• Among much else, SsangYong desperately needs to refresh its lineup and rebuild its brand image.

    FORBES: The Global 2000

  • In India, Mahindra is partnering with Korean car maker SsangYong to build out its EV platform.

    FORBES: India Car Co Mahindra Plans To Build Larger Electric Vehicle

  • Also, Ssangyong has a global network with 53 subsidiaries and 90 branches in 120 countries around the world.

    ECONOMIST: Strategic alliances

  • Creditors want to merge Ssangyong Motors, which Daewoo acquired last year, with Daewoo Motor as part of the deal.

    ECONOMIST: South Korea

  • By late 1996, a year before the Asian Crisis hit Korea, Ssangyong Motor's debt was 17 times its equity.

    CNN: Debt and Chassis

  • Samsung, Daewoo and Ssangyong all went big into auto manufacturing and failed big.

    CNN: Debt and Chassis

  • Furthermore, Ssangyong has been talking to several overseas car manufacturers about a strategic alliance, including capital and technical co-operation.

    ECONOMIST: Strategic alliances

  • And Ssangyong had to sell so many businesses to stay afloat, it is now a ghost of its original self.

    CNN: Debt and Chassis

  • Founded by the father of group chairman Kim Suk Won, Ssangyong was a household name in Korean cement and housing construction.

    CNN: Debt and Chassis

  • Ssangyong Motor already assembled four-wheel-drive vehicles, but Kim wanted luxury vehicles too.

    CNN: Debt and Chassis

  • Ssangyong Oil Refining, the biggest shareholder in Ssangyong Motor, boasts shareholders' equity of 1.1 trillion won and a capital-reserve ratio of 385%.

    ECONOMIST: Strategic alliances

  • For bodies, Elliott, who became chief last year, ships in sections from Korean carmaker SsangYong Motors and bolts them together in southern California.

    FORBES: Hot Air

  • The Ssangyong group has pursued an all-out effort to improve Ssangyong Motor's financial structure through a capital-stock increase and the disposal of property.

    ECONOMIST: Strategic alliances

  • You highlight the current financial difficulty of Ssangyong Motor and give readers an impression that the whole Ssangyong group is in a hopeless situation.

    ECONOMIST: Strategic alliances

  • Ssangyong is the sixth-biggest business in South Korea, with total sales of 25 trillion won and 25 domestic subsidiaries at the end of 1996.

    ECONOMIST: Strategic alliances

  • Samsung and Ssangyong took on mountains of debt to fund car plants, but the Crisis and the IOUs suffocated the ventures before they could really rev up.

    CNN: Debt and Chassis

  • The federation of companies that make up the group include an Australian aerospace company and South Korean automaker Ssangyong Motor Company, which Mahindra acquired last year.

    FORBES: Mahindra Aims to Rise to New Heights

  • An Aramco consortium bought the chaebol's stake in Ssangyong Oil.

    CNN: Debt and Chassis

  • In a much-need spot of car-making consolidation, Daewoo , the fourth-largest chaebol, said it was buying the debt-laden car unit of Ssangyong , another conglomerate, for an undisclosed sum.

    ECONOMIST: Retrenching

  • Mahindra has its work cut out turning around moneylosing SsangYong, which was languishing under its previous owners, most recently China's state-owned automaker Shanghai Automotive (SAIC, the General Motors partner in China).

    FORBES: The Global 2000

  • Indirectly, through the banks, the government owns some truly big companies, such as Daewoo, Ssangyong and, soon, Hyundai: it has these holdings because the banks swapped the firms' debt for equity.

    ECONOMIST: Micro-meddler

  • IR I cannot express strongly enough my disappointment at The Economist's failure to comprehend a country's economy and business environment, as demonstrated by your misleading article on the Ssangyong group (May 17th).

    ECONOMIST: Strategic alliances

  • Another plus: SsangYong's network of 1, 000 dealers in over 90 countries substantially extends Mahindra's distribution reach, giving it a bigger presence in Southeast Asia, Latin America and Europe and the wherewithal to expand elsewhere.

    FORBES: The Global 2000

  • "The good thing is, we're not poles apart in brand imagery and there's no overlap between our vehicles, " points out Pawan Goenka, the ex-GM executive who heads Mahindra's auto and farm-equipment business and now chairs SsangYong.

    FORBES: The Global 2000

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