전 명헌 사장은 한양대학교 산업공학과를 졸업한뒤 1969년 신진자동차를 입사하면서 자동차 산업에 첫발을 디뎠다. 1972년에 GM Korea에서 해외구매담당으로 활약하며 글로벌 경영리더가 되기위한 다양한 산업 지식과 경험을 쌓기 시작했다.
그는 정통 자동차 해외 마케팅 맨 출신으로 1976년부터 현대차 해외시장을 개척을 하며 자동차 수출 전문가로 경력을 쌓아왔다.
현대자동차 미국 현지법인(HMA), 카나다 법인(HACI), 미국 자동차 할부금융회사(HMF) 등 삼사를 총괄하는 법인장(CEO)로 재직 중이던 1998 년 말, 품질 문제로 미국 소비자들의 외면으로 어려움을 겪으면서 기존의 고객 유인 전략인 가격할인, 딜러 인센티브, 등이 한계에 부딪쳤을 때, ’10년100,000 마일 Warranty’ 라는 소비자들의 마음을 사로잡는 강력한 메씨지를 내놓음으로써 자동차 대미 수출판도를 바꾸어 놓은 일화는 이미 전 세계적으로 널리 알려진 전설같은 사실이다.
1998년 가을에 가진 미국 딜러 미팅은 연례행사로 다음 해에 판매할 1999년형 모델과 미래의 상품계획을 소개함과 아울러 마케팅 계획을 발표하는 자리이다. 그 당시 전 명헌사장이 미국 500 여 현지 딜러 사장과 판매 마케팅 임원들을 대상으로 새로운 마케팅 전략과 10년 100,000 마일 워런티가 포함된 딜러 지원 계획을 내놓던 순간, 딜러 대표들은 “바로 이거다.” 하며 흥분하여 한참동안 기립박수를 보냈고, 10년 100,000 마일 워런티로 현대차의 품질의 약점을 한꺼번에 믿을 만한 자동차로 이미지를 바꾼 초강력 메시지로 받아 들여졌다. 이는 13년이 지난 현재까지도 미국시장에서 계속 활용되고 있을 정도로 전세계적으로 자동차 산업에 큰 획을 긋는 획기적인 마케팅 전략으로 평가되고 있다.
이러한 마케팅 전략은 이것이 곧 미국시장에서 오늘의 현대가 있게한 초강력 입지 전환(turn around)의 전기(momentum)가 되었다. 그후 세계자동차 시장에서 현대자동차의 품질에 대한 소비자들의 신뢰를 확보해 현대차의 시장점유는 매년 증가해 이제는 세계 5강의 대열에 우뚝 서며 일류 자동차 메이커로 성장하는 모멘텀이 되었다고 사람들은 입을 모으고 있다.
전 명헌 사장은 2000년 11월 기아자동차로 자리를 옮겨, 해외영업 본부장 부사장을 역임하는 동안 유럽 주요국가의 독립 대리점을 인수, 유럽시장에서 판매마케팅을 직영함으로써 획기적으로 판매력을 강화시켰고, 세계 테니스 4대 그랜드슬램 중 하나인 호주 오픈테니스의 메인 스폰서쉽 획득으로 기아차의 해외에서의 인지도를 한꺼번에 올려 놓은 것은 전 명헌 사장이 기아자동차 해외영업 담당 부사장 시절에 남긴 업적들이었으며 기아자동차를 세계가 주목하는 계기를 만들기도 하였다. 뿐만 아니고 대리점의 생산오더 관리 시스템을 획기적으로 개선했으며 생산공장에서 선적부두까지의 물류 시스템 및 PDI 시설을 세계 선진 시스템으로 바꾸어 놓기도 했었다.
그는 2003년 1월 기아자동차에서 부사장으로 퇴임한 후에는 2003년부터는 글로벌 홍보 전문기업 세계 제일의 PR 회사 에델만의 한국지사 에델만 코리아의 회장직을 2007년 까지 4년간 맡아 에델만이 한국에서 고객만족도 최상의 PR Firm으로 한국 주요기업과 주한 외국회사들을 주요 클라이언트로 확보하는 성장 주춧돌을 만들었다.
2004년 4월에는 대한민국 수출 입국에 주도적인 역할을 해온 현대종합상사의 대표이사 사장으로 취임, 그만의 독특한 ‘스피드 경영'으로 새로운 도약을 주도하였다. 그의 이러한 현대· 기아차 이후 몸담았던 해외 마케팅 전문가 및 전문 경영인으로써의 능력과 기질은 그가 현대종합상사의 혁신에도 중요한 밑거름이 되었다. 실제로 현대종합상사는 그가 2004년 3월에 CEO로 부임한 이후 놀라운 실적을 나타냈다. 자사 제품이 없는 종합상사의 약점을 불식시키기 위해 그의 경영전략 능력은 중국의 산동성 정부로 부터 청도 조선소를 인수하여 조선업에 진출하는 쾌거를 올리기도 했다.
마케팅 능력을 기반으로 한 수익원 확충 및 비즈니스 모델 개발, 조직 및 인력 운영의 효율화 등으로 현대종합상사는 2004년도에 매출 1조7천962억원에 영업이익 251억원, 경상이익 345억원, 당기순이익 345억원을 달성하여 4년만에 흑자로 전환시키는 개가를 올렸으며, 2005년과 2006년 3년 연속 흑자를 기록하면서 지금 이 시간에도 견실한 성장세를 지속해 나가고 있다.
2006년 12월 25일자 중앙일보는 전 명헌 사장을 6,000억 적자 회사를 5년만에 흑자로 전환, 빚더미 회사를 살린 구원투수라고 기술하고 있다.
치밀하고 전략적인 경영 마인드 이외에도 전 명헌 사장은 영어, 스페인어, 화란어 등 유창한 외국어 실력을 갖추고 있는 등 국제 비즈니스 감각이 매우 뛰어나며 세계 각계 각층 인사와의 교류가 두텁기로도 유명하다.
전 명헌 사장은 또한 Mark Juhn's Blog 라는 친환경 자동차를 주 테마로 한 그만의 블로그를 운영하고 있으며 대한민국 기업의 CEO들이 놓쳐서는 안될 블로그로 평가되기도 했다.
An automotive executive with more than three decades of experience, Myung-hun(Mark) Juhn is at the very forefront of the Korean automotive industry. A dynamic leader with a reputation for setting and achieving ambitious targets, he has an exceptional number of accomplishments to his credit that firmly place him among the most successful and influential Korean automotive executives.
During his career, Juhn has been a driving force behind the global development of Korea's two largest car manufacturers that, between them, manufacture more than three millions automobiles every year.
Ever since Juhn joined Hyundai Corporation in March 2004, the company is dynamically moving forward to through innovation and changes; developing new business models, diversifying its profit sources and maximizing efficiency in managing its organization and human resources. As a result, positing KRW 1.7 trillion in sales, KRW 25.1 billion in operating profit and KRW 34.5 billion in net income. Hyundai Corporation turned back in the black in 2004 for the first time in 4 years, and continues to drive forward its business.
Juhn was a member of the executives team responsible for the most successful U.S. launch of an automotive importer in history, driving Hyundai Motor to sell over 250,000 units during its first full year of operations in America. He implemented the revolutionary 10 year/100,000 miles warranty, "America's Best Warranty" in 1998 that became a key element in developing the Hyundai brand in North America. He also opened up the Brazilian and Cuban markets; which had been closed and banned on import of foreign made cars for several decades, to Korean cars for the first time.
Juhn also served Kia Motors Corporation as its Chief Operating Officer and Head of the International Business Division. He retired from the company in January 2003 after it had just completed its fourth successive record year, selling over one million cars in the previous year. Since that time, he had served as Chairman of Edelman Korea, Korea's leading international public relations consultancy.
At Kia he oversaw the launch of five new models, including the extraodinarily popular SUV Sorento. He initiated the establishment of Kia Motors Europe as a separate financial entity and drove Kia to a 21% improvement in the 2002 JD Power & Associate's international public quality survey-- making Kia the most improved brand that year.
Juhn's success at Kia was especially evidenced in Europe. There, his strategy included the takeover by Kia of five European distributors with the goal of using those distributors to push through sales and marketing initiatives to lead the market as a whole. He also brought about the hiring of more local staff recruited from prominent competitors to provide greater insight into the complexities of the European market.
His strategy paid-off for Kia almost immediately, with sales in the first quarter of 2003 up more tham 50% over the same period in 2002, the fastest growth of any manufacturer in Europe during that period. March 2003 alone saw sales increase by 60%, the highest single monthly growth figure in Kia's history.
Prior to being named COO in 2001, Juhn ran Kia's Marketing Administration Division in Seoul. Before that he was President of Kia's Middle East Regional HQ in Dubai, UAE.
Before being transferred to Kia in 2000, Juhn was Executive Vice President of Hyundai's International Marketing Group at the company's Seoul headquaters. In 1997, he was appointed President and CEO of Hyundai Motor America. He was also headed Hyundai Auto Canada and Hyundai Motor Financing Company at the same time.
Juhn was instrumental in turning Hyundai from a struggling brand into one of the fastest-growing automotive companies in the North American market. He oversaw a sales and marketing initiative in Canada that increased sales by 188.4%. He also directed a program that firmly improved dealer perceptions for Hyundai Motors from 14th to 4th most valuable automotive franchise in the U.S. as an evidence on quality rankings, including a one-year increase of 31%-- the largest increase in the history of the survey.
Between 1992 and 1996, he was Managing Director of Hyundai' export division, increasing annual sales from 284,115 vehicles to 569,164 and US$1.85 billion to US$4.44 billion in Europe, Asia and South America.
In 1989, Juhn was named Executive Vice President of Hyundai Motor America. During this first posting to North America, he improved parts operation to the highest fill rate in the industry, successfully launched Elantra, the company's first mid-sized vehicle in the North American market, and strategically positioned Hyundai Motor America to maintain its market share during a period of declining general automotive sales.
Before that Juhn was General Manager of Hyundai's Parts Division, where he establisehd a distribution system that resulted in a fill rate of 90%, the highest in Korea.
Juhn began his career in the Overseas Procurement division of Shinjin Motor Company and then Gerneral Motors Korea, where he worked for eight years after completing a degree B.Sc in industrial engineering at Hanyang University in Seoul.
During his career, he visited over one hundred different countries and developed a network of contacts throughout the world.
Juhn is married with two children. He speaks Korean, fluent English and Spanish and is conversational in Dutch. At 64 years of age, he continues to work out every day.
With over 34 years of experiences in Korean automotive industry and 30 years of export and marketing as well as international sales networking out of the 34 years, Mark Juhn is running a consulting firm. Its name is I AM Consulting Group - I AM stand for International Automotive Marketing.
The members at the consulting group are former executives of Hyundai Motor Company who were deeply engaged in international business for decades from the initial stage of Hyundai's export. Their experience in market development and insight into overseas as well as establishing sales network representing Hyundai brand in so many countries during the past years will surely help new starters in its initial stage of market research and corporate image branding in new markets.
As for Mark Juhn's experience and his capacity in turning around Hyundai Motor in the United States of America and also other countries worldwide, click here or search the stories in the category Press in this blog or please contact us if you have interest in our role.
Should you have any questions please contact me via mhjuhn@gmail.com or m-juhn@hanmail.net.
자동차 산업에서 34년 근무, 해외영업분야에서만 30년의 경험을 살려 국내외 자동차 마케팅에 대한 컨설팅 사업을 시작했습니다. 우리나라 자동차 시장에 진출을 희망하는 해외 자동차회사의 가이드를 해줄 수 있는 컨설팅과 우리나라 자동차 회사의 해외 마케팅에 필요한 업무를 지원해주는 업무를 수행하고 있습니다. 관심이 가시는 분은 지접 연락해주시면 언제든 여러분의 문제 해결의 열쇠를 제공해 드리겠습니다.
전 명헌한테는 mhjuhn@gmail.com 또는 m-juhn@hanmail.net으로 연락을 주시면 즉시 회신을 답을 드리겠습니다.
“What is causing the downfall of the US car industry?”
Resting on past laurels, the US car industry has lost touch with changes sweeping the outside world. The industry was seduced by scale alone when instead it should have been focusing on designing and producing new models attractive to consumers.
“The End of Detroit” presents a rather gloomy and stark picture of the US automobile industry led single-handedly by Detroit, once the engine of the US economy, for the last 100 years. This book, written by Micheline Maynard, explains why the Big Three, GM, Ford and Chrysler, lost their grip on the American car industry, giving plenty of examples and in-depth and hard-hitting accounts.
Detroit was once known as the factory of the dream car. Until the mid 1990s, the market dominance of the Big Three seemed to last forever. As a matter of fact, in its days of glory, 9 out of 10 cars sold in America were produced in Detroit. Now however, imported cars from Japan, Europe and Korea are quickly replacing the market.
“The End of Detroit” was translated and introduced in Korea in October 2004. One year after its release, the situation in the US seems gloomier than ever. As such, Toyota and Honda are riding high and are vying for the number one position in the global market while Mercedes-Benz, BMW, Hyundai and Kia are running closely behind.
So what has brought the downfall of the US car industry? The author finds its primaryreason in the over-complacency of the American car manufacturers. Maynard points out the American car manufacturers were shut out and ignored completely by the market because it failed to develop models that customers wanted and instead focused on consolidation. Furthermore, its operations were hampered by strong trade
unions.
In comparison, foreign car manufacturers like Toyota quickly responded to changes in customer preferences and needs. Of course, in the beginning, these foreign competitors did not have it easy and had to face many difficulties, mainly in the basic
problem of ensuring “quality.”
However, while the Big Three was dragging behind by a slow decision-making process and was caught in the culture of arrogance and insularity, these competitors took full advantage of the situation and made swift responses. Such responses laid the groundwork for their present success.
Maynard concludes that unless “fundamental changes” are made in the American car industry, “The End of Detroit” will be inevitable. I could not agree more with the author on this point. But I can also say that making those “fundamental changes” will not be an easy task.The dark projections regarding Detroit’s Big Three have not been raised yesterday or today. The problems that plague the US car industry have been rooting slowing and gradually for the last twenty years. It is just that until now, Detroit has not paid deserved attention or has deliberately chosen to ignore its problems.
Whenever I talk about change, I often make reference to the 100 degree story. Change
cannot be made in one day. It is only when the water temperature hits 100 degrees that water finally turns to vapor. Change occurs slowly and gradually until one day you realize that a fundamental change has occurred.
To give an example, Toyota collected opinions from all its employees in order to achieve KAIZEN or constant improvement and ever-increasing efficiency, and as a result came with a global icon called the “Toyota Way.” This example teaches us that if we are to expect positive changes in the future, we need to make improvements starting today. Do you wish to succeed?
Then make an effort to change yourself, starting from now.
It is announced that Mark Juhn, who has led Hyundai Corporation for 3 years and successfully recovered it from its tormented red figures, consequently turning to black, would leave his office at the end of the next month as his term expires.
On 12th, Hyundai Corp. also announced that Mark pleasurably made his decision to leave his office as he thought his duties are almost done, for instance, the improved corporation’s financial status and new driving forces established in order to make way for his juniors. As a matter of fact, last September, he actually spoke his mind to the creditors that he would like to retire at the end of his term.
Mark, who is versed in overseas sales as the former president of Hyundai Motors USA and vice president of KIA Motors, has been urgently called instead of the former president, Park Won-jin in March, 2004 and recognized as a successful usinessman, based on his achievements that he made Hyundai Corporation going into red ink turnaround only for 3 years with his unique business philosophy such as ‘speed management’ and ‘100 Celsius theory.’
Hyundai Corporation steered by Mark Juhn could be promptly recovered as fast as his business philosophy, ‘speed management’. Upon the installation, he daringly cleared away inactive business and concentrated on developing new markets and new
products as well as reconstruction such as activating tripartite business, with which he could successfully turn to black in the first year of his office, clearing up red for the last 4 years and keeping it activated for the next 3 consecutive years. Last year, the corporation marked ‘B’ business results, escaped from its impaired capital and elevated stock price up to 19,000 won from 1,700 won, the initial price as he took the office.
In addition, he also made efforts to develop long-term and stable profit sources for the future, not just to improve short-term performance. While concentrating on strategic overseas resource development such as Yemen LNG project and Vietnam 11-2 mining area and securing new driving forces, based on manufacturing, he also organized Qingdao Shipbuilding, a small and mid size shipbuilding company first time in general trading business world, indebted to his energetic leadership.
It is unknown yet what he plan to do after the retirement but it is estimated that he would think of a new job to display his ability on overseas sales as he accumulated about 30 years.
On the other hand, as Mark Juhn retires, the CEO candidates will be recommended to Hyundai Corporation BOD by the personnel committee consisting of the creditors and a new CEO will be appointed in the general stockholder’s meeting in March.
