caused some
they want to emphasize that they are not difficulties for back-seat passengers. To
necessarily driving a compact car. The improve side visibility and create more space
character lines of the Elantra's profile in the back seat, platform and package
emphasized a big look, with the sides of engineers were consulted, and optimum
the top view stretching as far outward as solutions were coordinated through several
possible. The Elanta's hood was made lower evaluation processes. Eventually, the C-pillar
and the trunk higher to improve airflow and line was lowered by 45mm to keep the sporty
aerodynamics. Basically, this allowed the body line suggested by the designers, and
designers to keep weight in the car, but not at the floor of the body was lowered by 30mm
the cost of competitive gas milege. to improve headroom; the car's wheelbase
was also lengthened to give passengers more
The interior design brief stipulated legroom. For their part, Hyundai's engineers
"unprecedented design innovation." The first convinced their designer colleagues to lower
innovation the interior designers pursued was the original rear-door belt line to further
the idea of making the interior of an affordable improve visibility for back-seat passengers.
small car attractive, surprisingly spacious, and
futuristic (at least one designer imagined the The interior design also presented some
interior controls of a space shuttle). Twenty problems. The wind-sculpted center fascia
renderings proposed from locations including was connected with the top crash pad and
both Namyang and Irvine were evaluated, the bottom console solely by a single silver
and two of them—both from Kim In-Seop, "garnish" with no parting line. The engineers
a Namyang designer—were selected to be asked the designers to split the garnish into
turned into clay models. two pieces because they were concerned that
it could eventually break with the movement
Kim had been with Hyundai since 2002, of the car. Not only that, but the garnish was
and he liked to bring new design ideas into challenging to mass-produce—it required a
his consciousness through overseas travel. more-complex assembling structure in the
A recent trip to Barcelona inspired some of factory. The designers really wanted their
his ideas for the interior design of the new garnish, though. In the end, designer Kim
Elantra. Kim had always been a fan of the In-Seop broke with precedent by visiting
architect Antonio Gaudi, and in Barcelona the factory floor—with a colleague from
he had been able to enjoy the Art Nouveau engineering to back him up. After much
design of Gaudi's Casa Milà. Its curved, wave- negotiation and discussion, a solution that
shaped external appearance and organically satisfied both sides was eventually found.
shaped chimneys reminded Kim of the layered
dmi:case study 14
Hyundai Motor Company: Design Takes the Driver's Seat
C-Pillar Line
Rear Door
Belt Line
Wheel Arch
Wheelbase
FIGURE 6. The C-pillar line, the rear door belt line, the wheelbase, and the wheel arch of the 2010 Elantra.
The interior designers also had to overcome support from Vice Chairman Eui-sun Chung,
problems with interior controls. Essentially, it was possible to persuade the relevant
the cockpit design had forced the controls departments to maintain the original design
to be made smaller and more concentrated. concept all the way to actual mass production.
As one solution to meet this restriction, the As Kim In-Seop, now a senior designer, notes,
designers suggested a new user interface. For "Because countless ideas from more than 30
example, although it had been customary to departments, center heads, presidents, and
have one control for temperature and another the vice chairman must be collected in the
for the fan, the Elantra originally featured fan process of deciding on the interior design,
and temperature controls on the same knob it is unusual for the original design to stay
(splitting the knob into two parts vertically, as the same. Nevertheless, it was possible to
shown in the inset in Figure 7). maintain the original concept, thanks to
an organizational culture that respects and
According to Consumer Reports magazine's encourages the mind and will of the designer
research, which was based on the comments in charge."
of 100 test users who had been asked to drive
an Elantra for a month,5 levels of satisfaction SUCCESS ON TWO CONTINENTS
with the Elantra's interior style and features Along with the YF Sonata, the fifth-generation
were fairly high except in one respect. Elantra was the sounding board for a full-
fledged test of fluidic sculpture as a design
Three of the respondents expressed philosophy—both domestically and abroad.
dissatisfaction with the lower position of Fortunately, it was an immense success.
the center air vent. Although the air vent Launched in Korea for the first time in August
performed with no problem, its position made 2010, the Elantra mounted with a 1.6-liter
drivers feel they were lower than necessary Gamma GDi6 engine created a sensation
when seated in the driver's seat. Hyundai by realizing fuel efficiency of 44.6 mpg—
raised the vent in subsequent models. considerably better than for Toyota's
15 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
Corolla or Honda's Civic. And its advanced and Case II. The 2011 Veloster8:
sporty design drove the car to become South a Stylish Car Aimed at
Korea's best-selling automobile in 2011. Generation Y
American consumers met the Elantra for The Veloster (derived from the word velocity)
the first time on November 18, 2010, at the took its beginnings from the HND-3, a concept
2010 Los Angeles International Auto Show. car developed in 2006 by Hyundai's Advanced
Subsequently, Elantra sales shot to 186,351 Design Team as a "fun car for customers in
cars in the North American market in 2011—a their 20s and 30s." The third concept car
41 percent increase in sales volume from the developed by HMC's Namyang Design Center,
previous year.7 Forbes magazine named the the HND-3 was designed in consideration of
Elantra as the bestselling car model worldwide lifestyles that include leisure activities such
for 2011. The Elantra also was named the as skiing, board sports, and cycling—sports
2012 North American Car of the Year and was expected to be popular with the Millennial
awarded 2012's ALG Residual Value Award. Generation in the years to come.
Center Fascia
Cluster
Crash
Pad
(Silver) Garnish
Console Box
FIGURE 7. The interior design of the 2010 Elantra, featuring a center fascia with a silver garnish. Inset: the control knob for fan and temperature.
dmi:case study 16
Hyundai Motor Company: Design Takes the Driver's Seat
FIGURE 8. The HND-3 concept car (left) and its mass production model (right), Veloster.
and produced in clay models (1/5 scale). Launched for the first time in April 2007 at the
While one design was in the general coupe Seoul Motor Show, the HND-3 was favorably
style with a sporty and sharp look, the other received by experts in the automotive industry
design visualized the cool feel of aerodynamic as well as by consumers, and was selected
flow and caught the eye of Hyundai's newly as the Best Concept Car of the Year. Thus
appointed design director, Oh Suk-Geun, the encouraged, Hyundai's top management
architect of Hyundai's fluidic sculpture design directed the designers to begin work on mass
philosophy, who directed that a full-scale production.
model for the latter concept be made.
The New Car Development
The final design of the HND-3 represented Process—Led by the Design
its aerodynamic automotive body carved by Team
rays of light (This exterior design concept
was defined as "carving rays" in the design The development process of the Veloster
process of its mass production model, which differed from the very beginning. The
can be seen in Figure 8.) To keep the new conventional approach would have looked like
model solidly in the Hyundai family, the this: Hyundai's Product Planning Team would
familiar hexagonal grille was applied to the have conducted research and come up with
front. Interior elements, such as the crash pad, a concept. With the Veloster, however, the
cluster, and console (Figure 9), were imagined Advanced Design Team at the Design Center
as having much in common with the free and initiated the entire development process of the
dynamic shape of a motorcycle. concept car, from
creating the new
vehicle concept
to developing the
Cluster concept model.
Crash The Product
Pad Planning Team
contributed
supporting
research, but
essentially, the
Veloster (Figures
10 and 11, page
19) was a design
project.
Console Box
The Advanced
Design Team
continued to
FIGURE 9. The interior of the HND-3: a motorcycle look. play a part as
17 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
mass production began, working through the that satisfied all of them and met safety
design stages of materializing the concept car. regulations.
However, as development continued, a team
of 25 exterior and interior designers forming But that wasn't the last big challenge for the
the Mass Production Design Team largely took design stage of the mass-production model.
over. The interior and exterior colors planned
for the Veloster differed considerably from Just as the style and design of the Veloster's
those of existing cars. Hyundai's research interior and exterior were on the verge of
on Generation Y showed that individuals in being approved, the Product Planning Team
this age group preferred unusual (for a car) proposed a new concept of "1 + 2 doors" to
hues—primary colors such as red, orange, enhance its practicality as a crossover utility
and yellow. Interior leather and fabric colors vehicle (see Figure 12, page 20). This would
were designed in two tones to further stress avoid the problem most coupes have as a
individuality and a dynamic image. result of their two-door design—backseat
passengers must tilt the seat forward in order
The Veloster story was different from most car- to enter. Hence, the design team reduced the
production stories, in that the market for this length of the passenger's door and added
car was very specific. In some ways, the small another door behind the passenger seat to
target group made for a stronger product. make it easier to get in and out. At the same
Fewer allowances were made to satisfy a time, leaving only one door on the driver's
wider audience. Meanwhile, as Vice President side added to the impression of the Veloster
Oh Suk-Geun explains, "From the beginning, as a personal sports car; approaching the car
the development of this new design model with the key, the driver would feel as if he or
was freely implemented with minimal she were in a private two-seater. In addition,
interference from other departments or an by hiding the outside door handle of the rear
insistence on cost reduction. The designers seat at the top, the visual differences between
were able to be fully creative." Moreover, the right and left sides were reduced, thus
Oh notes, the journey from concept car to maximizing the sporty coupe-style image.
mass production made close cooperation
with Hyundai's engineering and performance Of course, this new wrinkle in the design
testing departments a necessity. changed the distribution of weight in the
Veloster and also the stiffness of the framing,
CHALLENGES OF PRODUCTION two important issues that had to be dealt with.
The sporty design of the Veloster included a However, both design and engineering teams
coupe-style roof, which was high in the front liked the idea of the third door and worked
and low in the back and thus made the back closely to find a solution. The engineers
seat seem uncomfortably small. The fitting succeeded in securing the torsional rigidity
position of the tailgate was a challenge. It of the automobile body by designing a dual
needed to be high enough to accommodate center rail roof, which became the central
back-seat passengers, but low enough to framework of the vehicle and also maintained
maintain a sporty profile. After much trial and balanced weight distribution. The car was
error, the engineers were able to move the thus made rigid enough to assure the safety
tailgate hinges forward (higher) so the tailgate of driver and passengers; but just to be sure,
could be opened nearly to the car's roof, thus Hyundai safety-tested the car's design on both
improving backseat functionality, as well as sides and ran more than twice as many crash
making it easier to fit a bicycle or skis inside. tests with the Veloster as with other models.
However, this meant the spoiler (which served
to separate the top and bottom of the The Veloster sported a dual muffler placed in
two-piece tailgate) sat higher, causing the center, and this also made for problems,
difficulties with rear visibility. It took since the muffler impinged on the space
another month for the design, engineering, where the spare tire was stored. The solution
and evaluation teams to find a location was to design the lower pipes to curve, thus
dmi:case study 18
Hyundai Motor Company: Design Takes the Driver's Seat
securing the necessary space. International Auto Show and attracted much
attention, seeming to embody Hyundai's new
DESIGNING A HALO slogan, New Thinking. New Possibilities. In
The Veloster was launched for the first time September, the German automobile magazine
on January 10, 2011, at the North American Auto Bild evaluated the Veloster as superior
19 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
to Honda Motor Co.'s CR-Z sports hybrid, and production model that maximally reflects
Jason H. Harper at Bloomberg LP reported, the original design plan for the concept car"
"A car like the Veloster makes that '90s-era was able to overcome numerous difficulties
Civic look Neolithic."9 The Veloster was and obstacles. In April 2012, the Veloster
acknowledged for its outstanding style both at Turbo, which boasts an even more improved
home and abroad and received several prizes, performance (mounted with a 1.6 turbo GTi10
including the 2011 design award for Korean engine) and more-luxurious car seats, was
Car of the Year and the 2012 Canadian Car launched, thus expanding the Veloster lineup.
of the Year Award—Best New Design, which Moreover, it has contributed to the formation
was selected by the Automotive Journalists of a modern premium brand image of Hyundai
of Canada. In particular, immediately after its cars—while still broadcasting value for a
launch in the US market, the Veloster was reasonable price.
selected as "the American college student's
first car" and received 2011 Good Design
Awards in the Transportation category in Conclusion and Epilogue
America. Based on such accomplishments,
Hyundai Motor America Vice President Mike This case study recounts the surprising
O'Brien explained the sales strategy for the success story of an automobile company
Veloster in the US market as the following: that rose out of a country with very little
experience in that industry—and became one
"In general, 'halo' vehicles, which determine of the world's five leading car companies. That
the first impression of each brand, are kind of success comes from a CEO's good
high-price products aimed at a small number decision-making and support, from innovative
of customers. However, Hyundai employs engineers who were willing to take some risks,
a 'reverse halo' sales strategy through the and from the creativity and passion of some
Veloster. In other words, it endeavors to give very good designers. A visit to the company's
a positive first impression of Hyundai cars to website demonstrates that design is a key
young customers who have purchased the factor in the R&D department. The courage
Veloster, an affordable model with a unique and drive to develop original designs from the
design and differentiated characteristics, very beginning has helped to establish design
leading them to consider buying other Hyundai innovation within the company culture. The
car models, such as sedans and SUVs, in the Hyundai Motors brand now ranks as number
future." 53 among the world's 100 brands, with a
brand value of $75 billion in 2012.
9
Jason H. Harper, "Hyundai's Veloster Delivers Ferrari
Technology to College Kids." Bloomberg BusinessWeek,
Nov. 10, 2011.
FIGURE 12. 1+2 doors.
10
The GTi (Grand Tourer Injection) is a fuel-injection car
model variant. Traditionally used for Grand Tourer cars,
The Veloster is an example of how Hyundai's the term is now applied to various hatchbacks (Source:
challenging attempt to "develop a mass Wikipedia).
dmi:case study 20
Hyundai Motor Company: Design Takes the Driver's Seat
as well as from design, engineering, and Hyundai Motor Group has recently made
marketing—all done in an effort to carry out the decision to establish a new position of
a shared plan. Vice President Oh Suk-Geun's Chief Design Officer and President to actively
role in efficiently managing competition, as respond to such changes. During the annual
well as cooperation from both in-house and promotion in December 2012, Peter Schreyer
overseas design studios, has both reinforced became the first to hold this title. Because
and improved Hyundai Motor's design it was generally unprecedented for a global
management capabilities. firm to name a designer to president, this
greatly boosted the morale of Hyundai Motors
However, because Hyundai Motor Group Group's in-house designers.
manages dual brands (Hyundai and Kia), it
faces a cannibalizing dilemma. Hyundai President Schreyer now has the grave
and Kia compete with each other in several responsibility of presenting a more-intense
categories, and one brand's success must not design vision and strategy for the dual brand,
come at the expense of the others. To clearly given the differences in history, culture,
differentiate the two brands, Chairman Chung and characteristics. In early 2013, Schreyer
Mong-Koo separated their design centers explained that he would continue the unique
in 2004, and even restricted any movement design of Kia cars and reinforce Hyundai cars'
between the two centers. In addition, design language.11 It will be interesting to see
Hyundai Vice President Oh and Kia Vice how the new president accomplishes this.
President Peter Schreyer have followed suit;
instead of fluidic sculpture, Kia pursues a
design philosophy known as "simplicity of References
the straight line." However, in order to
consolidate the company's position in an Hyundai-Kia Motors R&D Division (2010),
even more competitive global market, the Avante R and D Story, R&D Strategy Team.
visual differentiation of these two brands will
continue to be managed strategically. Hyundai-Kia Motors R&D Division (2011),
Veloster R and D Story, R&D Strategy Team.
21 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
Appendix 1: The History of Hyundai Cars launched between 1968 and 2011
dmi:case study 22
Hyundai Motor Company: Design Takes the Driver's Seat
23 dmi:case study
Hyundai Motor Company: Design Takes the Driver's Seat
dmi:case study 24
Hyundai Motor Company: Design Takes the Driver's Seat
25 dmi:case study