2003 Hyundai Tiburon Gt Coupe 2-door 2.7l on 2040-cars

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What do J.D. Power's quality ratings really measure?

Check these recently released J.D. Power Initial Quality Study (IQS) results. Do they raise any questions in your mind? Premium sports-car maker Porsche sits in first place for the third straight year, so are Porsches really the best-built cars in the U.S. market? Korean brands Kia and Hyundai are second and fourth, so are Korean vehicles suddenly better than their US, European, and Japanese competitors? Are workaday Chevrolets (seventh place) better than premium Buicks (11th), and Buicks better than luxury Cadillacs (21st), even though all are assembled in General Motors plants with the same processes and many shared parts? Are Japanese Acuras (26th) worse than German Volkswagens (24th)? And is "quality" really what it used to be (and what most perceive it to be), a measure of build excellence? Or has it evolved into much more a measure of likeability and ease of use? To properly analyze these widely watched results, we must first understand what IQS actually studies, and what the numerical scores really mean. First, as its name indicates, it's all about "initial" quality, measured by problems reported by new-vehicle owners in their first 90 days of ownership. If something breaks or falls off four months in, it doesn't count here. Second, the scores are problems per 100 vehicles, or PP100. So Power's 2015 IQS industry average of 112 PP100 translates to just 1.12 reported problems per vehicle. Third, no attempt is made to differentiate BIG problems from minor ones. Thus a transmission or engine failure counts the same as a squeaky glove box door, tricky phone pairing, inconsistent voice recognition, or anything else that annoys the owner. Traditionally, a high-quality vehicle is one that is well-bolted together. It doesn't leak, squeak, rattle, shed parts, show gaps between panels, or break down and leave you stranded. By this standard, there are very few poor-quality new vehicles in today's U.S. market. But what "quality" should not mean, is subjective likeability: ease of operation of the radio, climate controls, or seat adjusters, phone pairing, music downloading, sizes of touch pads on an infotainment screen, quickness of system response, or accuracy of voice-recognition. These are ergonomic "human factors" issues, not "quality" problems. Yet these kinds of pleasability issues are now dominating today's JDP "quality" ratings.

Hyundai previews Brand N performance division

Hyundai has slowly created a presence for its N performance sub-brand since launching the name on the i20 WRC in late 2013, but so far the company has limited the badge to rally cars and concepts. A recent video suggests the moniker might reach the road soon. While Brand N isn't well known yet, Hyundai takes development of its performance credentials quite seriously. The company's European Technical Center at the Nurburgring is handling an increasing amount of the work, and former BMW M GmbH chief engineer Albert Biermann leads the way. He also provides narration for this clip. Beyond the camouflaged hatchback, some of Hyundai's other high-speed machines also make an appearance here. The i20 WRC plays in the dirt a little, but the big star is the wild RM15 concept. Based on the Veloster, it sports a mid-engine, 296-horsepower 2.0-liter turbocharged four-cylinder driving the rear wheels. The wide-body coupe looks great running around the 'Ring, too. Hopefully it indicates how far Brand N intends to go. Related Video:

How Hyundai lost momentum, and will 'take a few years' to recover

SEOUL/DETROIT/CHONGQING, China — At a near-empty Hyundai Motor showroom in the Chinese mega city of Chongqing, the store manager is grumbling about his shortage of customers and a lack of bigger, cheaper SUV models popular in the world's largest auto market. Even with discounting of as much as 25 percent, his dealership was selling barely a hundred vehicles a month, said the manager surnamed Li. A nearby Nissan dealership was selling about 400 vehicles a month, a store manager there said. "The sales are simply poor," Li told Reuters. "Look at the Nissan store next door, they have tens of customers while we just have two." An hour's drive away is Hyundai's massive $1 billion manufacturing plant, which opened last year with a target to produce 300,000 vehicles per year. But with sales weak and the Chinese auto market slowing sharply, the factory is running at roughly 30 percent of capacity, two people with knowledge of the matter said. The sources asked not to be identified because the information was not public. Hyundai, the world's fifth largest automaker, declined to comment on the Chongqing plant's production or the showroom's sales but said it is "closely cooperating" with local partner BAIC to turn around the China business. BAIC did not respond to requests for comment. Hyundai's woes mark a major reversal for the automaker which was an early success story in China as it quickly and cheaply rolled out popular new models into a surging market. In 2009, Hyundai and partner Kia's combined sales ranked third in China after General Motors and Volkswagen. The South Korean duo now ranks ninth, and its market share in China was 4 percent last year, from more than10 percent at the beginning of this decade. Executives and industry experts say Hyundai conceded its once stronghold in the low-end segment to fast-growing Chinese rivals such as Geely and BYD. Foreign rivals not only defended their turf in premium segments but also kept pricing competitive for mass-market models, squeezing Hyundai's positioning as an affordable foreign brand, they said. In the United States, the world's second-biggest auto market, Hyundai's market share fell to 4 percent last year, near a decade low. Hyundai ran into problems in China and the United States for similar reasons: It missed shifts in consumer tastes, especially the surge in demand for SUVs, and it sought higher prices than its brand image could command, four Chinese dealers and half a dozen former and current U.S.