Beijing Jeep
1983 – present
(continues in 2010 as Beijing Benz Automotive Co., Ltd.)
American Motors Corporation (AMC) was an American automobile company formed by the 1954 merger of Nash-Kelvinator Corporation and Hudson Motor Car Company. At the time, it was the largest corporate merger in U.S. history.
George W. Mason was the architect of the merger to reap benefits from the strengths of the two firms to battle the much larger “Big Three” automakers (General Motors, Ford, and Chrysler). Within a year, George W. Romney, future governor of Michigan, took over, reorganizing the company and focusing AMC’s future on a new small car line. By the end of 1957 the original Nash and Hudson brands were completely phased out. The company struggled at first, but Rambler sales took off. A Rambler won the 1959 Mobil Economy Run and by 1960, was the third most popular brand of automobile in the United States, behind Ford and Chevrolet.After two model years (1963 and 1964) of only producing compact cars, AMC focused back to larger and more profitable cars like the Ambassador line from the perceived negative of the Rambler‘s economy car image. In the face of deteriorating financial and market positions, Roy D. Chapin, Jr., took charge to revitalize the company, and designer Richard A. Teague economized by developing several vehicles from common stampings. While prices and costs were cut, new and more sporty automobiles were introduced, and from 1968 AMC became known for the Javelin and AMXmuscle cars.
AMC purchased Kaiser’s Jeep utility vehicle operations in 1970 to complement their existing passenger car business. Beginning in the early 1970s, they moved towards all-new compact car designs based on the Hornet, including the Hornet itself and the Gremlin. Other new models in the 1970s included the Matador and Pacer. In an effort to create a more efficient cost structure, in the 1979 model year, AMC eliminated the Matador line and then in the 1980 model year, eliminated the Pacer, focusing almost exclusively on their Hornet-based cars and the Jeep line. While the new lines of the late 1970s, such as the Spirit and Concord, were variations on the Hornet’s platform, the company continued with innovations on existing designs: the 4-wheel-drive AMC Eagle, introduced in 1979, was one of the first true crossovers.
From 1980, AMC partnered with France’s Renault to help finance their manufacturing operations, obtain much-needed capital, and source subcompact vehicles. By 1983 Renault had a controlling interest in AMC. In the 1983 model year, the AMC brand focused entirely on AWD autos; the company stopped producing two wheel drive cars. AMC facilities were used to produce Renault Alliance and Encore compact and subcompact cars. In 1985 Chrysler entered an agreement with AMC to produce Dodge Diplomats and Plymouth Furys as well as Dodge Omnis and Plymouth Horizons in AMC’s Kenosha, Wisconsin plant. At the time, AMC had excess manufacturing capacity thus contract manufacturing for Chrysler made sense. In 1987, after further new vehicle development that included the Medallion (a re-badged Renault 21) and Giorgietto Giugiaro’s Italdesign new full-sizefront-drive sedan that became the Eagle Premier, Renault sold its 47% ownership stake in AMC to Chrysler. Chrysler made a public offer to purchase all the remaining outstanding shares of AMC stock on the NYSE. Renault left the US market completely as a brand in 1987. The Renault Medallion was sold through the newly formed Jeep Eagle Division of Chrysler as an Eagle, not a Renault. AMC’s badge would be used on the Eagle Sports Wagon through the 1988 model year, then be eliminated entirely. The Jeep/Eagle division of Chrysler Corporation was formed from the AMC Jeep Renault dealer network. The Jeep and Eagle vehicles were marketed primarily by former AMC dealers. Ultimately, the Eagle Brand of car would be phased out like Chrysler’s DeSoto, Plymouth, and Imperial by 1998.
Formation
In January 1954, Nash-Kelvinator Corporation began acquisition of the Hudson Motor Car Company (in what was called a merger). The new corporation would be called American Motors Corporation. (An earlier corporation with the same name, co-founded by Louis Chevrolet, had existed in New Jersey from 1916 through 1922 before merging into the Bessemer–American Motors Corporation.)
The Nash-Kelvinator/Hudson deal was a straight stock transfer (three shares of Hudson listed at 11⅛, for two shares of AMC and one share of Nash-Kelvinator listed at 17⅜, for one share of AMC) and finalized in the spring of 1954, forming the fourth-biggest auto company in the U.S. with assets of US$355 million and more than $100 million in working capital. The new company retained Hudson CEO A.E. Barit as a consultant and he took a seat on the Board of Directors. Nash’s George W. Mason became President and CEO.
American Motors dealership sign
Mason, the architect of the merger, believed that the survival of the US’ remaining independent automakers depended on their joining in one multibrand company capable of challenging the “Big Three” – General Motors, Ford, and Chrysler – as an equal. The “frantic 1953–54 Ford/GM price war” had a devastating impact on the remaining “independent” automakers. The reasons for the merger between Nash and Hudson included helping cut costs and strengthen their sales organizations to meet the intense competition expected from autos’ Big Three.
One quick result from the merger was the doubling up with Nash on purchasing and production, allowing Hudson to cut prices an average of $155 on the Wasp line, up to $204 on the more expensive Hornet models. After the merger, AMC had its first profitable quarter during the second three months of 1955, earning $1,592,307, compared to a loss of $3,848,667 during the same period in the previous year. Mason also entered into informal discussions with James J. Nance of Packard to outline his strategic vision. Interim plans were made for AMC to buy Packard Ultramatic automatic transmissions and Packard V8 engines for certain AMC products.
In 1954, Packard acquired Studebaker. The new Studebaker-Packard Corporation (S-P) made the new 320 cu in (5.2 L) Packard V8 engine and Packard’s Ultramatic automatic transmission available to AMC for its 1955 Nash Ambassador and Hudson Hornet models. When Mason died in 1954, George W. Romney succeeded him. Ironically, Romney had once been offered Nance’s job. In 1948, Romney received offers from Packard for the post of chief operating officer and from Nash for the number two position in the company. Although the Packard offer would have paid more, Romney decided to work under Mason because he thought Nash had a brighter future. S-P President James Nance refused to consider merging with AMC unless he could take the top position (Mason and Nance were former competitors as heads of the Kelvinator and Hotpoint, respectively), and a week after Mason’s death Romney announced, “there are no mergers under way either directly or indirectly.” Romney agreed with Mason’s commitment to buy S-P products. Mason and Nance had agreed that in return S-P would endeavor to purchase parts from American Motors, but S-P did not do so. As the Packard engines and transmissions were comparatively expensive, AMC began development of its own V8. AMC also spent US$40 million developing its Double Safe Single Unit monocoque, which debuted in the 1956 model year. In mid-1956, the 352 cu in (5.8 L) Packard V8 and TwinUltramatic transmission were phased out and replaced by AMC’s new V8 and by GM Hydra-Matic and Borg-Warner transmissions.
By 1964, Studebaker production in the United States had ended, and its Canadian operations ceased in 1966. The “Big Three”, plus the smaller AMC, Kaiser Jeep, International Harvester, Avanti, and Checker companies were the remaining North American auto manufacturers.
American Motors combined the Nash and Hudson product lines under a common manufacturing strategy in 1955, with the production of Nashes and Hudsons consolidated at Kenosha. The Detroit Hudson plant was converted to military contract production and eventually sold. The separate Nash and Hudson dealer networks were retained. The Hudsons were redesigned to bring them in harmony with Nash body styles.
The fast-selling Rambler model was sold as both a Nash and a Hudson in 1955 and 1956. These badge-engineered Ramblers, along with similar Metropolitans, were identical save for hubcaps, nameplates, and other minor trim details.
The pre-existing full-size Nash product line was continued and the Nash Statesman and Ambassador were restyled as the “new” Hudson Wasp and Hudson Hornet. Although the cars shared the same body shell, they were at least as different from one another as Chevrolet and Pontiac. Hudsons and Nashes each used their own engines as they had previously: the Hudson Hornet continued to offer the 308 cu in (5.0 L) I6 that had powered the (NASCAR) champion during the early 1950s; the Wasp now used the former engine of the Hudson Jet.
The Nash Ambassador and Statesman continued with overhead- valve and L-head sixes respectively. Hudson and Nash cars had different front suspensions. Trunk lids were interchangeable but other body panels, rear window glass, dash panels and braking systems were different. The Hudson Hornet and Wasp, and their Nash counterparts, had improved ride and visibility; also better fuel economy owing to the lighter unitized Nash body.
For the 1958 model year, the Nash and Hudson brands were dropped. Rambler became a marque in its own right and the mainstay of the company. The popular British-built Metrooolitan subcompact continued as a standalone brand until it was discontinued in 1961. The prototype 1958 Nash Ambassador / Hudson Hornet, built on a stretched Rambler platform, was renamed at the last minute as “Ambassador by Rambler”. To round out the model line AMC reintroduced the old 1955, 100 in (2,540 mm) wheelbase Nash Rambler as the new Rambler American with only a few modifications. This gave Rambler a compact lineup with 100 in (2,540 mm) American, 108 in (2,743 mm) Rambler Six and Rebel V8, as well as the 117 in (2,972 mm) Ambassador wheelbase vehicles.
The “dinosaur-fighter”
Sales of Ramblers soared in the late 1950s in part because American Motors focus on the compact car and its marketing efforts. These included sponsoring the hugely popular Walt Disney anthology television series and as an exhibitor at the Disneyland theme park in Anaheim, California. George Romney himself pitched the Rambler product in the television commercials.
While the “Big Three” introduced ever-larger cars, AMC followed a “dinosaur-fighter” strategy. George W. Romney‘s leadership focused the company on the compact car, a fuel-efficient vehicle 20 years before there was a real need for them. This gave Romney a high profile in the media. Two core strategic factors came into play: (1) the use of shared components in AMC products and (2) a refusal to participate in the Big Three’s restyling race. This cost-control policy helped Rambler develop a reputation as solid economy cars. Company officials were confident in the changing market and in 1959 announced a $10 million (US$81,175,799 in 2016 dollars) expansion of its Kenosha complex (to increase annual straight-time capacity from 300,000 to 440,000 cars). A letter to shareholders in 1959 claimed that the introduction of new compact cars by AMC’s large domestic competitors (for the 1960 model year) “signals the end of big-car domination in the U.S.” and that AMC predicts small-car sales in the U.S. may reach 3 million units by 1963.
American Motors was also beginning to experiment in non-gasoline powered automobiles. On April 1, 1959, AMC and Sonotone Corporation announced a joint research effort to consider producing an electric car that was to be powered by a “self-charging” battery. Sonotone had the technology for making sintered plate nickel–cadmium batteries that can be recharged very rapidly and are lighter than a typical automobile lead–acid battery.
In an effort to stay competitive, American Motors produced a wide range of products during the 1960s, and added innovations long before the “Big Three” introduced them.
For example, the Rambler Classic was equipped with a standard tandem master cylinder in 1962, six years before U.S. safety regulations required that safety feature.
Rambler also was an early pioneer in offering an automatic shift indicator sequence (P R N D2 D1 L, where if one selected “D2”, the car started in second gear, while “1” started in first gear) on its “Flash-O-Matic” transmission which is similar to today’s “PRNODSL”, made mandatory in 1968, which requires a neutral position between reverse and drive, while General Motors still offered a shift selector that had reverse immediately next to low gear (PNDSLR) well into the 1960s.
In 1964, the Classic was equipped with standard dual reclining front seats nearly a decade before the Big Three offered them as options. Bendixdisc brakes were made optional on the Classic in 1965, while the Big Three didn’t offer them until 1969 on many models.
In the early part of the decade, sales were strong, thanks in no small part to the company’s history of building small cars, which came into vogue in 1961. In both 1960 and 1961, Ramblers ranked in third place among domestic automobile sales, up from third on the strength of small-car sales, even in the face of a lot of new competition. Romney’s strategic focus was very successful as reflected in the firm’s healthy profits year after year. The company became completely debt-free. The financial success allowed the company to reach an agreement on August 26, 1961 with the United Auto Workers for a profit sharing plan that was new in the automobile industry. Its new three-year labor contract also included generous annual improvement pay increases, as well as automatic cost-of-living raises. However, in 1962, Romney resigned to run for Governor of Michigan. His replacement was Roy Abernethy, AMC’s successful sales executive.
Abernethy believed that AMC’s reputation of building reliable economical cars could be translated into a new strategy that could follow AMC buyers as they traded up into larger, more expensive vehicles. AMC in reality had produced large cars throughout most of its history, The Rambler Ambassadors were every bit as large as a Full Sized Ford or Chevy. There was only an absence of Full Sized cars from the AMC lineup in 1963 and 1964The first cars bearing his signature were the 1965 models. These were a longer Ambassador series and new convertibles for the larger models. During mid-year a fastback, called the Marlin, was added. It competed directly with cars like the Dodge Charger, AMC’s “family-sized” car emphasized personal-luxury. Abernethy also called for the de-emphasis of the Rambler brand. The 1966 Marlin and Ambassador lost their Rambler nameplates, and were badged as “American Motors” products. The new models shared fewer parts among each other and were more expensive to build.
Tough choices
The continuing quest “in the business world’s toughest race – the grinding contest against the Big Three automobile makers” also meant annual styling changes requiring large expenditures. American Motors’ management total confidence “that the new 1965 models would stem a bothersome decline” actually began falling behind in share of sales. Moreover, a new line of redesigned cars in the full and mid-sized markets was launched in the fall of 1966. The cars won acclaim for their fluid styling, and Abernethy’s ideas did work as Ambassador Sales increased significantly. The dated designs of the Rambler Americans, however, hurt its sales which offset gains from Ambassador sales. There were quality control problems with the introduction of the new full-sized cars, as well as persistent rumors of the company’s demise because of their precarious cash flow. Consumer Reports negative ratings for AMC’s Safety didn’t help either.
American Motors did not have their own electric car program as did the Big Three, and after some negotiation a contract was drawn in 1967 with Gulton Industries to develop a new battery based on lithium and a speed controller designed by Victor Wouk. A nickel-cadmium battery powered 1969 Rambler station wagon demonstrated the power systems that according to the scientist was a “wonderful car”. This was also the start of other “plug-in”-type experimental AMC vehicles developed with Gulton – the Amitron and the Electron.
Abernethy was ousted from AMC on January 9, 1967 and damage control fell to the new CEO, Roy D. Chapin Jr. (son of Hudson Motors founder Roy D. Chapin). Chapin quickly instituted changes to AMC’s offerings and tried to regain market share by focusing on younger demographic markets. Chapin’s first decision was to cut the price of the Rambler to within US$200 of the basic Volkswagen Beetle. Innovative marketing ideas included making air conditioning standard on all 1968 Ambassador models (available as a delete option). This made AMC the first U.S. automaker to make air conditioning standard equipment on a line of cars, preceding even luxury makes such as Lincoln, Imperial, and Cadillac.
The company introduced exciting entries for the decade’s muscle car boom, most notably the AMX, while the Javelin served as the company’s entrant into the sporty “pony car” market created by the Ford Mustang. Additional operating cash was derived in 1968 through the sale of Kelvinator Appliance, once one of the firm’s core operating units.
The Rambler brand was completely dropped after the 1969 model year in North America, although it continued to be used in several overseas markets as either a model or brand name, with the last use in Mexico in 1983. From 1970, AMC was the brand used for all American Motors passenger cars; and all vehicles from that date bore the AMC name and the new corporate logo. However, the names American Motors and AMC were used interchangeably in corporate literature well into the 1980s. The branding issue was further complicated when the company’s Eagleall-wheel drive passenger cars were marketed as the American Eagle in the 1980s.
Chapin expanded American Motors product line in 1970 through the purchase of the Kaiser-Jeep Corporation (formerly Willys-Overland) from Kaiser Industries. This added the iconic Jeep brand of light trucks and SUVs, as well as Kaiser-Jeep’s lucrative government contracts – notably the M151 MUTT line of military Jeeps and the DJ-Series postal Jeeps. AMC also expanded their international network. The military and special products business was reconstituted as American Motors General Products Division, later reorganized as AM General.
1970s product developments
1972 Gremlin X
AM General transit bus
1974 Matador X Coupe
1975 AMC Pacer
1976 Hornet Sportabout
Jeep Cherokee (SJ) Chief S
1979 Spirit GT
In 1970, AMC consolidated all passenger cars under one distinct brand identity and debuted the Hornet range of compact cars.
The Hornet and the later Gremlin shared platforms. The Gremlin, the first North American-built subcompact, sold more than 670,000 units from 1970–1978. The Hornet became AMC’s best-selling passenger car since the Rambler Classic, with more than 860,000 units sold by the time production ended in 1977.
The new mid-sized AMC Matador replaced the Rebel in 1971, using an advertising campaign that asked, “What’s a Matador?” In 1972, AMC won the tender for Los Angeles Police Department cruisers, and Matadors were used by the department from 1972 to 1975, replacing the Plymouth Satellite. American Motors supplied Mark VII Limited owner Jack Webb with two Matadors for use in his popular television series Adam-12, increasing the cars’ public profile.
Starting in 1974, the Matador sedan and station wagon were mildly refreshed, with new boxier front ends. The Matador two-door hardtop, known as the “flying brick” due to its poor aerodynamics in NASCAR competition, was replaced at great cost with a sleek, smoothly shaped, and radically styled two-door coupe. The model received praise for its design, including “Best Styled Car of 1974” by Car and Driver magazine, customer satisfaction,and sold almost 100,000 coupes over a five-year period. The Matador Coupe shared few components with the Matador sedan and station wagon other than suspension, drive train, some trim, and interior parts.
The Ambassador was redesigned and stretched 7 inches (178 mm) to become the biggest ever, just as the 1973 Arab Oil Embargo sparked gasoline rationing across the nation. The additional length was due to a new front end design and stronger energy absorbing bumpers required of all automobiles sold in the U.S. Sales of all large cars fell due to economic problems and rising gasoline prices. The full-sized Ambassador was discontinued as AMC’s flagship line after the 1974 model year. Nash and AMC made Ambassadors from 1927 to 1974, the longest use of the same model name for any AMC product and, at the time, the longest continuously used nameplate in the industry.
In 1974, AMC’s AM General subsidiary began building urban transit buses in cooperation with Flyer Industries of Winnipeg, Manitoba. The Metropolitan coach had sold 5,212 units when production ceased in 1978.
The AMC Pacer, an innovative all-new model introduced in March 1975 and billed as “the first wide small car”, was a subcompact designed to provide the comfort of a full-sized car. Its pre-production development coincided with two changes in U.S. Federal passenger auto laws: first, the reduction in permissible emissions for passenger auto engines, which the Pacer would have met with the Wankel-type engine it was designed for, as the Wankel’s compact dimensions allowed space for extensive emission control equipment in the engine bay; second, a tightening of U.S. passenger auto safety laws, which accounted for the Pacer’s designed-in safety features, e.g. internal door beams. These, together with the wide body and large glass area, added considerable weight.
With the advent of the Arab Oil Embargo of 1973, General Motors aborted the Wankel rotary engine around which the Pacer had been designed, as its fuel consumption exceeded that of conventional engines with similar power. Therefore, AMC’s existing 258 and 232 cu in (4.2 and 3.8 L) AMC Straight-6 engines were used in the Pacer instead. Fuel economy was better than a rotary, but still relatively poor in light of the new focus on energy efficiency. Also, as the Pacer shared few components other than drivetrain with other AMC cars, it was expensive to make and the cost increased when sales fell steeply after the first two years.
Development and production costs for the Pacer and Matador Coupe drained capital which might otherwise have been invested in updating the more popular Hornet and Gremlin lines, so that toward the end of the 1970s the company faced the growing energy crisis with aged products that were uncompetitive in hotly contested markets. However, “AMC used cars, as far back as 1967, had the advantage of good warranty coverage … so most owners were conscious of low-cost car maintenance … AMC units [became] some of the very best buys on the used car market” by 1975.
The 1977 Gremlin had redesigned headlights, grille, rear hatch and fascia. For economy in the fuel crisis, AMC offered the car with a more fuel-efficient Volkswagen-designed Audi 4-cylinder engine 2.0 L (122 cu in). The engine was expensive for AMC to build and the Gremlin retained the less costly but also less economical 232 cu in (3.8 L) as standard equipment.
The AMX nameplate was revived in 1977. It was a sporty appearance package on the Hornethatchback featuring upgrades, as well as the 258 cu in (4.2 L) inline six as standard with a choice of three-speed automatic or four-speed manual transmissions. The 304 cu in (5.0 L) V8 engine was optional with the automatic transmission.
As all Matadors now received standard equipment that was formerly optional (e.g. power steering, automatic transmission), the “Brougham” package was dropped. Optional on the Matador coupe was a landau vinyl roof with opera windows, and top-line Barcelonas offered new two-tone paint.
For 1978, the Hornet platform was redesigned with an adaptation of the new Gremlin front-end design and renamed AMC Concord. AMC targeted it at the emerging “premium compact” market segment, paying particular attention to ride and handling, standard equipment, trim, and interior luxury.
Gremlins borrowed the Concord instrument panel, as well as a Hornet AMX-inspired GT sports appearance package and a new striping treatment for X models.
The AMC Pacer hood was modified to clear a V8 engine, and a Sports package replaced the former X package. With falling sales of Matador Coupes, sedans and wagons, their 304 cu in (5.0 L) V8 engine was dropped, leaving only the 258 cu in (4.2 L) Inline-6 (standard on coupes and sedans) and the 360 cu in (5.9 L) V8 (optional on coupes and sedans, standard on wagons). The two-tone Barcelona luxury package was offered on Matador sedans, and two-tone red paint introduced as an additional Barcelona option. Matador production ceased at the end of the model year with total sales of 10,576 units. The Matador was no longer attractive as automakers struggled to overcome economic woes including continuing fuel price increases and double digit domestic inflation.[45]
In 1979, the Spirit sedan replaced the Gremlin. A new fastback version of the car, the Spirit Liftback, proved successful.
In December, Pacer production ceased after a small run of 1980 models was built to use up parts stock.
Concords received a new front end treatment, and in their final season, hatchbacks became available in DL trim. On May 1, 1979, AMC marked the 25th anniversary of the Nash-Hudson merger with “Silver Anniversary” editions of the AMC Concord and Jeep CJ in two-tone silver (Jeeps then accounted for around 50 percent of the company’s sales and most of their profits); and introduced LeCar, a U.S. version of the small, fuel-efficient Renault 5, in dealer showrooms.
Concord and Spirit models were dropped after 1983.
Financial developments, Renault partnership
Late 1970s to early 1980s
1978 AMC Concord
AMC Spirit liftback
1981 AMC Concord
Jeep Grand Wagoneer
In February 1977, Time magazine reported that although AMC had lost $73.8 million in the previous two fiscal years, U.S. banks had agreed to a year’s extension for a $72.5 million credit that had expired in January; that Stockholders had received no dividends since 1974; and that Pacer sales did not match expectations. However, Time noted record Jeep sales and a backlog of orders for AM General’s buses.
Also in 1977, Gerald C. Meyers was appointed chairman and chief executive.
On March 31, 1978, AMC and Renault announced a sweeping agreement for the joint manufacture and distribution of cars and trucks that would achieve benefits for both. A month later, AMC announced that it would halt the production of standard urban transit buses after about 4,300 were sold by its AM General subsidiary during three years. In May 1978, the U.S. Environmental Protection Agency ordered the recall of all AMC’s 1976 cars (except those conforming to California emissions regulations) – some 270,000 vehicles— plus 40,000 1975 and 1976 Jeeps and mini trucks, for correction of a fault in the pollution control system. Total cost was estimated at up to $3 million—more than AMC had earned the previous quarter.
American Motors lost an estimated $65 million on its conventional (non-Jeep) cars for the fiscal year ended September 30, 1978, but strong Jeep sales helped the company to an overall $36.7 million profit on sales of $2.6 billion. However, AMC faced costly engineering work to bring their Jeeps into compliance with a federal directive for all 4-wheel-drive vehicles to average 15 mpg-US (16 L/100 km; 18 mpg-imp) by 1981.
A year later, with its share of the American market at 1.83%, the company struck a deal with Renault, the nationally owned French automaker. AMC would receive a $150 million cash injection, $50 million in credits, and also the rights to start building the Renault 5 in 1982. (A deal for Renault products to be sold through the AMC-Jeep dealer network had already been made in 1979.) In return, Renault acquired a 22.5% interest in AMC.This was not the first time the two companies had worked together. Lacking its own prestige model line in the early 1960s, Renault assembled CKD kits and marketed Rambler cars in France.
In 1979, AMC announced a record $83.9 million profit on sales of $3.1 billion (US$10,107,336,084 in 2016 dollars) for the fiscal year ending in September—this despite an economic downturn, soaring energy prices, rising American unemployment, automobile plants shutting down, and an American market trend towards imported cars. In October, the company’s car sales surged 37%, while they sank 21% for the industry as a whole.
However, a drop in Jeep sales caused by the declining economy and soaring energy prices began to constrict AMC’s cash flow. At the same time, pressure increased on the company’s non-Jeep product lines. The face-lifts and rebranding of AMC’s once-innovative and successful cars were not enough in a competitive landscape that had changed dramatically. No longer was the threat limited to the Big Three automakers (General Motors, Ford, and Chrysler). The Japanese manufacturers (Honda, Toyota, Nissan) used streamlined production methods such as outsourcing and Just In Time (JIT) supply-chain management. They had new, highly efficient assembly plants in the United States. And now they targeted the heart of AMC’s passenger product line: small cars.
While Americans turned to the new imports in increasing numbers, AMC continued its struggle at the inefficient and aging Kenosha, Wisconsin facilities—the oldest continuously operating automobile plant in the world, where components and unfinished bodies still had to be transported across the city.
In early 1980, the banks refused AMC further credit. Lacking both capital and resources for the new, truly modern products it needed to offer, the company turned to Renault for a $90 million loan (US$258,477,383 in 2016 dollars). By September that year, AMC’s U.S. market share had fallen to 1.7%, and in November sales dropped 19.1%. AMC warned stockholders that the company could be bankrupted if they did not approve a plan for Renault to acquire as much as 59% of the company. On December 16, 1980, AMC shareholders “overwhelmingly approved making the French Government-owned Renault” their company’s principal owner.
In January 1982 the company’s former president W. Paul Tippett Jr. replaced Gerald C. Meyers as CEO, and Jose Dedeurwaerder, a Renault executive, became president. Dedeurwaerder brought a broad perspective at this critical time: as an engineer and international business executive with 23 years at Renault, he is credited with streamlining many of AMC’s arcane management techniques. He also instituted important improvements in plant layouts, as well as in cost and quality control.
Renault, having increased their stake in the company several times to keep it solvent, eventually owned 49% in 1983. This development effectively ended AMC’s run as a truly American car company.
New ownership and new management heralded a new product venture for AMC: a line of modern front-wheel drive cars, designed by Renault, to be produced at Kenosha.
1980s product developments
AMC Eagle
1981 AMC Eagle Wagon.
In August 1979, for the 1980 model year, AMC introduced four-wheel drive versions of the Spirit and Concord, calling the collective line the AMC Eagle. Eagles rapidly became one of the company’s best-known products and is considered one of the first “crossover SUVs“. Eagles used the 2-wheel drive body shells mounted on an all-new platform developed by American Motors in the late 1970s. Featuring an innovative full-time four-wheel drive system, it sold best in snow-prone areas. Sales started strongly but declined over time. While the two-wheel drive Spirit and Concord were both discontinued after 1983 as the company concentrated on its new Renault Alliance, the Eagle survived for five years longer, albeit only in station wagon form, into the 1988 model year. This meant the four-wheel drive Eagle was the lone representative of the AMC brand from 1984–1988. All the company’s remaining output was branded Renault or Jeep. The last AMC Eagle was built on December 14, 1987.
Renault Alliance
Later Alliance model with AMC badging in place of Renault
The Renault Alliance was the first joint product of the AMC-Renault partnership. Introduced in 1983, the Alliance was a front-wheel drive Renault 9 compact restyled for the American market by Richard Teague and produced by AMC at Kenosha. The car was initially badged as a Renault, and some cars carried both Renault and AMC badges, however most 1986 and all 1987 models had only AMC branding; it was available as a sedan with two or four doors, a hatchback (introduced in 1984 and badged as Encore), a two-door convertible and, for the final 1987 model year, a higher-performance version of the 2-door sedan and convertible sold as the GTA.
The new model, introduced at a time of increased interest in small cars, won several awards including Motor Trend Car of the Year. Motor Trend declared: “The Alliance may well be the best-assembled first-year car we’ve ever seen. Way to go Renault!” The Alliance was listed as number one on Car and Driver‘s list of Ten Best cars for 1983, The positive reception and sales of 200,000 Alliances by 1984 was hindered by the availability of only two body styles. The Alliance was a European-designed car and not fully suited to U.S. market demands. The distribution network was also not well supported, which led to lower quality delivered by dealerships with “disastrous consequences” for the image of the automobiles, as well as high warranty costs. Alliance production ended in June 1987.
Jeeps
Jeep Cherokee Laredo
Jeep Comanche Pioneer
More beneficial to AMC’s future was the introduction of an all-new line of compact Jeep Cherokee and Wagoneer models in the autumn of 1983 for the 1984 model year. The popularity of these downsized Jeeps pioneered a new market segment for what later became defined as the sport utility vehicle (SUV). They initially used the AMC 150 C.I.D. (2.5L) OHV four-cylinder engine with a carburetor, and a General Motors-built 2.8 L (171 cu in) carbureted V6 was optional. In 1986, throttle-body injection replaced the carburetor on the 2.5 L I4 engines. A Renault 2.1 L (128 cu in) Turbo-Diesel I4 diesel was also offered. Starting with the 1987 models, a 4.0 L (244 cu in) I6 engine, derived from the older 258 cu in (4.23 L) I6 with a new head design and an electronic fuel injection system, replaced the outsourced V6. American Motors’ “new” engine was designed with help from Renault and incorporated Renault-Bendix (Renix) parts for fuel and ignition management. The 4.0 developed an outstanding reputation for reliability and toughness. Retained by Chrysler after the buyout, the design continued to be improved and refined until its discontinuation at the end of the 2006 model year. The 4.0 engine saw extensive application in XJ Cherokees and Wagoneers, Grand Cherokees, and Wranglers, and many of those engines saw (or are seeing) extremely long lives, quite a few exceeding 300,000 mi (480,000 km). The XJ Cherokee itself was built by Chrysler until the end of the 2001 model year in the U.S. and until 2005 in China.
Three other designs continued to be used after the Chrysler buyout: the Grand Wagoneer full-size luxury SUV, the full-sized J-series pickups, built on the same chassis as the earlier SJ model Wagoneers and Cherokees that dated from 1963 with the AMC 360 cu in (5.9 L) V8, and the Jeep Comanche (MJ) compact pickup, which debuted in 1986. Unlike most sport-utility vehicles which are based on adapted pickup truck designs, the Cherokee XJ SUV came first and the Comanche was designed as a later pickup truck version.
Production of the full-sized pickups ceased after 1987. The Grand Wagoneer and 360 V8 engine were dropped after 1991 (the last American-made vehicle whose engine used a carburetor for fuel delivery), and the Comanche bowed after 1992.
1985 and the final buyout
Marketplace and management changes
There were significant changes in 1985 as the market moved away from AMC’s small models. With fuel relatively cheap again, buyers turned to larger more powerful automobiles and AMC was unprepared for this development. Even the venerable Jeep CJ-5 was dropped after a 60 Minutes TV news magazine exposé of rollover tendencies under extreme conditions. AMC also confronted an angry work force. Labor was taking revenge, and reports circulated about sabotage of vehicles on the assembly lines because of the failure to receive promised wage increases. There were rumors that the aging Kenosha plant was to be shut down. At the same time, Chrysler was having trouble meeting demand for its M-body rear-drive models (Dodge Diplomat, Plymouth Gran Fury and Chrysler Fifth Avenue). Because they were assembled using the old “gate and buck system” and the tooling could be easily moved, Chrysler could supply the components and control the quality, while AMC assembled the car. Therefore, Lee Iacocca and Joe Cappy reached an agreement to use some of AMC’s idle plant capacity in Kenosha.
These problems came in the midst of a transfer of power at AMC from Paul Tippet to a French executive, Pierre Semerena. The new management responded with tactical moves by selling the lawn care Wheel Horse Products Division and signing an agreement to build Jeeps in the People’s Republic of China. The Pentagon had problems with AM General, a significant defense contractor, being managed by a partially French-government-owned firm. The U.S. government would not allow a foreign government to own a significant portion of an important defense supplier. As a result, the profitable AM General Division was sold. Another milestone was the departure of Dick Teague: AMC’s design vice president for 26 years, he was responsible for many Jeep and AMC designs including the Rambler American, Javelin, Hornet, Gremlin, Pacer, and Matador coupe.
Problems at Renault and the assassination
American Motors’ major stockholder, Renault, itself was experiencing financial troubles of its own in France. The investment in AMC (including construction of a new Canadian assembly plant in Brampton, Ontario) forced cuts at home, resulting in the closure of several French plants and mass layoffs. Renault was down to just three alternatives regarding its American holdings: (1) They could declare AMC officially bankrupt thereby lose its investment; (2) They could come up with more money, but Renault management perceived AMC as a bottomless pit; or (3) AMC could be put up for sale and the French could get back part of their investment. Against these detractions, Renault’s chairman, Georges Besse, continued to champion the French firm’s future in the North American market; pointing to the company’s completion of the newest and most-advanced automotive assembly plant in North America, then known as Bramalea Assembly, as well as the recent introduction of the thoroughly modern, fuel-injected 4.0 L and 2.5 L engines. In addition, Jeep vehicles were riding an unprecedented surge in demand. It seemed to Besse and others that AMC was on course for profitability.
However, on November 17, 1986, Georges Besse, who had a high profile among French capitalists, was assassinated by Action Directe, a clandestine militant extremist group variously described as communist, anarchist and Maoist, which professed strong sympathies for the proletariat and the aspirations of the Third World. The murder was carried out by members of Action Directe’s Pierre Overney Commando (named after a Maoist militant killed by a Renault factory guard). The group stated that the murder was in retaliation for Besse having sacked tens of thousands of workers – 34,000 from the French aluminum producer PUK-Péchiney and 25,000 from Renault.
Chrysler purchase AMC Stock
Under pressure from Renault executives following Besse’s death, Renault’s new president, Raymond Levy set out to repair employee relations and divest the company of its investment in American Motors. Renault owned 46.1% of AMC’s outstanding shares of stock.
The earlier agreement between Chrysler and AMC in 1985, under which AMC would produce M-body chassis rear-drive large cars for two years from 1986–88, fed the rumor that Chrysler was about to buy AMC. According to the head of manufacturing for Chrysler at the time, Stephan Sharf, the existing relationship with AMC producing a car for a competitor facilitated the negotiations.
The Jeep Grand Cherokee was the driving force behind Chrysler’s buyout of AMC; Lee Iacocca wanted the design. Chrysler completed development and released it to the public in late 1992, and continues to use the nameplate today.
On March 9, 1987, Chrysler agreed to buy Renault’s share in AMC, plus all the remaining shares, for about US$1.5 billion (US$3,124,340,949 in 2016 dollars). AMC became the Jeep-Eagle division of Chrysler. It was the Jeep brand that Chrysler CEO Lee Iacocca really wanted – in particular the ZJ Grand Cherokee, then under development by Jeep engineers, which ultimately proved highly profitable for Chrysler (the nameplate remains in production today). However, the buyout included other attractive deal sweeteners for Chrysler. Among them was the world-class, brand-new manufacturing plant in Bramalea, Ontario, which offered Iacocca an unprecedented opportunity to increase his company’s production capacity at a fire-sale price. AMC had designed and built the plant in anticipation of building the Renault 25 based Eagle Premier. Additional profitable acquisitions were the AMC dealer network (the addition of which strengthened Chrysler’s retail distribution – many AMC dealers switched to selling Chrysler products); and AMC’s underrated organization and management talent – which Chrysler quickly assimilated (numerous leading Chrysler engineers and executives were ex-AMC). AMC was fully merged as of March 29, 1990.
The sale came at a time when the automotive press was enthusiastic about the proposed 1988 lineup of Renault, Eagle and Jeep vehicles, and reports that the financial outlook for the tiny automaker were improving. AMC quarterly results for all of 1987 were positive, Chrysler purchased AMC at a time the company appeared to be in very good financial position with its new product line.
The sale marked Renault‘s withdrawal from the North American market (excluding Mexico) in the 1988 model year. However, the French company has since returned to that market with its subsequent purchase of a US$5.4 billion controlling stake in Nissan in March 1999. In contrast to the AMC/Renault partnership, Carlos Ghosn, CEO and President of Renault of France and Nissan of Japan, is guiding the Renault-Nissan alliance away from national identities.
Business legacy
American Motors was forced to constantly innovate for 33 years until Chrysler absorbed it in 1987. The lessons learned from this experience were integrated into the company that bought AMC. The organization, strategies, as well as several key executives allowed Chrysler to gain an edge on the competition. Even today, the lessons gained from the AMC experience continue to provide benefits to other firms in the industry. There are a number of legacies from AMC’s business strategies.
AMC had an ability to formulate strategies that were often evaluated by industry critics as “strokes of brilliance”. According to Roy D. Chapin Jr., AMC realized they were up against the giants of the industry, so to compete successfully they had to be able to move quickly and with ingenuity. An essential strategy practiced by AMC was to rely on outside vendors to supply components in which they had differential advantages. This approach was finally accepted within the U.S. auto industry, but only after each of the Big Three experienced the failure of attempting to be self-sufficient.
The smallest domestic automaker did not have “the massive R&D budgets of General Motors, Ford, and foreign competitors … [thus] AMC placed R&D emphasis on bolstering the product life cycle of its prime products (particularly Jeeps).” In 1985, AMC originated product lifecycle management (PLM) as a strategic business approach according to Sidney Hill, Jr., executive editor for Manufacturing Business Technology, in an effort to better compete against its much larger rivals by ramping up its product development process.
Another example of AMC’s agility was the ability of management to squeeze money out of reluctant bankers, even in the face of bankruptcy. These core abilities helped save the company from collapse and after each obstacle, give it the wherewithal to keep it operating. Ironically, AMC was never stronger than just before its demise.
AMC’s managers anticipated important trends in the automotive industry. It preached fuel efficiency in the 1950s, long before most auto buyers demanded it. Led by AMC’s Rambler and several European cars, the small car innovation reduced the Big Three’s market share from 93% in 1957 to 82% in 1959. The company inherited foreign manufacturing and sales partnerships from Nash and continued developing business relations, decades before most of the international consolidations among automobile makers took place. AMC was the first U.S. automaker to establish ownership agreement with a foreign automaker, Renault. Although small in size, AMC was able to introduce numerous industry innovations. Starting in 1957, AMC was the only U.S. manufacturer to totally immerse all automobile bodies in primer paint for protection against rust, until competitors adopted the practice in 1964. Even one of AMC’s most expensive new product investments (the Pacer) established many features that were later adopted by the auto industry worldwide. These included aerodynamic body design, space-efficient interiors, aircraft style doors, and a large greenhouse for visibility. AMC was also effective in other areas such as marketing by introducing low rate financing. AMC’s four-wheel drive vehicles established the foundation for the modern SUV market segments, and “classic” Jeep models continue to be the benchmark in this field. Roy D. Chapin drew on his experiences as a hunter and fisherman and marketed the Jeep brand successfully to people with like interests. The brand developed a cult appeal that continues.
The purchase of AMC was instrumental in reviving Chrysler. According to Robert Lutz, former President of Chrysler, the AMC acquisition was a big and risky undertaking. The purchase was part of Chrysler’s strategic “retreat-cum-diversification” plan that he states did not have the right focus. Initially the goal was to obtain the world-renowned Jeep brand. However, Lutz discovered that the decision to buy AMC turned out to be a gold mine for Chrysler. At that time, Chrysler’s management was attempting to find a model to improve structure and operations, “something that would help get our minds unstuck and thinking beyond the old paradigms that we were so familiar with“. In this transformation, “Chrysler’s acquisition of AMC was one of the all-time great moments in corporate serendipity” according to Lutz “that most definitely played a key role in demonstrating how to accomplish change“.
According to Lutz (1993), while AMC had its share of problems, it was far from being a bunch of “brain-dead losers”. He describes the “troops” at AMC as more like the Wake Island Marines in battle, “with almost no resources, and fighting a vastly superior enemy, they were able to roll out an impressive succession of new products”. After first reacting with anger to the purchase, Chrysler managers soon anticipated the benefits. To further solidify the organizational competencies held by AMC, Lee Iacocca agreed to retain former AMC units, such as engineering, completely intact. In addition, AMC’s lead engineer, François Castaing, was made head of all engineering at Chrysler. In an unthinkable strategic move, Castaing completely dismantled the entrenched Chrysler groups. In their place AMC’s “platform team” was implemented. These were close-knit cross-functional groups responsible for the whole vehicle, as contrasted with Chrysler’s highly functional structure. In this capacity, Castaing’s strategy was to eliminate the corporate administrative overhead bureaucracy. This move shifted corporate culture and agitated veteran executives who believed that Chrysler’s reputation as “the engineering company” was being destroyed. Yet, according to the popular press, by the 1980s Chrysler’s reputation was totally shot, and in Lutz’s view only dramatic action was going to change that. In summary, Chrysler’s purchase of AMC laid the critical foundation to help re-establish a strategy for its revival in the 1990s.
Top managers at Chrysler after the AMC buyout appeared to have made errors similar to those by AMC. For example, Chrysler invested heavily in new untested models while not keeping up its profitable high-volume lines.
After the DaimlerChrysler merger, the combined company also encountered the problem of having too many platforms. It also failed to achieve synergies by sharing components and from Chrysler’s paperless design and supplier capabilities. Mercedes-Benz managers were protective of their designs and components and “advanced R&D was clearly put under German direction.” This policy increased production costs. They could have observed the experience of the Nash and Hudson merger designed to achieve manufacturing efficiencies and savings from component sharing. The first product combining Chrysler and Mercedes technology and engineering with a Mercedes name was in 2006, eight years after DaimlerChrysler AG was created.
The AMC influence also continued at General Motors. GM recruited a new executive team to turn itself from near bankruptcy in the early 2000s. Among the new strategists at GM was Lutz who brought an understanding of the importance of passion in the product design. Lutz implemented a new thinking at GM that incorporated the systems and structures that originated from AMC’s lean and focused operations.
Renault implemented the lessons it learned from its investment in AMC. The French firm took a parallel approach as it did with its initial ownership of AMC and applied it to resurrect the money-losing Nissan automaker in Japan.
In 2009, in a deal brokered by the Obama administration, Italian automaker Fiat initiated a white knight takeover of Chrysler to save the struggling automaker from liquidation. The deal was immediately compared to the AMC-Renault deal; Some commentators noted the irony in that Chrysler now faced the same fate that AMC faced 30 years earlier, while others expressed skepticism of whether the Italian firm could save Chrysler, given how the Renault deal failed. However, there have been key differences between the two; Fiat CEO Sergio Marchionne became CEO of Chrysler as part of the deal and immediately began globally integrating Fiat and Chrysler’s assets and product lines; The Fiat-Chrysler merger doesn’t face the political opposition the AMC-Renault deal did since Fiat is entirely private and independent and the US Government supported the merger; Most importantly, while AMC proved to be a continuous money-loser for Renault, Chrysler returned to profitability fairly quickly and has since become an important source of revenue and profits for Fiat, which has been struggling to maintain volume and profitability amid the European debt crisis. The two firms would later fully marge to create Fiat Chrysler Automobiles in 2014.
Legacy of products
Passenger automobiles
Eagle Premier
Chrysler revived the “Spirit” name dropped by AMC after 1983 for use on one of its A platform cars, (the Dodge Spirit) from 1989–1995. The planned Renault Medallion was sold as the Eagle Medallion in 1988 and 1989. A Renault/AMC concept, the Summit, was produced by Mitsubishi Motors beginning in 1989. The planned all-new 1988 Renault Premier, a joint development effort between American Motors and Renault, and for which theBrampton Assembly plant (Brampton, Ontario—originally called the Bramalea Plant) was built, was sold by Chrysler as the 1988–1992 Eagle Premier, with a rebadged Dodge Monaco variant available from 1990–1992. The full-sized Premier’s platform was far more advanced than anything Chrysler was building at the time. After some re-engineering and a re-designation to Chrysler code LH, the Eagle Premier went on to form the backbone of Chrysler’s passenger car lineup during the 1990s as the Chrysler Concorde (a revived model name that was briefly used by Plymouth in 1951 and 1952), Chrysler New Yorker, Chrysler LHS, Dodge Intrepid, and Eagle Vision. Plymouth almost received their own rendition of the LH platform, which was to be called the Accolade, but Chrysler decided to nix this idea not long before LH production started. The Chrysler 300M was likewise a Premier/LH-derived car and was initially to have been the next-generation Eagle Vision, until the Eagle brand was dropped after 1998.
Jeep vehicles
Jeep Comanche
Chrysler marketed the SJ Jeep Grand Wagoneer until 1991, leaving it almost entirely unaltered from the final AMC rendition before the buyout. The Jeep Comanche pickup truck remained until 1992, while the Cherokee remained until 2001 in the U.S. (the XJ Cherokee was produced in China through 2006 as the Cherokee 2500 [2.5L] and Cherokee 4000 [4.0L]). Although it was not introduced until 1993, the Jeep Grand Cherokee was initially an AMC-developed vehicle.
Traces of AMC remained within. AMC’s Toledo, Ohio plants continued to manufacture the Jeep Wrangler and Liberty, as well as parts and components for Chrysler, Dodge, and Jeep vehicles (although Toledo Machining and Forge was closed in 2005). AMC’s main plant in Wisconsin, albeit heavily downsized, operated as the Kenosha Engine Plant, producing engines for several Chrysler Group products including the Wrangler. The plant was closed as part of the post bailout restructuring of Chrysler in October 2010. The 4.0 litres (242 cu in) engine was used until the 2006 model year by DaimlerChrysler in the Jeep Wrangler. AMC’s technologically advanced Bramalea Assembly and Stamping Plants in Brampton, Ontario later produced the LX-cars – the Dodge Charger and the Chrysler 300, and the now discontinued Dodge Magnum.
In terms of AMC-related parts, some were used as late as 2006, when the Jeep Wrangler (the last new product introduced by AMC before the Chrysler deal) was still using the AMC Straight-6 engine in some models, as well as the recessed “paddle” door handles that were used since the 1968 model year by AMC. Both were retired when the Wrangler was completely redesigned for the 2007 model year.
AM General, sold by American Motors in 1982, is still in business building the American Motors-designed Humvee for American and allied militaries. AM General also built the now-discontinued civilian variant – the H1 – and manufactured a Chevrolet Tahoe-derived companion, the H2, under contract to GM, who acquired the rights to the civilian Hummer brand in 1999. GM was forced to phase out the Hummer brand in early 2010 as a part of its bankruptcy restructuring after offering it for sale, but failing to find a suitable buyer.
Although Chrysler introduced new logos for its brands in the 1990s and again in 2010 after the Fiat Group took control of the company, Jeep still uses the AMC-era logo introduced shortly after AMC’s purchase of the brand in 1970. Until the Chrysler purchase, Jeep’s logo also featured the AMC emblem.
Legacy of divisions and facilities
Former divisions
During its history, American Motors bought or created, then later sold and divested itself of several specialized divisions, some which continue to exist today:
Kelvinator, the subdivision of Nash-Kelvinator, was sold by American Motors in 1968 to White Consolidated Industries and subsequently became part of Electrolux. The Kelvinator Company is still in business.
Jeep is now a brand of the Chrysler Group. Many Jeep models retained the mechanical specifications and styling cues that were developed by AMC well into the 1990s or even into the first decade of the 2000s.
AM General is now owned by MacAndrews & Forbes Holdings and the Renco Group. It was organized as an LLC in August 2004.
Beijing Jeep was established by AMC in 1983 to produce Jeeps for the burgeoning Chinese market; the joint venture was inherited by Chrysler and continues under the ownership of the new Chrysler. AMC’s trials with the venture were the subject of a fairly well known book on the venture, “Beijing Jeep”, by James Mann.
Facilities
AMC World Headquarters (1954–1975) was located at 14250 Plymouth Road in Detroit and was widely known as the Plymouth Road Office Center (PROC). In 1975, AMC moved its headquarters from the facility on Plymouth Road to a newly constructed building on Northwestern Highway in Southfield, Michigan known as the American Center.
The initial building had been built in 1926–27 by the Electric Refrigeration Corporation (subsequently Nash-Kelvinator) with design by Amedeo Leoni, industrial layout by Wallace McKenzie, and tower enclosure and industrial units by William E. Kapp, of SHG. The original 600,000 sq ft (56,000 m2) three-story factory and four-story administration building had been headquarters to Nash-Kelvinator from 1937–1954 as well as a factory for refrigerators, electric ranges, and commercial refrigeration—as well as airplane propellers for the U.S. military effort during World War II.
During World War II, the U.S. War Department contracted with Nash-Kelvinator to produce 900 Sikorsky R-6 model helicopters. As part of that contract, a 4.5 acres (1.8 ha) site north of the factory was used as the smallest airport in the world as a flight testing base. Nash-Kelvinator produced about fifty R-6s a month during the war. When the contract was terminated at the end of the war, a total of 262 helicopters had been constructed.
During Chrysler’s occupancy of the complex, it was known Jeep and (Dodge) Truck Engineering (JTE), including facilities for Body on Frame (BoF) work as well as testing facilities and labs. The buildings included 1,500,000 square feet (140,000 m2), approximately one third devoted to engineering and computer functions.[93]
As of 2007, Chrysler still employed over 1,600 people at the complex, moving those operations in mid-2009 to the Chrysler Technology Center. PROC was made available for sale by Chrysler in early 2010.
American Center – AMC’s corporate headquarters in Southfield, Michigan is still standing, still open, and still called “American Center”. The original “American Center” signage at the top of the building remained until 2005, although the AMC logo has been removed. The signage has since been changed to Charter One. The 25-story building is rented to several different organizations and companies as office space. After the Chrysler acquisition, Chrysler Financial occupied as much as 175,000 square feet (16,300 m2) of the building.
Toledo South Assembly Plants – Torn down in 2007 by Chrysler. Until it was demolished, still visible on most of the signage on the outside of the factories were areas where Chrysler painted over the AMC logo.
Toledo Forge – Torn down by Chrysler in 2007.
Brampton (formerly Bramalea) Assembly and Satellite Stamping Plants. – still in use by Chrysler. AMC designed this US$260 million (US$592,203,716 in 2016 dollars), 2,500,000-square-foot (230,000 m2) plant, which was operational by 1986. This plant was designed and built by AMC for the specific purpose of building the Eagle Premier. Like the older Brampton plant (see “Former Factory Facilities”, below), this factory was also part of American Motors Canada, Inc., and with the Chrysler buy-out in 1987, became part of Chrysler Canada Limited. The plant currently builds the LX series of vehicles including the Chrysler 300, the Dodge Charger. Also Producing a slightly modified version of the lX series; renamed the LC series; supporting the Dodge Challenger nameplate.
Kenosha “Main” Plant – Portions of the Kenosha Main Plant (later Chrysler’s Kenosha Engine plant with some new additions) at 52nd Street and 30th Avenue continued to be run by Chrysler as an engine-production factory. This plant closed in October 2010as part of Chrysler LLC’s Chapter 11 bankruptcy procedure which resulted from the automotive industry crisis. Demolition of the plant began in early December 2012.
Canadian Fabricated Products Ltd. – An AMC division (part of AMC Canada, Ltd.) in Stratford, Ontario; established 1971 and sold post-buyout by DaimlerChrysler in 1994; produced automotive interior trim.
Guelph Products – An AMC division (also part of AMC Canada, Ltd.) in Guelph, Ontario; opened in 1987, and subsequently sold by Chrysler in early 1993; the operation supplied moulded plastic components to the Brampton Assembly Plant.
Coleman Products Corporation – An AMC subsidiary in Coleman, Wisconsin. Manufactured automotive wiring harnesses for AMC and other automakers. (Not the same as Coleman Company)
Evart Products Co. – An AMC subsidiary in Evart, Michigan. The plant was established in 1953 with 25 workers and eventually expanded to over 1,200, becoming Osceola County’s largest employer. This factory manufactured injection molded plastic parts (notably, grilles) for AMC (supplying 90% of in-house needs), as well as for other automakers. In 1966, Products Wire Harness was built. After Chrysler’s purchase of AMC, Collins & Aikman took over the factory.
Mercury Plastics Co. – Mercury Plastics operated a plant at 34501 Harper Ave., Mt. Clemens, Michigan. The company was acquired in 1973 for 611,111 shares of AMC stock. The company produced plastic parts for AMC, as well as for uses in other industries.
Windsor Plastics Co. – Windsor Plastics, 601 North Congress Avenue, Evansville, Indiana was acquired in 1970. The division produced plastic parts for AMC and other industries. The company was sold to Guardian Industries in 1982, and underwent a name change to Guardian Automotive Trim, Inc. It is still in operation today. The original factory in Evansville continues to manufacture plastic parts for the OEM and aftermarket automotive industries. Items manufactured include grilles, bezels, and other parts.
The AMC Proving Grounds – The former 300 acres (1.2 km2; 0.47 sq mi) AMC Proving Grounds in Burlington, Wisconsin had initially been Nash’s test track and subsequently became Jeep’s test facilities (after AMC’s acquisition of Willys in the 1970s). The grounds fell into disuse after Chrysler’s takeover of AMC in 1987 and subsequently became the engineering and test facility for MGA Research. The company rents out this proving grounds to the National Highway Traffic Safety Administration (NHTSA), for “ride-and-drive” events by automakers, as well as for movies and commercials.
Axle tooling equipment – sold in 1985 to Dana Holding Corporation, and they named the AMC-15 axles as Dana 35. Dana manufactured the AMC-20 axles for AM General‘s Hummer H1. The company also continues to produce the AMC-15 axle as well; however they have been upgraded from AMC’s original design with multiple variations (including front axle designs).
Holmes Foundry, Ltd. – AMC’s block-casting foundry was a major AMC factory which is now completely obliterated. Holmes had its main office and foundry at 200 Exmouth Street, Sarnia, Ontario, Canada. Holmes was established in 1918, by Mr. J. S. Blunt, and was called Holmes Blunt Limited. In the early years, Ford Motor Company contracted the plant for a steady supply of engine casting blocks. This factory had a reputation locally as a dirty, dangerous place to work. The company had three divisions, all operating on one site at the edge of Sarnia. Beginning in 1962, AMC contracted with Holmes Foundry to supply AMC with cylinder block castings. American Motors acquired 25% interest in the foundry in January 1966. In July 1970, AMC acquired 100% of Holmes Foundry through an exchange of shares, making it a wholly owned subsidiary. However, it was not until October 1981 that Holmes Foundry finally became a Division of American Motors, Canada. As part of its acquisition of AMC in 1987, Chrysler Corporation took ownership of the Holmes facility and its manufacturing business, but closed the operation on September 16, 1988. The industrial facilities were cleaned of their environmental contaminants in 2005, in preparation for a new highway interchange to be built on the site.
Kenosha “Lakefront” (Kenosha, Wisconsin) Plant – The AMC plant in downtown Kenosha along Lake Michigan was razed, and after reclamation the land was used for new development. At the company’s inception in 1954, the plant covered 3,195,000 sq ft (296,800 m2) and together with the Milwaukee plant had an annual production capacity of 350,000 cars.
Milwaukee Body (Milwaukee, Wisconsin) Plant – AMC inherited a 1,600,000 sq ft (150,000 m2) body plant in Milwaukee from Nash. The plant was the main body plant for Seaman Body Company, which did a lot of business with Nash and other makers assembling bodies of various designs. For AMC, the plant was sometimes an internal headache. For instance, in late 1961, George Romney himself stormed through the plant and threatened to close it and eliminate its 9,000 jobs due to labor problems. The plant survived until the Chrysler buyout. Chrysler later decided to dispose of the factory. Upon closure, the site was named as a Superfund site. The factory was demolished and the site rehabilitated and redeveloped.
Danforth Ave (Toronto, Ontario) Plant – Inherited from Nash. This plant was purchased by Nash from Ford of Canada in 1946. The first Canadian-built Nash rolled off the line in April, 1950. Upon the formation of American Motors in 1954, the plant assembled 1955 Nash and Hudson Ramblers (2- and 4-door sedans); as well as Nash Canadian Statesman and Hudson Wasp (4door sedans). In 1956, the plant continued to assemble Nash and Hudson Rambler (4-door sedans and wagons) and the Nash Canadian Statesman (4-door sedan); but The Hudson Wasp was imported. That same year, American Motors Sales (Canada) Limited was formed – taking over Nash Motors of Canada Limited and Hudson Motors of Canada Limited. In 1957, AMC assembled the Rambler Six and Rambler Rebel V8 at the Danforth plant; but in July, 1957, AMC closed the plant and imported Ramblers into Canada until 1961. The structure remains today as the Shoppers World Danforth Target store.
Tilbury, Ontario Assembly Plant – Another plant AMC inherited from the 1954 merger; this one via Hudson. Specifically, it was a contract with CHATCO Steel Products which actually owned the plant. American Motors ceased Hudson production at the Tilbury plant in 1955.
Brampton Assembly Plant – AMC opened a plant in 1960 in Brampton, Ontario, Canada. It was part of American Motors Canada, Inc. Rambler Drive, a small street just west of this plant, still exists and leads into a residential subdivision that was built in the 1960s. In 1987, with the Chrysler buy-out, the division and the plant were absorbed as well, becoming part of Chrysler Canada Limited. The plant was closed in 1994 and sold to Wal-Mart for use as their Canadian warehouse. This plant/warehouse was demolished in 2004 and redeveloped in 2007 with multiple smaller commercial buildings now onsite; a new Lowes Home Improvement Warehouse now takes up the largest section of this commercial development. Note that this is a separate facility from the current Brampton (formerly Bramalea) Assembly and Satellite Stamping Plants nearby.
In October 2006 its recent tenant, Union Stamping and Assembly, declared bankruptcy.
Earlier use of the name
The era of 1900 to 1925 saw various corporations, in several U.S. states, use similar “American” names, such as American Motor Carriage Company (Ohio, 1902–1903), American Automobile Manufacturing Company (Indiana, 1911–1912), and American Motors Incorporated (New York, 1919–1920). In 1916, An earlier “American Motors Corporation”, apparently unrelated to the more famous later corporation of the same name, was formed in 1916 in Newark, New Jersey, with Louis Chevrolet as vice president and chief engineer. By 1918 it was producing cars in a plant at Plainfield, New Jersey. In 1923 it merged with the Bessemer Motor Truck Company of Pennsylvania into Bessemer–American Motors Corporation, which lasted less than a year before merging with the Winther and Northway companies into Amalgamated Motors. The latter company apparently ceased soon after.
Later reuse of trademark
A new company was formed in Palmdale, California, in 2001. A registration for the American Motors trademarks was filed in 2001 by this California-based firm. The company’s website specifically claimed no affiliation to the previous American Motors, but used AMC’s history and logos on its website. The website is now dead, and the company’s claims to AMC’s trademarks expired in 2005.
The new Chrysler LLC holds a live registration for the name “American Motors”, which was applied for in 2005. The AMC trademark, complete with “A-mark” – as was originally used in 1970 and through the late-1980s – was registered and published for comment by Chrysler as of 2010.
AMC passenger cars
1969 SC/Rambler
1982 Eagle SX/4
1957 Rambler Rebel
1970 The Machine
1976 Matador coupe
1971 Ambassador
1974 Ambassador
Subcompact
1957 Nash Metropolitan Series III Hardtop1955–1962: Metropolitan*
1975 AMC Gremlin 1970–1978: AMC Gremlin**
360 cu in (5.9 L) AMC V8 (Ending in 1978 for automobiles and through 1991 in Jeeps)
401 cu in (6.6 L) AMC V8 (Ending in 1974 as a regular production order in automobiles; was available in fleet/police use until at least 1975, in 1975 89 units were installed in Matadors; 4 coupes and 85 sedans-wagons. Available in full-size Jeeps through 1979, also used by International Harvester in 1974 in 1200 series pickups & Travelall during a strike at International Harvester, though IH called the engine a 400 CID)
Also: Kaiser Jeeps used the AMC 327, Buick 225 (“Dauntless V6”), Buick 350 (“Dauntless V8”), Willys 134 I4 (“Hurricane”). The Downsized Jeep XJ Cherokee/Wagoneer used the Chevrolet 2.8 Litre V6 in 1983–1984.
1 AMC contracted with Volkswagen to buy tooling for the Audi 2.0 L OHC I4. Major parts (block, crankshaft, head assembly) were initially purchased from Audi and shipped to the U.S. where final assembly was accomplished by AMC at a plant purchased specifically for production of this engine. Sales never reached numbers to justify taking over total production. AMC made several changes to the engine. They were prevented from using the Volkswagen or Audi names in association with the AMC assembled version by contractual agreement.
Collectibility
Javelin with “Go” package
Ambassador hardtop wagon
Rambler American convertible
AMC models historically regarded by hobbyists as particularly “collectible” include the Javelin, AMX, and performance specials such as the 1957 Rambler Rebel, 1965–67 Marlin, 1969 Hurst SC/Rambler, 1970 Rebel Machine, and 1971 Hornet SC/360. These models enjoyed limited popularity when new, resulting in low production figures. In January 2007, the AMC AMX was “really taking off in the muscle car market” according to the editors ofHemmings Classic Car, and it had “left its mark among AMC collectors’ minds as a great alternative” to higher-priced Hemi-powered muscle cars.
The early Javelin (1968–70) stands out from the Ford, General Motors, and Chrysler pony cars. Car expert Jack Nerad noted in a 2007 article “several fully restored AMX models” listed for sale at “little more than half the price of a comparable Buick Gran Sport, Chevrolet Chevelle, Olds 4-4-2 or Pontiac GTO” in support of the author’s opinion that the 1971–74 Javelin was “clearly an outstanding alternative muscle car for the enthusiast on a budget.”
According to James C. Mays, automotive historian and author of The Savvy Guide to Buying Collector Cars at Auction, the “Wow! Factor” is an important and measurable pleasure to an owner whether their car is driven or sits in a climate-controlled garage. His “Wow! Factor” includes examples of a bright red 1969 AMX that according to its owner “is just a fast Rambler”, but draws more people at events than the more prestigious Ferraris and Lamborghinis, as well as a “million-dollar moment” when a Rambler owner was serenaded with the “Beep Beep” song by The Playmates while fueling at a travel plaza. Moreover, the author’s collector car, a 1969 Ambassador station wagon, made friends as strangers came to greet and host him as if “long lost kin”. Mays points out the ready availability of parts for AMC engines and his experiences in having service done on Ramblers without being charged for the work in exchange for the experience of driving a “sassy Rambler” (a 1966 American convertible) and having pictures taken with it.
Other AMC models, once somewhat ignored by the hobby, are now considered “future collectibles”. Examples include the 1959 Ambassador 4-door hardtop station wagon, of which only 578 were produced, and the Jeep Scrambler CJ8, a combined pickup truck-Jeep, of which only a few thousand were produced.
Hemmings Classic Car magazine included the 1969–70 Rebel SST and the 1974–78 Matador coupe in their 2008 list of “dollar-for-pound [weight]” cars that could be bought in show-quality condition for a comparatively modest outlay, The writer also noted that “most of AMC’s ’70s lineup” qualified for inclusion on the list.
The AMC Gremlin is described to have “a cult-like following in today’s collectible car market. The Gremlin shares components with some other AMC models its repair and restoration can be relatively inexpensive compared with other “historic cars”.
The AMC Pacer increased in value according to a Pacer owner who is the CEO of a major insurance provider for collector car owners.
There are active Rambler and AMC car clubs in the U.S. and elsewhere (examples in External Links).
Hot Rod Magazine revival April Fool’s joke
In April 2008, Hot Rod Magazine released an article claiming that American Motors was in the process of being revived. The vehicles in the works were to be the AMX, Matador, Ambassador, Pacer, and Gremlin. Illustrated with drawings of the concept cars entering production and accompanied by plentiful information, it was a popular article, although it was later revealed to be an April Fools’ joke.
Humber is a dormant British automobilemarque which can date its beginnings to Thomas Humber‘s bicycle company founded in 1868. Following their involvement in Humber through Hillman in 1928 the Rootes brothers acquired a controlling interest and joined the Humber board in 1932 making Humber part of their Rootes Group. The range focused on luxury models, such as the Humber Super Snipe.
History
Cars
Rotary aero engine BR2. Humber Limited
design: W. O. Bentley for Humber
Sopwith F.1 Camel and 7F.1 Snipe; Nieuport B.N.1; Vickers F.B.26A Vampire II. and others
At Humber & Co’s third general meeting in 1897 the managing director said they had received many letters asking if they would produce a motorised vehicle, and they had in fact been working on this project for 2 years, but had delayed production until they found a suitably reliable engine. Having now found an engine they were gearing up for production.
The first Humber car was produced in 1898 under the guidance of Thomas Humber and was a three-wheeled tricar with the first conventional four-wheeled car appearing in 1901. See book Humber history to 1930] The company had factories in Beeston near Nottingham and Coventry. The Beeston factory produced a more expensive range known as Beeston-Humbers but the factory closed in 1908 after financial problems. Before the First World War a wide range of models were produced from the 600 cc Humberette to several six-cylinder 6-litre models. In 1913 Humber was the second largest manufacturer of cars in the United Kingdom. The Humber Motor Works in Coventry still survives—a rare thing as the majority of the city was destroyed in the November 1940 air raid.
In 1925 Humber moved into the production of commercial vehicles with the purchase of Commer. In 1928 Hillman was added but independence ended in 1931 when the Rootes Brothers bought a majority shareholding.
Prior to WWII and after, many large long wheel based Humber Limousines were built with English, Australian, American and even a few European coachbuilders’ special bodies. Thrupp and Maberly of London,later acquired by Rootes, built many of the coachbuilt bodies for the Pullman and Imperial limousines. Most of these surviving cars in Australia are fitted with Thrupp and Maberly aluminium bodies. the series V Imperial is bodied by Thrupp and Maberly and somewhat rare today.
Thrupp and Maberly built a special body for an eight cylinder Sunbeam in 1936 which was given to King Edward VIII. After his abdication the car was returned to the factory and significantly altered and then eventually sold as a Humber with a new six cylinder engine and altered grille and body.
During World War II, military ordered cars were produced for the armed services. several armoured cars These were produced under the Humber name, along with heavy-duty “staff” cars. The standard Humber cars, limousines,specially prepared war models and military 4×4 vehicles [ which were fitted with Rolls Royce engines], were almost literally bullet proof running gear and heavy duty suspension. gave excellent reliability and performance in difficult terrain in both Northern Africa and Europe.
General Montgomery,Commander of the British and Allied forces in Northern Africa during the Desert war of WWII, had two specially built Humber Super Snipe four door convertibles made with larger front wings or guards, mine proof floors,special appointments and long range fuel tanks. Two cars were built for him and used in the Africa campaign against General Rommel [ who used open tourer large, long range convertible Mercedes Benz’s. Montgomery’s Humbers are known as ‘Old Faithful’ and the ‘Victory Car’. Both cars still exist in full military regalia in museums in England and are a testament to the high engineering and manufacturing standards of Humber and Rootes Ltd. the victory car drove Montgomery and Churchill through the streets of London during the VE parades at the end of WWII.
These side valve, large Humber cars, trucks,4 x 4 vehicles and armoured cars were and still are remarkably robust, reliable and have amazing longevity if maintained and driven sensibly. In Australia many war surplus Humber cars and trucks spent over forty years on farms used by farmers and the Country fire authority in very reliable service in tough and harsh conditions.
In the postwar era, Humber’s mainstay products included the four-cylinder Hawk and six-cylinder Super Snipe. Being a choice of businessmen and officialdom alike [ ministerial,government cars before the Statesman and Fairlane ], Humbers gained a reputation for beautifully appointed interiors and build quality. The Hawk and the Super Snipe went through various designs, though all had a “transatlantic” influence. They offered disc brakes and automatic transmission at a time when these fitments were rare. Powersteering was also available in Australia. A top-flight model, the Imperial, had these as standard, along with metallic paintwork and other luxury touches such as extra courtesy lights and vinyl covered black roof and electricxally operated rear adjustable suspension. The last of the traditional large Humbers, the series VA Super Snipe[fitted with twin Stromberg CD 100 Carburettors, were sold in 1968, when Chrysler, who by then owned the Rootes group, pulled the plug on production. Several V8 models had been in pre-production at this time, but were never publicly sold. Several of these test examples survive today.
Rootes’ last car was the second generation of Humber Sceptre, a badge-engineered Rootes Arrow model. [ Audax range ]The marque was shelved in 1976 when all Hillmans became badged as Chryslers. The Hillman Hunter (another Arrow model) was subsequently badged as a Chrysler until production ceased in 1979 when Chrysler’s European division was sold to Peugeot and the marque renamed Talbot. The Talbot marque was abandoned at the end of 1986 on passenger cars, although it was continued on vans for six years afterwards.
Aviation
Humber produced a number of aircraft and aero-engines in the years before the First World War. In 1909 the company signed a contract to build 40 copies of the Blériot XImonoplane, powered by their own three-cylinder engine, and four aircraft were exhibited at the Aero Show at Olympia in 1910.
The Humber Snipe was a four-door luxury saloon introduced by the British-based Humber company for 1930 as a successor to the Humber 20/55 hp (which remained in the catalogue as 20/65) at the same time as the similar but slightly longer Humber Pullman. Launched in September 1929 under the banner headline “Such Cars As Even Humber Never Built Before” twelve months after the Rootes brothers’ influence took effect formalized with the Hillman merger in December 1928. Humber nominally joined the Rootes Group as part of a necessary restructure of Humber’s capital in July 1932.
1930–35 Snipe 80
Thrupp & Maberly landaulette 1932
The Snipe, or from late 1932, Snipe 80 featured a 3498-cc six-cylinder engine of 80 mm bore and 116 mm stroke with the overhead-inlet, side-exhaust valve gear that had been a feature of the company’s six-cylinder engines since the mid-1920s. A single Stromberg carburettor was fitted. The four speed transmission had a right hand change lever (right hand drive cars) until 1931 when it moved to the centre of the car facilitating the production of left hand drive examples. The shutters on the radiator grille were opened and closed thermostatically to control the flow of cooling air. For 1933 the engine was redesigned to have overhead valves producing an extra 5 bhp. Bendix mechanical brakes were fitted.
Snipe 80 1934
The conservatively boxy 4 or 6 light saloon body with spare wheels mounted on the front wings incorporated rear-hinged doors for back passengers. A fabric saloon (until 1930), sports saloon, tourer and drophead coupé were also listed and bare chassis were also supplied to outside coachbuilders. In 1930 on the home market the chassis sold for £410, the tourer £495, coupé £565 and saloon £535. With a 120-inch wheelbase and a total length of 173 inches, the car was, by the standards of the British market, larger and more spacious than the average family car such as the more mainstream Hillman Minx of that time, the Hillman business having been acquired by Humber in 1928. With the success of the Snipe, Humber was seen to be succeeding, “where many had failed, in marketing large cars at competitive prices”.
There were several minor body updates for 1933 including windscreen wipers mounted below rather than above the screen, recessed direction indicators and two tone paint on the 4-light sports saloon. 1205 of the 1933 models were made.
In 1931 a fleet of Snipes was used by the Prince of Wales on his tour of the West Indies.
The body and chassis were shared with the smaller engined 16-50 (1930–32) and 16-60 (1933) models.
1936–37
1936 saw the wheelbase grow by 4 inches (10 cm) to 124 inches (315 cm) while the overall length of the standard-bodied car increased by 2 inches (5 cm). The chassis was new with independent front suspension using a transverse spring. A vacuum servo was fitted to the braking system. Body styles available were 4-light and 6-light saloons, a sports saloon and a drophead coupé. The car now featured a side-valve 6-cylinder engine of 4086 cc with a stated output of 100 hp which was later used in the post war Super Snipe. A top speed of 84 mph (135 km/h) was claimed.
2652 were made.
The same chassis and body range was used for the smaller engined Humber 18.
1938–40
Perhaps prompted by concern that the Snipe was outgrowing the wishes of the market place, the 1938 Snipe was the smallest-engined Snipe to date, with a wheelbase reduced to 114 inches, but the total length was still 175 inches, reflecting the more streamlined shape which the body, the same as on the Hillman 14, had now acquired. The six-cylinder side-valve engine of 3180 cc propelled the car to a claimed top speed of 79 mph (127 km/h), reflecting a power-output reduction to 75 hp.
1938 changes for the 1939 models saw a new cross braced chassis and hydraulic brakes. The Snipe and its sister model become more firmly differentiated from one another, since the Humber Pullman continued to be offered with the older, more powerful 4086-cc engine.
2706 were made.
1940–45
Civilian availability ended in 1940 when the factory was largely given over to production of the ’Ironside’ Reconnaissance Car, though Humber saloons based on pre-war designs continued to be built for government use.
1945–48
Before the end of 1945, Humber had announced its post-war model range. Four cars were listed, which closely resembled the Humbers offered just before the war. At the top of the range was the Humber Pullman. The other three models shared a body which, while smaller than that of the Pullman, nevertheless sustained the Humber tradition of offering a lot of car for the money. These were the four-cylinder Humber Hawk and the six-cylinder Humber Snipe and Humber Super Snipe.
The six-cylinder engine of the 1945 Snipe was a side-valve unit, of only 2731 cc. The engine block dated back to the Humber 18 of 1935. Maximum power output and speed were stated respectively as 65 hp and 72 mph (116 km/h). For customers who remembered the Snipe as a more powerful vehicle, the car could also be specified with the 4086-cc 100-hp engine which had been fitted in the 1930s and which was still the standard power unit in the 1945 Humber Pullman. Fitted with this engine, the car was branded as the Humber Super Snipe. When the Humber range was upgraded for 1948, the Snipe was withdrawn, leaving only the Hawk and the Super Snipe listed, alongside the larger Pullman.
The Humber Pullman is a four-door limousine that was introduced by the British Humber company in 1930 as a successor to the Humber 20/65 hp and long-wheelbase version of the Humber Snipe.
In 1939 an ungraded version was launched badged as the Humber Imperial, but postwar the car reverted to the Pullman name. Between 1948 and 1954 the car was offered with a central partition (for chauffeured use) as the Pullman, but without a partition was badged as the Humber Imperial for owner-drivers.
The Pullman / Imperial was not offered for sale to the public during the Second World War; the factory’s limited output were used as staff cars. It returned to the market in 1945 and remained in production till 1954. At the present time only eight units of this vehicle are still extant.
Before World War II
Snipe 80 1934 with landaulette body
by Thrupp & Maberly
The 1930 car came with a 3498cc straight six cylinder overhead inlet side exhaust valve engine and a claimed power output of 80 hp (60 kW). The classic limousine style body featured rear- hinged doors and in some respects resembled the Humber Snipe 80 with which it shared its engine, but the Pullman was longer and wider. For this heavy car Humber claimed a top speed of 73 mph (117 km/h). As well as the limousine, Landaulette and Sedanca de Ville bodies were available. Humber, the manufacturer lost its independence in 1931 when the Rootes Group acquired a majority share holding in it. A coupé was added to the body range in 1935 for one year only.
A rebodied Pullman with two-piece V windscreen appeared in 1936, sharing the 132 in (3,353 mm)[2] wheelbase of its predecessor, but with the overall length of the car increased to 196 in (4,978 mm).[2] Engine size was now raised to 4086cc while claimed power was 100 hp (75 kW). The power increase was also evident from the claimed top speed which now edged up to 75 mph (121 km/h). The chassis gained independent front suspension, and hydraulic brakes were fitted in 1940. As well as the factory body options, some cars were supplied in chassis form to independent coachbuilders, especially Thrupp & Maberly.
In 1939 the Pullman was joined by the Humber Imperial or Snipe Imperial which shared the engine with the Pullman, but was built on the 4 in (102 mm) shorter Snipe chassis and correspondingly brisker, with an advertised top speed of 81 mph (130 km/h). The car nevertheless remained spacious, and was favoured for use by British government ministers during the 1940s. Four and Six-light saloons and drophead coupé bodies were available. Civilian availability ended in 1940 when the factory was given over to production of the ’Ironside’ Reconnaissance Car. However, production of the newly introduced “razor-edge” Pullman continued throughout the war for the government and the military.
After World War II
The Pullman re-appeared in 1945 with seven-seat limousine and landaulette bodies, to be replaced in 1948 by a reworked and lengthened version on a lengthened chassis and designated the Humber Pullman Mk II. From 1948 the car was available with or without a partition between the front and rear of the cabin. The version with a division retained the Pullman name, while for the mechanically identical owner-driver version the Humber Imperial name was now revived. The headlamps were no longer standalone but fitted into the wings.
The Mark III version introduced in 1951 was little changed from the Mark II, apart from being even longer and having an all-synchromesh gearbox. At 212 in (5,385 mm) the Mk III Humber Pullman was the same length as the Rolls-Royce Silver Cloud which would emerge from Crewe in 1955. A total of 2200 Mk II and III Pullmans, and 1526 Imperials, were manufactured.
In 1953 more power was offered for the Mark IV Pullmans and Imperials, still with straight six cylinder engines, but now of 4139cc with overhead valves, and published power output of 113 hp (84 kW) or 116 hp (87 kW). Production ended in 1954.
1949 Humber Pullman Mk II and inside
1949 Royal Tour Fleet of Humber Pullman Cars
1954 Queen Elizabeth II and Prince Philip wave to the crowds from a Humber car during their visit to Brisbane
Imperial revival
1966 One of the last Humber Imperials
1964-67 Humber Imperial, the luxurious version of the Humber Super Snipe Series V
After 1954 the Pullman name was removed from the listings, but in 1964 the company revived the Humber Imperial name for a top-of-the-line Humber Super Snipe, distinguished by a slightly lower different-shaped coupé-like vinyl-clad roof. Automatic transmission was standard and there was a more luxuriously appointed interior. The range of large Humbers, including the Imperial, was withdrawn by Rootes in 1967.
The Hawk was the first Humber car to be launched after World War II, but was not really a new vehicle, being heavily based on the designs of the pre-war six cylinder 1936-37 Hillman 16 & Hillman Hawk & the four cylinder Hillman 14 (1938-1940). It replaced the six-cylinder Humber 16 (1938-44) which itself was a rebadged version of the Hillman 16 (1936-37).
The engine dated back to the early 1930s, when it was first used in the Hillman 12 and was a 1944 cc, side-valve, four-cylinder unit and it drove a live rear axle through a four-speed gearbox with centrally located floor change.
The four-door body was mounted on a separate chassis and was of the six-light design (three windows on each side) with a sunshine roof as standard. Suspension was independent at the front using a transverse leaf spring, and at the rear the axle had half-elliptic springs.
The Mark II version of September 1947 was not even a facelift, the main difference being a column gear change with a control ring fitted to the gearbox making it impossible to crash the syncromesh gears. The engine was given a new water jacket, the petrol tank received a breather to prevent air-locks and provision was made for a car-radio and retracting aerial. There was no change to the car’s external appearance.
Top speed was around 65 mph (105 km/h).
Humber Hawk 1946 rear view
Humber Hawk Mark III to V
Humber Hawk Mark III-V
Overview
Production
1948–1954
production 10,040 (III)
6,492 (IV)
14,300 (V)
The Mark III Hawk was a completely new car and was first shown at the London Motor Show in October 1948, but it still retained the earlier engine (side-valves, 1944 cc, 56 bhp at 3800 rpm) and transmission albeit with new rubber mountings. The new body was styled by the Loewy Studio and the separate headlights of the old model were gone, along with the separate front wings. The chassis was new, with coil-sprung independent front suspension replacing the previous transverse leaf spring. The body was now an integral component of the car’s structure. The rear axle was also a new design with hypoid gearing. The body could be finished in a wide range of colours, both as two-tone and metallic. The metallic finishes would be offered on all the Hawks until the model’s demise in late 1967/early 1968.
When compared with the prewar style body with vestigial running boards the car’s weight was less by 3 cwt or 336 lb (152 kg) and the new flush-sided body gave room for the front bench seat to be three inches (75 mm) wider. The rear seat was a full five inches (125 mm) wider. Overall the car was six inches (150 mm) shorter and one and a half inches (40 mm) lower. Despite the lower height the new hypoid back axle allowed more head room in the rear seat.
Mark IV
In the early spring of 1951 the Mark IV version arrived with a larger, 2267 cc engine incorporating, as before, an aluminium cylinder head and with a 58 instead of 56 bhp output. However at mid range speeds around 15 percent more power was generated. The Mark IV also used larger, 15-inch wheels. The steering was now more highly geared and was commended by commentators for its lightness when manoeuvering the car in a confined space despite 53% of the car’s 2996 (British) pounds (1358 kg) being carried by the front wheels.
Humber Hawk February 1954 rear view
A 2267 cc Mk IV car tested by the British magazine The Motor in 1951 had a top speed of 71.4 mph (114.9 km/h) and could accelerate from 0–60 mph (97 km/h) in 30.0 seconds. A fuel consumption of 24.2 miles per imperial gallon (11.7 l/100 km; 20.2 mpg-US) was recorded. The test car cost £850, including taxes.
Mark V
The Mark V Hawk announced in September 1952 was given a larger clutch, larger rear shock absorbers, a strengthened body-frame and other minor mechanical changes. A new treatment was given to the car’s front. It was also available as a “luxury touring limousine”. A lowered bonnet line and wrap-around bumpers with over-riders distinguished this model from the Mk IV
The main change with the Mk VI, which was new in June 1954, was the fitting of an overhead-valve cylinder head to the engine. The rear of the body was slightly changed, which made the car longer. In 1955 an estate version with fold-down tailgate appeared.
The April 1956 Mk VIA was a fairly minor upgrade, with changes mainly to the interior. A de-luxe version was added to the range.
A replacement, slightly more powerful and with an entirely new body was announced in May 1957.
Mark VI registered 6 August 1954
Road test
The motoring correspondent of The Times claimed that any previous Hawk owner would be “astonished” by the Mark VI’s 20 per cent more powerful engine’s ability to effortlessly swing the car along at 70 mph. Cold starting was very good. The engine was not always so willing to start when cold. The tyres were inclined to squeal on not very sharp corners taken at any more than a modest speed.The brake lining area is now 40 per cent more than on the Mark V. The driver’s windscreen wiper is badly located.
A Mk VI estate car with overdrive tested by the British magazine The Motor in 1956 had a top speed of 79.7 mph (128.3 km/h) and could accelerate from 0-60 mph (97 km/h) in 25.2 seconds. A fuel consumption of 22.8 miles per imperial gallon (12.4 l/100 km; 19.0 mpg-US) was recorded. The test car cost £1405, including taxes.
Humber Hawk Series I to IVA
Humber Hawk Series I-IVA
Overview
Production
1957–1967
production 15,539 (I)
6813 (IA)
7,230 (II)
6,109 (III)
1,746 (IV)
3,754 (IVA)
The new Hawk announced in May 1957 had a completely new body with unitary construction which it would go on to share with the 1958 Humber Super Snipe. This was the biggest bodyshell for a saloon/estate car built in Great Britain at the time. The 2267 cc engine was carried over, though with modifications to the distributor mounting, and other details; and an automatic transmission, the Borg WarnerD.G. model, was now available. The body was styled in Rootes’ own studios and featured more glass than previous models, with wrap-around front windscreen, which gave it a considerable resemblance to a base model 1955 Chevrolet 4-door sedan. The missing rear quarter-lights were returned in series IV. The estate version featured a horizontally split tailgate—the lower half opening downwards (to provide an extra length of luggage-platform if necessary) and the upper half upwards. The fuel-filler cap was concealed behind the offside rear reflector.
There were several revisions during the car’s life, each resulting in a new Series number.
The 1959 Series 1A had changed gear ratios and minor trim changes.
The Series II launched in October 1960 had disc front brakes, servo-assisted. The automatic option was no longer available on the home market.
The Series III of September 1962 had a larger fuel tank and bigger rear window. The export model automatic option was also dropped.
More significant changes came with the October 1964 Series IV. The roof was made flatter, the rear window smaller and an extra side window fitted behind the rear doors. Synchromesh was fitted to bottom gear. An anti-roll bar was fitted at the rear.
The final Series IVA of 1965 saw the automatic option re-introduced, this time being the Borg Warner Model 35.
Some “Series” cars are found with a floor-type gear change replacing the (good quality) standard column-mounted gearstick — these are later owner modifications resembling the original factory option, and the parts necessary for this were obtained from the CommerKarrier Walk-thru–type vans and light lorries which were also made by the Rootes Group at this time. All of the automatic transmission–optioned cars were fitted with the column-type selectors only.
A Series I car without overdrive was tested by the British The Motor magazine in 1957 had a top speed of 83.9 mph (135.0 km/h) and could accelerate from 0-60 mph (97 km/h) in 19.7 seconds. A fuel consumption of 22.5 miles per imperial gallon (12.6 l/100 km; 18.7 mpg-US) was recorded. The test car cost £1261, including taxes of £421.
In March 1967 Rootes announced that production of the Humber Hawk, along with that of the Super Snipe and Imperial had ceased. The announcement stated that the cars’ place in their range would be filled by Chrysler Valiants imported from Australia, although there is no evidence of the UK car market having been flooded by Valiants following the announcement.
After Hawk production ended, Rootes came to concentrate on sectors offering greater volume, no longer featuring as a UK provider of large family cars. It had, in particular, been unusual for UK manufactured cars of this size to feature a spacious station wagon / estate car version; and, following the demise of the Humber Hawk, the UK market for large estate cars quickly came to be dominated by the Volvo 145, introduced to the UK in March 1968, and its successors.
The Super Snipe was introduced in October 1938, derived by combining the four-litre inline six-cylinder engine from the larger Humber Pullman with the chassis and body of the Humber Snipe, normally powered by a three-litre engine. The result was a car of enhanced performance and a top speed of 79 mph (127 km/h) —fast for its day. Its design was contributed to by American engine genius Delmar “Barney” Roos who left a successful career at Studebaker to join Rootes in 1936.
The Super Snipe was marketed to upper-middle-class managers, professional people and government officials. It was relatively low-priced for its large size and performance, and was similar to American cars in appearance and concept, and in providing value for money.
Within a year of introduction, World War II broke out in Europe but the car continued in production as a British military staff car, the Car, 4-seater, 4×2, while the same chassis was used for an armoured reconnaissance vehicle, the Humber Light Reconnaissance Car.
114 in (2,896 mm) (I)
117 in (2,972 mm) (I to III)
Length
180 in (4,572 mm) (I)
187 in (4,750 mm) (II)
191 in (4,851 mm) (III)
Width
69 in (1,753 mm) (I)
74 in (1,880 mm) (II & III)
In 1946, post-war civilian production resumed and the Super Snipe evolved though several versions, each designated by a Mark number, each generally larger, more powerful, and more modern, until production ended in 1957 with the Mark IVB version.
Mk I
The Mark I was essentially a 6 cylinder version of the 1945 Humber Hawk, itself a facelifted pre-war car. A version of the 1930s Snipe remained available, with the 1936-introduced 2731 cc engine. However, the standard Super Snipe engine was the 4086cc side-valve engine that had appeared in the Humber Pullman nearly a decade earlier, in 1936, and which would continue to power post-war Super Snipes until 1952.Throughout the years 1936 – 1952 the maximum power output of the engine was always given by the manufacturer as 100 bhp at 3400 rpm.
Humber Super Snipe Mark I (1946)
Mk II
early Humber Super Snipe Mark II 1949
The Mark II announced in mid-September 1948 was mostly redesigned in chassis and body. Now a full six-seater with a bench-type front seat it was given a wider track and a variable ratio steering unit. The gear lever was now mounted on the steering column. Like Humber’s Pullman the headlights were fitted into the wings and running-boards were re-introduced. The transverse-spring independent suspension, first introduced on the Snipe and Pullman in 1935, continued but with 14 leaves instead of eight.
The smaller-engined Snipe was discontinued. Early Mark II Super Snipes can be distinguished by round lamps below the head lamps.The left one was a fog lamp,and the right one was a “pass” lamp with a low narrow beam for passing cars when using dipped headlights. These were dropped in 1949 in favour of rectangular side lamps which were continued in the Mark III.
The Times motoring correspondent tested the new car at the end of 1948. The spare tyre was difficult to extract and the indirect gears, he thought, were not as quiet as they might be. Overall the finish reflected the excellent taste that distinguishes Rootes Group products
125 drophead coupés were made by Tickford in 1949 and 1950.
1949 drophead coupé by Tickford
Mk III
Humber Super Snipe Mark III 1952
The Mk III followed in August 1950. Easily identifiable by spats over the rear wheels it had a Panhard rod added to the rear suspension which limited sideways movement of the rear wheels and so permitted the use of softer springs. The 1950 car can be readily distinguished from the previous model by the simpler dome-shaped bumpers and the rectangular stainless-steel foot-treads on the running-boards.
A Mk III tested by The Motor magazine in 1951 had a top speed of 81.6 mph (131.3 km/h) and could accelerate from 0-60 mph (97 km/h) in 19.1 seconds. A fuel consumption of 17.7 miles per imperial gallon (16.0 L/100 km; 14.7 mpg-US) was recorded. The test car cost £1,471 including taxes.
The all-new Mark IV Super Snipe announced mid-October 1952, Earls Court Motor Show time, used a Hawk Mk IV body shell lengthened by 6 in (152 mm) but with a 4138 cc 113 bhp (84 kW) overhead-valve engine also used in a Rootes Group Commer truck. Chassis and suspension components were uprated to take the greater weight and power of the Super Snipe, those parts ceasing to be interchangeable with those of the Hawk. From 1955, overdrive was available as an option, followed in 1956 by an automatic gearbox.
Shortly after the announcement a new silver-grey Humber Super Snipe driven by Mr Stirling Moss and Mr Leslie Johnson, the racing motorists, and two Rootes Group staff set off from Oslo and drove through 15 European countries coming into Italy from the East and finishing at Lisbon, Portugal. Accomplished in 3 days 17 hours and 59 minutes the run demonstrated the cars high speed reliability in far from ideal conditions.
In 1953 The Motor tested a Mk IV and found the larger engine had increased performance with the top speed now 91 mph (146 km/h) and acceleration from 0-60 mph (97 km/h) in 14.7 seconds. Fuel consumption had decreased to 15.5 miles per imperial gallon (18.2 L/100 km; 12.9 mpg-US). The test car cost slightly more at £1,481, including taxes.
In 1957 “The Times” commented that the handsome vehicle, if somewhat dated, attracted favourable attention from passers-by and gave driver and passengers a satisfying sense of solidity and respectability. The two separate front seats were described as “enormous” and it was noted their backs might be let down horizontal for a passenger to sleep. The steering was found to be imprecise in its action as a whole and uncomfortably low geared for parking, power assistance would be an improvement. The car represented remarkably fine value for money.
New Super Snipe Series I to V
Humber Super Snipe Series I-V
series V registered July 1966
Overview
Production
1958-1967
production 6,072 (I)
7,175 (II)
7,257 (III)
6,495 (IV)
3,032 (V)
185 in (4,699 mm) (I & II) 188 in (4,775 mm) (III to V)
Width
69.5 in (1,765 mm)
Height
62 in (1,575 mm)
Series I
In October 1958, a new Super Snipe was introduced and first presented to the public at the opening of the Paris Salon de l’Automobile. Confusingly, the designation returned to the Super Snipe I, but this time the variants were identified by a series number. The new car was based on the unitized chassis and body of the four-cylinder Humber Hawk, but with a new 2.6 litre, 2,651 cc, six-cylinder overhead-valve engine based on an Armstrong Siddeley design with bore and stroke of 82.55 millimetres (3.250 in) and near-hemispherical combustion chambers producing 112 bhp at 5000 rpm.
This engine was matched to a three-speed manual transmission with optional Laycock de Normanville overdrive on second and top gears, or Borg Warner DG automatic transmission. Power steering was available as an option. Also offered was a touring limousine model with glass partition.
The new car was smaller on the outside, but larger on the inside, with improved performance and the appearance of a reduced size 1955 Chevrolet 4-door sedan.
Series I front
Series I rear
Series II
After twelve months a Series II was announced with its engine enlarged to 3 litres, 2,965 cc, by increasing the bore to 87.2 mm (3.4 in). A new Zenith carburettor is now fitted and the engine’s output is now 129 bhp at 4800 rpm. A new eight-bladed fan improved engine cooling. Girling 11.5 in (292 mm) disc brakes were introduced on the front wheels with 11 in (279 mm) drums on the rear axle. A stiffer anti-roll bar was fitted to the front suspension.
A Series II with overdrive and power steering was tested by The Motor in 1960 and had a top speed of 94.7 mph (152.4 km/h) and could accelerate from 0-60 mph (97 km/h) in 16.5 seconds. A fuel consumption of 24.6 miles per imperial gallon (11.5 L/100 km; 20.5 mpg-US) was recorded. The test car cost £1,601 including taxes. The basic car cost £1453.
Series II front
Series II rear
Series III
The styling of the Series III which Rootes Group announced in October 1960 is distinguishable by its four headlights and revised full-width grille. This Snipe was the first British car to fit two pairs of headlamps. The suspension of the car has been considerably modified along with the car’s floor structure which has improved the car’s high speed stability. The front of the car was redesigned to give a lower bonnet line. The nose of the car had also been lengthened by 3.25 inches (83 mm) to accommodate an additional pulley mounted on the front of the crankshaft so that air conditioning could be included as an option, principally for the North American market. Separate ducts are now provided for heating and cooling air to the passenger compartment. The engine received improved bearings and a changed lubrication system and it has been given better cooling with a quieter fan. Seats were redesigned to give more leg space for backseat passengers.
When tested by The Times complaints focussed on a perceived need for more logical grouping of instruments, a horn ring obstructing the driver’s view of the instruments and and an over-bright white choke warning light. To some extent the power steering lacked “feel”. In direct top gear a speed of 95 mph was obtained, less if overdrive had been engaged.
series III four headlights
longer nose wider grille
Series IV
For the October 1962 Motor Show there were minor improvements. The rear window was changed to give the roof line an improved appearance. Engine output was now rated at 132.5 bhp (99 kW) bhp and the rear axle had been given a higher gear ratio. Manual gearbox cars received a new type of diaphragm clutch made by Borg and Beck and the petrol tank was enlarged from 12.5 to 16 gallons capacity. It can be distinguished by its revised rear-window treatment (doesn’t wrap around quite as much as earlier models), Snipe bird badge on grille, opening quarter-light windows in the rear doors, and other trim differences.
series IV front
Series IV rear
Series V
In October 1964 the final Series V version of the Saloon saw an upper body restyle, (also applied to the Hawk Saloon) with a flat roofline and rear window, six-light side windows and a larger, taller windscreen. The Estate body in both marques remained unchanged. Twin Zenith Stromberg 175CD carburettors were fitted along with a Harry Weslake tuned cylinder head, increasing the power to 137.5 bhp (102.5 kW), and synchromesh was fitted to all ratios in the gearbox—on the previous versions it had only been on the upper two. Major modifications were made to front and rear suspensions and they required less maintenance. Sound insulation was further improved.
Hydrosteer power steering was available as an optional extra, as was an automatic transmission (Borg Warner Type 35 on Series VA), and metallic paint finishes.The motoring correspondent of the Motoring and Driving Register (July 1967) had this to say of the car: “The Humber Super Snipe is an assured car for travelling comfortably from town to town and even on the new fast motorways. Yet its powerful engine allows it to handle the challenges of smaller lanes where the speeds rise and fall with each change of direction and each corner negotiated”.
Larger windscreen for Series V saloon
’55 Chevrolet rear window
Older windscreen for Estate wagon
Split tailgate for Estate wagon
Humber Imperial
Intended to match BMC’s Rolls-Royce engined Vanden Plas Princess 4-litre R the Imperial shared the basic specification and performance of the Super Snipe and then had a vinyl roof, fully reclinable front seats, automatic transmission and hydrosteer power steering as standard, though a manual 3-speed transmission could be ordered. It also featured electrically adjustable rear shock absorber settings, a separately controlled rear passenger heater and optional West-of-England cloth-trimmed seats as well as many smaller amenities including individual reading lamps.
Humber Imperial 1964-67
The Rootes Group ceased production of the Series VA version in July 1967, by which time the group was under the control of the American Chrysler Corporation. The last of the big Humbers were assembled by Chrysler in Melbourne, Australia. Plans to introduce a V8 engine, and for the Chrysler 180/2L to be marketed as a Humber in the UK did not eventuate.
The Humber Sceptre MK I, introduced in 1963, was a luxury car based on the Hillman Super Minx. It featured a unique roof, glass and upper/rear bodywork not shared with the Super Minx or the related Singer Vogue. The Sceptre was originally intended as a four-door replacement for the Sunbeam Rapier, but was launched as a Humber, while the Rapier continued in production with little modification until 1967. This resulted in the Sceptre being more sporty in character than traditional Humbers. The Sceptre was positioned at the top of the mid-range Rootes Group cars, above the Hillman Super Minx and Singer Vogue. It featured similar twin headlight styling to the Vogue and a more powerful 80 bhp version of the 1600 Minx engine. The high level of equipment included disc front brakes, overdrive, screen washers, reversing lamp, rev counter and a full range of instruments. Automatic transmission was made available later. A MK IA was introduced in 1964.[2] Whilst the Super Minx and Vogue received revised six light styling in 1964, the Sceptre body continued unchanged until 1965 when it was replaced by the MK II. Production of the MK I and IA models totaled 17,011 units.
MK II (1965 to 1967)
Humber Sceptre MK II
The Sceptre MK II, introduced in 1965, featured revised front end styling and a twin carburettor version of the 1725cc engine. It was produced until 1967. Production of the MK II totaled 11,983 units.
MK III (1967 to 1976)
Humber Sceptre MK III Saloon
Humber Sceptre MK III Estate
The Sceptre MK III, introduced in 1967, was a derivative of the Rootes Arrow design and was the best-appointed version of this model offered by Rootes. It continued Humber’s tradition of building luxury cars and featured wood-veneer fascia, complete instrumentation, adjustable steering column, vinyl roof and extra brightwork on the wheel arches and rear panel. The MK III had a more powerful version of the 1725 engine with twin carburettors giving 87bhp. The manual-gearbox model featured either the D-type or the later J-type Laycock De Normanville overdrive, with the J-type fitted from chassis numbers L3 onwards starting in July 1972. As with all models in the Arrow range, an automatic gearbox was an option. A closer ratio G-type gearbox was fitted to later Sceptres, using the J-type overdrive. An estate car variant of the Sceptre was introduced at the London Motor Show in October 1974. It featured a built-in roof rack and a carpeted loading floor protected by metal strips and illuminated by an additional interior light. Washer and wiper were provided for the rear window, a rare feature on UK-market estate cars of the time.
The Sceptre was discontinued in September 1976, along with the Humber and Hillman marque names. From that time, all models in the Chrysler UK range were branded as Chryslers. Production of the MK III totaled 43,951 units.
Use of the Sceptre name by Peugeot
The name “Sceptre” reappeared in 1990 for some SRi versions of the Peugeot 205, 405 and 605. Peugeot had bought Chrysler’s European operations (which also included French carmaker Simca) in 1978 and rebranded the whole European Chrysler range under the reborn Talbot marque.
ConvertibleRelatedSinger Vogue
Humber Vogue (Australia) Humber Sceptre Hillman MinxPowertrainEngine1,592 cc I4 (1961–65)
1,725 cc I4 (1965–1967)DimensionsWheelbase101 in (2,565 mm)Length165 in (4,191 mm))Width62.8 in (1,595 mm)Height58 in (1,473 mm)Curb weight2,239 lb (1,016 kg) (saloon)
2,368 lb (1,074 kg) (estate)ChronologySuccessorRootes Arrow
The Hillman Super Minx was a motor car from the British Rootes Group. It was a slightly larger version of the Hillman Minx, from the period when the long-running Minx nameplate was applied to the “Audax” series of designs. (The Minx underwent many changes throughout its history, and the Super Minx name was not used during production of non-Audax Minx designs.)
Announced in October 1961, the Super Minx gave Rootes, and particularly its Hillmanmarque, an expanded presence in the upper reaches of the family car market. It has been suggested that the Super Minx design was originally intended to replace, and not merely to supplement, the standard Minx, but was found to be too big for that purpose. An estate car joined the range in May 1962, and a two-door convertible in June 1962. The convertible never sold in significant numbers: the last one was made in June 1964, ahead of the introduction, in September 1964, of the Super Minx Mark III.
A cabriolet version was offered until 1964.
The car was powered by the Rootes 1,592 cc unit, which had first appeared late in 1953 with a 1,390 cc capacity. The original Super Minx had the cast-iron cylinder head version of the engine, though on later cars the cylinder head was replaced with an aluminium one.
Suspension was independent at the front using coil springs with anti-roll bar and at the rear had leaf springs and a live axle. Un-assisted 9 in (229 mm) Lockheed drum brakes were fitted. The steering used a recirculating ball system and was as usual at the time not power assisted. Standard seating, trimmed in Vynide, used a bench type at the front with individual seats as an option. A heater was fitted but a radio remained optional. The car could be ordered in single colour or two tone paint. The four-speed manual transmission featured synchromesh on the top three ratios from the start and had a floor lever: “Smiths Easidrive” automatic transmission was option.
A car was tested by the British magazine The Motor in 1962 and had a top speed of 80.0 mph (128.7 km/h) and could accelerate from 0-60 mph (97 km/h) in 21.6 seconds. A “touring” fuel consumption of 27.9 miles per imperial gallon (10.1 L/100 km; 23.2 mpg-US) was recorded. The test car cost £854 including taxes, which was then slightly less than the recently upgraded Austin Cambridge A60.
The first Super Minxes featured the 1,592 cc engine as used in the Hillman Minx, providing in this application a claimed 62 bhp (46 kW; 63 PS) of power.
Mark II
A year after the car was launched a Mark II version was presented, in October 1962, with greasing points eliminated, larger front disc brakes and a revised axle ratio. For buyers of the automatic transmission cars, 1962 was the year that the Smiths Easidrive option was replaced by the Borg-Warner 35 transmission.
Mark III
In 1964, with the launch of the Super Minx Mark III the Super Minx was facelifted, and the wrap-around rear window gave way to a new “six-light” design with extra side windows aft of the rear side doors.
Mark IV
The Super Minx was also available as an estate car.
Engine capacity was increased to 1,725 cc for the Super Minx Mark IV launched at the London Motor Show in October 1965. (The larger engine outlived the Super Minx, to be used in later models too.)
Related models
Singer Vogue after the 1964 facelift which saw the wrap around rear window replaced with a more modern “six-light” arrangement
The Singer Vogue version was also available as an estate car.
Unlike the Hillman and Singer versions, the Super Minx based Humber Sceptre (shown here in its final form) retained the panoramic wrap-around rear window till the model was replaced, in the Humber’s case in 1967, by a Hillman Hunter based successor
Like many other Rootes products including the Minx, the Super Minx was one of a badge-engineered series of models, sold under various marques.
The Singer marque was represented by the Singer Vogue which had first been announced in July 1961, four months earlier than the Hillman Super Minx. The range was joined in 1963 by a Humber: the Humber Sceptre.The Singer Vogue and Humber Sceptre names would be retained by the successor Rootes Arrow model range. The Humber Sceptre was developed as a four-door replacement for the Sunbeam Rapier, but morphed into a Humber shortly before launch, while the two-door Rapier based in the ‘Audax’ Minx continued unreplaced until 1967. The Sceptre nevertheless was able to be successfully promoted as a more sporty car than the larger traditional Humbers. Unlike the Hillman and Singer versions, the Super Minx based Humber Sceptre retained the same roof, with large panoramic windscreen and striking shallow wrap-around rear window with fins, until the model was replaced, in the Humber’s case in 1967, by a Hillman Hunter based successor.
The cars differed in subtle ways, with the Singer being positioned slightly above the Hillman and gaining such extras as quad headlights, and the Humber topping the range, commensurate with Humber’s traditional role as a producer of upmarket and luxury models. The styling of the Sceptre (as well as the Vogue) somewhat recalled previous, larger Humbers. The Sceptre marks 1 and 1A had a slightly different grille arrangement and front trim to the Vogue as well as a taller panoramic windscreen, sloping rear roofline and larger rear fins. . It had been intended that the Sceptre be a sports saloon until shortly before its launch as a Humber, hence its sprightly performance compared with other Humber models.
Nearly five years after its launch, a Singer Vogue Series IV saloon tested by the Britain’s Autocar magazine in August 1966, now with an advertised power output of 85 bhp (63 kW; 86 PS), had a top speed of 93 mph (150 km/h) and could accelerate from 0-60 mph (97 km/h) in 25 seconds. An overall fuel consumption of 22.0 miles per imperial gallon (12.8 L/100 km; 18.3 mpg-US) was achieved. The test car was priced by Rootes in the UK at £911 including taxes, at a time when the Austin 1800 was retailing for £888 and the Ford Corsair GT was offered at £925. The performance was felt to be lively, and the gear change, supported on the test car with an optional overdrive, ‘crisp’ with well chosen ratios. Comfort and fittings were also commended, but the fuel consumption and the tendency of the heavy brakes to fade when used hard disappointed the testers: this would presumably not have been an issue had the road test been of a Humber Sceptre which had its stopping power from a servo-assisted 10-inch (250 mm) front disc/rear drum arrangement.
The Humber was also, at launch, fitted with a high tune version of the 1,592 cc and, from September 1965, 1,725 cc oversquare engine producing 80 hp (60 kW) and 85 hp (63 kW) respectively. Early models with the 1,592 cc engine had twin single Zenith downdraught carburettors – later 1,592/1,725 cc engines used a Solex twin choke downdraught carburettor for simplicity. The twin Zenith carburettors had been hard to keep balanced. Other modifications included a water-jacketed inlet manifold, timing adjustments and stronger valve springs to eliminate valve bounce at high engine speeds. The later H120’s 107 hp (80 kW) engine is a straight swap for both of these units and looks almost identical – it provides a useful boost in power to an already swift automobile. The unique Sceptre interior featured full instrumentation, including a tachometer marked up to 6,000 rpm, and a four-speed floor-mounted transmission with self-cancelling overdrive (with column-mounted control and indicator) on third and fourth gear for a total of six separate ratios in standard form. The lockout could be removed on first and second gears, and this was often done by Rootes in cars used for competitions such as rallying. In addition, the Sceptre was from the beginning provided with servo-assisted braking control and, unusually in 1963, 10-inch front disc-brakes. The Marks 1 and 1A were not available with an automatic option – although this was rectified with the Mark II cars, using a three-speed unit with automatic kick-down. This was a cheaper option than was usual at the time due to the deletion of the Laycock De Normanville overdrive fitted to the Manual cars.
There was a Singer variant of the smaller Minx as well (the Singer Gazelle) but no equivalent Humber version of the Minx, (except for the Humber 80 version of the Minx released in New Zealand, as is Humber 90 to the Super Minx) which would have been uncharacteristically small for the Humber marque; conversely there was a sporty Sunbeam version of the Minx (the Sunbeam Rapier) but no Sunbeam version of the Super Minx.
In addition to assembling the Super Minx, Rootes Australia produced variants of the Singer Vogue from 1963 to 1966 as the Humber Vogue and Humber Vogue Sports.
At least six Humber Sceptre development mules were built with the same engine as the Sunbeam Tiger – a 289 cui Ford V8 unit – Sadly this was not proceeded with as it would have made for a very capable sporting saloon which would have had few rivals in its class. At least one of these original cars survives.
Replacement
The Super Minx saloon and its Singer relatives were replaced by the Rootes Arrow range when the Hillman Hunter and Singer Vogue were launched at the London Motor Show in October 1966. However, the Hunter was initially offered only as a saloon and accordingly the Super Minx estate car remained in production until April 1967.
Humber catalogue for 1930
“Such Cars As Even Humber Never Built Before”
‘
NEW SEASON’S MODELS & PRICES
‘
9/28
Touring Car
£240
9/28
Fabric Saloon
£280
9/28
Saloon
£295
16/50
Imperial Touring Car
£410
16/50
Humber Touring Car
£425
16/50
Imperial Saloon
£435
16/50
Humber Saloon
£465
16/50
Six-Light Weymann Saloon
£465
16/50
Four-Door Weymann Coupé
£475
16/50
Drop-Head Coupé
£495
20/65
DualPurpose Car
£475
20/65
Saloon
£525
20/65
Limousine
£725
20/65
Landaulette
£725
Humber
“Snipe” Touring Car
£495
Humber
“Snipe” Six-Light Weymann Saloon
£535
Humber
“Snipe” Saloon
£535
Humber
“Snipe” Four-Door Weymann Coupé
£545
Humber
“Snipe” Drop-Head Coupé
£565
Humber
“Pullman” Landaulette
£775
Humber
“Pullman” Limousine
£775
Humber
Cabriolet de Ville
£1,095
(Coachwork by Thrupp & Maberly)
Surviving cars
There is a thriving club, and many of these upmarket cars survive today.
The world’s largest collection of Humber cars can be viewed at the Marshalls Post-Vintage Humber Car Museum in Hull. It includes 21 Humber cars dating from 1932 to 1970 on permanent display, plus 24 unrestored cars.
When Queen Elizabeth, the Queen Mother visited Western Australia in the 1950s, a Humber was shipped over for her. It was left in a paddock, and was rediscovered and verified in 2002. It has since been restored and is currently privately owned.
Packard was founded by James Ward Packard, his brother William Doud Packard and their partner, George Lewis Weiss, in the city of Warren, Ohio where 400 Packard automobiles were built at their Packard factory on Dana Street Northeast, from 1899 to 1903. Being a mechanical engineer, James Ward Packard believed they could build a better horseless carriage than the Winton cars owned by Weiss, an important Winton stockholder.
In September, 1900, the Ohio Automobile Company was founded to produce “Packard” autos. Since these automobiles quickly gained an excellent reputation, the name was changed on October 13, 1902 to the Packard Motor Car Company.
All Packards had a single-cylinder engine until 1903. From the very beginning, Packard featured innovations, including the modern steering wheel and, years later, the first production 12-cylinder engine and air-conditioning in a passenger car.
While the Black Motor Company‘s “Black” went as low as $375, Western Tool Works‘ Gale Model A roadster was $500, the high-volume OldsmobileRunabout went for $650, and the Cole 30 and Cole Runabout were US$1,500, Packard concentrated on cars with prices starting at $2,600. The marque developed a following among wealthy purchasers both in the United States and abroad.
Henry Bourne Joy, a member of one of Detroit‘s oldest and wealthiest families, bought a Packard. Impressed by its reliability, he visited the Packards and soon enlisted a group of investors—including Truman Handy Newberry and Russell A. Alger Jr. On October 2, 1902, this group refinanced and renamed the New York and Ohio Automobile Company as “Packard Motor Car Company”, with James as president. Alger later served as vice-president. Packard moved its automobile operation to Detroit soon after, and Joy became general manager, later to be chairman of the board. An original Packard, reputedly the first manufactured, was donated by a grateful James Packard to his alma mater, Lehigh University, and is preserved there in the Packard Laboratory. Another is on display at the Packard Museum in Warren, Ohio.
The 3,500,000 sq ft (330,000 m2) Packard plant on East Grand Boulevard in Detroit was located on over 40 acres (16 ha) of land. Designed by Albert Kahn Associates, it included the first use of reinforced concrete for industrial construction in Detroit and was considered the most modern automobile manufacturing facility in the world when opened in 1903. Its skilled craftsmen practiced over eighty trades. The dilapidated plant still stands, despite repeated fires. Architect Kahn also designed the Packard Proving Grounds at Utica, Michigan.
1899-1930
1899 Packard Model A Runabout, Wagen Nr. 1 (Werkbild, Anfang November 1899)
1903 Packard Modell F, Einzylinder
1904 Packard Model L
1905 Packard Twin Six 905
1906 Packard Modell 18 Runabout (Serie NA)
1906 Packard S 24HP Runabout
1907 Packard ad The New York Times 1907-11-06
1910 Packard Advertisement – Indianapolis Star, May 22, 1910
1910 Packard Advertisement – Indianapolis Star, May 22, 1910
1910 Packard Eighteen Touring Serie NB
1910 Providence Packard
1911 Packard
1912 Packard Advertisement – Syracuse Herald, March 14, 1912
1913 Packard 6
1914 Packard 1-38 Five Passenger Phaeton
1914-packard-dominant-six-4-48-runabout
1915-ox5-aircraft-engine-packard-merlin
Kampfflugzeugmotor Packard V-1650-7 Weiterentwicklung unter Lizenz des Rolls-Royce Merlin V12 Zylinder, in dieser Version 1315 bhp
From this beginning, through and beyond the 1930s, Packard-built vehicles were perceived as highly competitive among high-priced luxury American automobiles. The company was commonly referred to as being one of the “Three P’s” of American motordom royalty, along with Pierce-Arrow of Buffalo, New York and Peerless of Cleveland, Ohio. For most of its history, Packard was guided by its President and General Manager James Alvan Macauley, who also served as President of the National Automobile Manufacturers Association. Inducted into the Automobile Hall of Fame, Macauley made Packard the number one designer and producer of luxury automobiles in the United States. The marque was also highly competitive abroad, with markets in sixty-one countries. Gross income for the company was $21,889,000 in 1928. Macauley was also responsible for the iconic Packard slogan, “Ask the Man Who Owns One.”
In the 1920s, Packard exported more cars than any other in its price class, and in 1930, sold almost twice as many abroad as any other marque priced over US$2000. In 1931, ten Packards were owned by Japan’s Royal Family. Between 1924 and 1930, Packard was also the top-selling luxury brand.
In addition to excellent luxury cars, Packard built trucks as well. A Packard truck carrying a three-ton load, drove from New York City to San Francisco between 8 July and 24 August 1912. The same year, Packard had service depots in 104 cities.
By 1931, Packards were also being produced in Canada.
1931–1936
1930 Packard Deluxe Eight roadster
Entering the 1930s, Packard attempted to beat the stock market crash and subsequent Great Depression by manufacturing ever more opulent and expensive cars than it had prior to October 1929. While the Eight five-seater sedan had been the company’s top-seller for years, the Twin Six, designed by Vincent, was introduced for 1932, with prices starting at US$3,650 at the factory gate; in 1933, it would be renamed the Packard Twelve, a name it retained for the remainder of its run (through 1939). Also in 1931, Packard pioneered a system it called Ride Control, which made the hydraulic shock absorbers adjustable from within the car. For one year only, 1932, Packard fielded an upper-medium-priced car, the Light Eight, at a base price of $1,750 (about $27,933 in 2014), or $735 ($11,732) less than the standard Eight.
As an independent automaker, Packard did not have the luxury of a larger corporate structure absorbing its losses, as Cadillac did with GM and Lincoln with Ford. However, Packard did have a better cash position than other independent luxury marques. Peerless ceased production in 1932, changing the Cleveland Ohio manufacturing plant from producing cars to brewing beer for Carling Black Label Beer. By 1938, Franklin, Marmon, Ruxton,Stearns-Knight, Stutz, Duesenberg, and Pierce-Arrow had all closed.
1932 Ninth Series De Luxe Eight model 904 sedan-limousine
Packard also had one other advantage that some other luxury automakers did not: a single production line. By maintaining a single line and interchangeability between models, Packard was able to keep its costs down. Packard did not change cars as often as other manufacturers did at the time. Rather than introducing new models annually, Packard began using its own “Series” formula for differentiating its model changeovers in 1923. New model series did not debut on a strictly annual basis, with some series lasting nearly two years, and others lasting as short a time as seven months. In the long run, though, Packard averaged approximately one new series per year. By 1930, Packard automobiles were considered part of its Seventh Series. By 1942, Packard was in its Twentieth Series. The “Thirteenth Series” was omitted.
1934 Eleventh Series Eight model 1101 convertible sedan
To address the Depression, Packard started producing more affordable cars in the medium-price range. In 1935, the company introduced its first sub-$1,000 car, the 120. Sales more than tripled that year and doubled again in 1936. In order to produce the 120, Packard built and equipped an entirely separate factory. By 1936, Packard’s labor force was divided nearly evenly between the high-priced “Senior” lines (Twelve, Super Eight, and Eight) and the medium-priced “Junior” models, although more than ten times more Juniors were produced than Seniors. This was because the 120 models were built using thoroughly modern mass production techniques, while the Senior Packards used a great deal more hand labor and traditional craftsmanship. Although Packard almost certainly could not have survived the Depression without the highly successful Junior models, they did have the effect of diminishing the Senior models’ exclusive image among those few who could still afford an expensive luxury car. The 120 models were more modern in basic design than the Senior models; for example, the 1935 Packard 120 featured independent front suspension and hydraulic brakes, features that would not appear on the Senior Packards until 1937.
1941 Packard Custom Super Eight One-Eighty Formal sedan; 19th series, Model 1907
1941-packard-clipper-darrin-convertible-victoria
1941-packard-clipper-sedan
1941-packard-clipper-taxi.
1941-packard-henney-limo-400
1941-packard-limousine-by-lebaron
1941-packard-model-120-convertible
1941-packard-one-eighty-formal-sedan
1941 Packard Station Wagon advertisement; either One-Ten Model 1900 or One-Twenty Model 1901
1941-packard-station-wagon-model-110
1941-packard-swan
1941-packard-henney-cc-bw-400 hearse
Packard was still the premier luxury automobile, even though the majority of cars being built were the 120 and Super Eight model ranges. Hoping to catch still more of the market, Packard decided to issue the Packard 115C in 1937, which was powered by Packard’s first six-cylinder engine since the Fifth Series cars in 1928. While the move to introduce the Six, priced at around $1200, was brilliant, for the car arrived just in time for the 1938 recession, it also tagged Packards as something less exclusive than they had been in the public’s mind, and in the long run hurt Packard’s reputation of building some of America’s finest luxury cars. The Six, redesignated 110 in 1940–41, continued for three years after the war, with many serving as taxicabs.
In 1939, Packard introduced Econo-Drive, a kind of overdrive, claimed able to reduce engine speed 27.8%; it could be engaged at any speed over 30 mph (48 km/h). The same year, the company introduced a fifth, transverse shock absorber and made column shift (known as Handishift) available on the 120 and Six.
In 1942 the Packard Motor Car Company converted to 100% war production. During World War II, Packard again built airplane engines, licensing the Merlin engine from Rolls-Royce as the V-1650, which powered the famous P-51 Mustang fighter, ironically known as the “Cadillac of the Skies” by GIs in WWII. Packard also built 1350-, 1400-, and 1500 hp V-12 marine engines for American PT boats (each boat used three) and some of Britain’s patrol boats. Packard ranked 18th among United States corporations in the value of wartime production contracts.
By the end of the war in Europe, Packard Motor Car Company had produced over 55,000 combat engines totaling 84,356,900 horsepower. Sales in 1944 were $455,118,600. By May 6, 1945 Packard had a backlog on war orders of $568,000,000.
By the end of World War II, Packard was in excellent financial condition, but several management mistakes became ever more visible as time went on. Like other U.S. auto companies, Packard resumed civilian car production in late 1945 labeling them as 1946 models by modestly updating their 1942 models. As only tooling for the Clipper was at hand, the Senior-series cars were not rescheduled. One version of the story is that the Senior dies were left out in the elements to rust and were no longer usable. Another long-rumored tale is that Roosevelt gave Stalin the dies to the Senior series, but the ZiS-110 state limousines were a separate design.
Although the postwar Packards sold well, the ability to distinguish expensive models from lower-priced models disappeared as all Packards, whether sixes or eights, became virtually alike in styling. Further, amidst a booming seller’s market, management had decided to direct the company more to volume middle-class models, thus concentrating on selling lower-priced cars instead of more expensive — and more profitable — models. Worse, they also tried to enter the taxi cab and fleet car market. The idea was to gain volume for the years ahead, but that target was missed: Packard simply was not big enough to offer a real challenge to the Big Three, and they lacked the deep pockets a parent company could shelter them from as well as the model lineup to spread the pricing through.
As a result, Packard’s image as a luxury brand was further diluted. As Packard lost buyers of expensive cars, it could not find enough customers for the lesser models to compensate. The shortage of raw materials immediately after the war – which was felt by all manufacturers – hurt Packard more with its volume business than it would have had it had focused on the luxury specialty car market.
1949 Packard Convertible Coupé
1950 Packard Eight 4-Door Sedan
The Clipper, although a graceful classic automobile, became outdated as the new envelope bodies started appearing led by Studebaker and Kaiser-Frazer. Had they been a European car maker, this would have meant nothing; they could have continued to offer the classic shape not so different from the later Rolls-Royce with its vertical grill. Although Packard was in solid financial shape as the war ended, they had not sold enough cars to pay the cost of tooling for the 1941 design. While most automakers were able to come out with new vehicles for 1948-49, Packard could not do this until 1951. They therefore updated by adding sheet metal to the existing body (which added 200 pounds of curb weight). The design chosen was of the “bathtub” style, predicted during the war as the destined future of automobiles, and most fully realized by the 49/50 Nash. Six-cylinder cars were dropped for the home market, and a convertible was added.
These new designs hid their relationship to the Clipper. Even that name was dropped — for a while. However, it looked bulky, and was nicknamed the “pregnant elephant”. When a new body style was added, Packard introduced a station wagon instead of a 2-door hardtop as buyers requested. Test driver for Modern Mechanix, Tom McCahill, referred to the newly designed Packard as “a goat” and “a dowager in a Queen Mary hat”. Still, demand for any car was high and Packard sold 92,000 vehicles for 1948 and 116,000 of the 1949 models.
Packard abandoned the luxury car market, relinquishing the market to Cadillac. Although the Custom Clippers and Custom Eights were built in its old tradition with craftsmanship and the best materials, Cadillac now set the “Standard of the World”, with bold styling and tailfins. Cadillac was among the earliest U.S. makers to offer an automatic transmission (the Hydramatic in 1941), but Packard caught up with the Ultramatic, offered on top models in 1949 and all models from 1950 onward. Packard outsold Cadillac until about 1950; the problem was that most sales were the mid range lines, the volume models. A buyer of a Super Eight paying premium dollars did not enjoy seeing a lesser automobile with nearly all the Super Eight’s features, with just slight distinction in exterior styling. In addition to standard sedans, coupes, and convertibles, Packard also produced the curious “Station Sedan”, a wagon-like body that was mostly steel, but had a little structural and a good deal of decorative wood in the back. A total of 3,864 were sold over its three years of production.
Also in mid-1949, Packard introduced its Ultramatic automatic transmission, the only independent automaker to develop one. Although smoother than the GM Hydramatic, acceleration was sluggish and owners were often tempted to put it into Low Gear for faster starts which put extra wear on the transmission.
In 1950, sales tanked as the company sold only 42,000 cars for the model year. When Packard’s president George T. Christopher announced that the “bathtub” would get another facelift for 1951, influential parts of the management revolted. Christopher was forced to resign and loyal Packard treasurer Hugh Ferry became president.
The 1951 Packards were at last completely redesigned. Designer John Reinhart introduced a high, more squared-off profile that was sleek and contemporary and looked as far from the bathtub design of 1948-50 as one could get. New styling features included a one-piece windshield, a wrap-around rear window, small tailfins on the long-wheelbase models, a full-width grill, and “guideline fenders” with the hood and front fenders at the same height. The 122-inch (3,099 mm) wheelbase supported low-end 200-series standard and Deluxe two and four doors, and 250-series Mayfair hardtop coupes (Packard’s first) and convertibles. Upmarket 300 and Patrician 400 models rode a 127-inch (3,226 mm) wheelbase. 200-series models were again low-end models and even included a business coupe.
The 250, 300, and 400/Patricians were Packard’s flagship models and comprised the majority of production for that year. The Patrician was now the top-shelf Packard, replacing the Custom Eight line. Original plans were to equip it with a 356 cu in (5.8 L) engine, but the company decided that sales would probably not be high enough to justify producing the larger, more expensive power plant, and so instead the debored 327 cu in (5.4 L) (previously the middle engine) was used instead and offered nearly equal performance.
Since 1951 was a quiet year with little new from the other auto manufacturers, Packard’s redesigned lineup sold nearly 101,000 cars. The last new Packards ever produced were a quirky mixture of the ultra-modern (the automatic transmissions) and the archaic (still using flathead inline eights when OHV V8 engines were about to become the norm). No domestic car lines had OHV V8s in 1948, but by 1955, every car line offered a version. The Packard inline eight, despite being a very long-in-the-tooth design that lacked the power of Cadillac’s engines, was very smooth and combined with an Ultramatic transmission, made for a nearly noiseless interior on the road.
Packard did well during the early post-war period and supply soon caught up with demand. By the early 1950s, the independent American manufacturers were left moribund as the “Big Three” – General Motors, Ford, and Chrysler – battled intensely for sales in the economy, medium-price, and luxury market. Those independents that remained alive in the early Fifties, merged. In 1953 Kaiser merged with Willys to become Kaiser-Willys. Nash and Hudson became American Motors (AMC). The strategy for these mergers included cutting costs and strengthening their sales organizations to meet the intense competition from the Big Three.
In May 1952, aging Packard president Hugh Ferry resigned and was succeeded by James J. Nance, a marketing hotshot recruited from Hotpoint to turn the stagnant company around (its main factory on Detroit’s East Grand Boulevard was operating at only 50% capacity). Nance worked to snag Korean War military contracts and turn around Packard’s badly diluted image. He declared that from now on, Packard would cease producing mid-priced cars and build only luxury models to compete with Cadillac.
As part of this strategy, Nance unveiled a low-production (only 750 made) glamour model for 1953, the Caribbean convertible. Competing directly with the other novelty ragtops of that year (Buick Skylark, Oldsmobile Fiesta, and Cadillac Eldorado), it was equally well received, and outsold its competition.
Nance had hoped for a total redesign in 1954, but the necessary time and money were lacking. Packard that year (total production 89,796) comprised the bread-and-butter Clipper line (the 250 series was dropped), Mayfair hardtop coupes and convertibles, and a new entry level long-wheelbase sedan named Cavalier. Among the Clippers was a novelty pillared coupe, the Sportster, styled to resemble a hardtop.
With time and money again lacking, the 1954 lineup was unchanged except for modified headlights and taillights, essentially trim items. A new hardtop named Pacific was added to the flagship Patrician series and all higher-end Packards sported a bored-out 359-cid engine. Air conditioning became available for the first time since 1942. Packard had introduced air conditioning in the 1930s. Clippers (which comprised over 80% of production) also got a hardtop model, Super Panama. But sales tanked, falling to only 31,000 cars.
The revolutionary new model Nance hoped for was delayed until 1955, partially because of Packard’s merger with Studebaker. In 1953-54, Ford and GM waged a brutal sales war, cutting prices and forcing cars on dealers. While this had little effect on either company, it gravely damaged the independent auto makers. Nash president George Mason thus proposed that the four major independents (Nash, Hudson, Packard, and Studebaker) all merge into one large outfit to be named American Motors Corporation. Mason held informal discussions with Nance to outline his strategic vision, and an agreement was reached for AMC to buy Packard’s Ultramatic transmissions and V8 engines, and they were used in 1955 Hudsons and Nashes. However, SPC’s Nance refused to consider merging with AMC unless he could take the top command position (Mason and Nance were former competitors as heads of the Kelvinator and Hotpoint appliance companies respectively). But Mason’s grand vision of a Big Four American auto industry ended in October 1954 with his sudden death from a heart attack. A week after the death of Mason, the new president of AMC, George W. Romney announced “there are no mergers under way either directly or indirectly.” Nevertheless, Romney continued with Mason’s commitment to buy components from SPC. Although Mason and Nance had previously agreed that SPC would purchase parts from AMC, it did not do so. Moreover Packard’s engines and transmissions were comparatively expensive, so AMC began development of its own V8 engine, and replaced the outsourced unit by mid-1956.
Although Nash and Hudson merged along with Studebaker and Packard joining, the four-way merger Mason hoped for did not materialize. The S-P marriage (really a Packard buyout), proved to be a crippling mistake. Although Packard was still in fair financial shape, Studebaker was not, struggling with high overhead and production costs and needing the impossible figure of 250,000 cars a year to break even.
Due diligence was not performed, and the merger was rushed. Studebaker’s management was notorious for building the wrong car at the wrong time, while the cars people wanted were always in short supply, strangling the company financially as a result.
In 1951 Packard replaced the old “bathtub” models with a new and more modern body that resembled typical cars of the early 1950s. Sales were slower by 1953, despite Packard’s push to recapture the luxury market with such limited edition luxury models as the Caribbean convertible and the Patrician 400 Sedan, and the Derham custom formal sedan, In 1954, Packard stylist Richard A. Teague was called upon by Nance to redesign the 1955 model. To Teague’s credit, the 1955 Packard was indeed a sensation when it appeared, gaining greater acceptance than anticipated. Not only was the body completely updated and modernized, but the suspension was totally new, with torsion bars front and rear, along with an electric load-leveler control that kept the car level regardless of load or road conditions. Crowning this stunning new design was Packard’s first modern overhead-valveV8, displacing 352 cu in (5.8 l), replacing the old, heavy, cast-iron side valve straight-eight that had been used for decades. In addition, Packard offered the entire host of power comfort and convenience features, such as power steering and brakes, electric window lifts, and air conditioning (even in the Caribbean convertible), a Packard exclusive at the time. Sales rebounded to 101,000 for 1955, although that was a very strong year across the industry.
As the 1955 models went into production, an old problem flared up. Back in 1941, Packard had outsourced its bodies to Briggs Manufacturing. In 1954, Chrysler bought out that company, ending Packard’s supply. They had to resume in-house production, which for unknown reasons was done in a cramped factory in West Detroit. This facility was too small and caused endless tie-ups and quality problems. Packard would have fared better building the bodies in its old, but amply-sized main facility on East Grand Boulevard. Bad quality control hurt the company’s image and caused sales to plummet for 1956 even though the problems had largely been resolved by that point.
For 1956, the Clipper became a separate make, with Clipper Custom and Deluxe models available. Now the Packard-Clipper business model was a mirror to Lincoln-Mercury. “Senior” Packards were built in four body styles. Each body style had a unique model name. Patrician was used for the four-door top of the line sedans, Four Hundred was used for the hardtop coupes, and Caribbean was used for the convertible and hardtop vinyl-roof two-door hardtop models. In the spring of 1956 the Executive was introduced. Coming in a four-door sedan, and a two-door hardtop, the Executive was aimed at the buyer who wanted a luxury car but could not justify Packard’s pricing. It was an intermediate model using the Packard name and the Senior models’ front end, but built on the Clipper wheelbase and using the Clipper tail end fender treatment. This was to some confusing and went against what James Nance had been attempting for several years to accomplish, the separation of the Clipper line from Packard. However, as late as the cars introduction to the market, was there was reasoning for in 1957 this car was to be continued. It then become a baseline Packard on the all new 1957 Senior shell. Clippers would share bodies with Studebaker from 1957.
Despite the new 1955/56 design, Cadillac continued to lead the luxury market, followed by Lincoln, Packard, and Imperial. Reliability problems with the automatic transmission and all electrical accessories further eroded the public’s opinion of Packard. Sales were good for 1955 compared to 1954. The year was also an industry banner year. Packard’s sales slid in 1956 due to the fit and finish of the 1955 models, and mechanical issues relating to the new engineering features. These defects cost Packard millions in recalls and tarnished a newly won image just in its infancy. Along with Studebaker sales dragging Packard down, things looked more terminal than ever for SPC.
For 1956, Teague kept the basic 1955 design, and added more styling touches to the body such as then−fashionable three toning. Headlamps hooded in a more radical style in the front fenders and a slight shuffling of chrome distinguished the 1956 models. “Electronic Push-button Ultramatic,” which located transmission push buttons on a stalk off of the steering column, proved to be trouble-prone, adding to the car’s negative reputation, possibly soon to become an orphan. Model series remained the same, but the V8 was now enlarged to 374 cu in (6.1 L) for Senior series, the largest in the industry. In the top-of-the-line Caribbean, that engine produced 310 hp (230 kW). Clippers continued to use the 352 engine. There were plans for an all−new 1957 line of Senior Packards based on the showcar Predictor. Clippers and Studebakers would also share many inner and outer body panels. These models were in many ways far advanced from what would be produced by any automaker at the time, save Chrysler, which would soon feel public wrath for its own poor quality issues after rushing its all−new 1957 lines into production. James Nance was dismissed from Packard and moved to Ford as the head of the new MEL (Mercury-Edsel-Lincoln) division. Although Nance tried everything, the company failed to secure funding for new retooling; forcing Packard to share Studebaker platforms and body designs, but as badge-engineered models, not in the way it had been envisioned. With no funding to retool for the advanced new models envisioned, SPC’s fate was sealed; the large Packard was effectively dead in an executive decision to kill “the car we could not afford to lose”. The last Packard-designed vehicle, a Patrician 4-door sedan, rolled off the assembly line on June 25, 1956.
1957–1958
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In 1957, no more Packards were built in Detroit and the Clipper disappeared as a separate brand name. Instead, a Studebaker President-based car bearing the Packard Clipper nameplate appeared on the market, but sales were slow. Available in just two body styles, Town Sedan (4-door sedan) and Country Sedan (4-door station wagon), they were powered by Studebaker’s 289 cu in (4.7 l) V8 with McCulloch supercharger, delivering the same 275 hp (205 kW) as the 1956 Clipper Custom, although at higher revolutions.
While the 1957 Packard Clipper was less Packard, it was a very good Studebaker. The cars sold in limited numbers, which was attributed to Packard dealers dropping their franchises and consumers fearful of buying a car that could soon be an orphaned make. It was tried with design cues from the 1956 Clipper (visual in the grille and dash). Wheel-covers, tail-lamps and dials were stock 1956 parts, as was the Packard cormorant hood mascot and trunk chrome trim from 1955 senior Packards.
The 1958 models were launched with no series name, simply as “Packard”. More styles were added, a 2-door hardtop and 4-door sedan, and as the premier model, a Packard Hawk that was a Studebaker Golden Hawk with a new front, a fake spare wheel molded in the trunk lid reminiscent of the concurrent Imperial, and Packard styling cues.
These cars were the first in the industry to be “facelifted” with plastic parts. The housing for the new dual headlights and the complete fins were fibreglass parts grafted on Studebaker bodies. There was very little chrome on the low front clip. Designer Duncan McCrae managed to include the 1956 Clipper tail lights for one last time, this time in a fin, and under a canted fin. A bizarre combination and poorly executed. Dodge did something similar, however the effect was less jarring. Added with the pods for the dual headlights and the new 1958 Packard was a real hodgepodge of late-1950s styling cues. The public reaction was predictable and though there were more models in the Packard lineup, sales were almost non-existent. Had Studebaker’s been built in Detroit on a Packard chassis, the outcome might have been positive. The Studebaker factory was older than Packard’s Detroit plant, with higher production requirements, which added to dipping sales. The company had problems and a new compact car, the Lark, was only a year away. All 1958 Packards were given 14 in (36 cm) wheels to lower the profile.
Predictably, some Packard devotees were disappointed by the marque‘s loss of exclusivity and what they perceived as a reduction in quality. They joined competitors and media critics in christening the new models as Packardbakers. They failed to sell in sufficient numbers to keep the marque afloat. However, with the market flooded by inexpensive cars, none of the minor automakers were able to sell vehicles at loss leader prices to keep up with Ford and GM. There was also a general decline in demand for large cars which heralded an industry switch to compact cars like the Studebaker Lark. Several makes were discontinued around this timeframe. Not since the 1930s had so many makes disappeared: Packard, Edsel, Hudson, Nash, DeSoto, and Kaiser.
During the 1950s, a number of “dream cars” were built by Packard in an attempt to keep the marque alive in the imaginations of the American car-buying public. Included in this category are the 1952 Pan American that led to the production Caribbean and the Panther (also known as Daytona), based on a 1954 platform. Shortly after the introduction of the Caribbean, Packard showed a prototype hardtop called the Balboa. It featured a reverse slant rear window that could be lowered for ventilation, a feature introduced in a production car by Mercury in 1957 and still in production in 1966. The Request was based on the 1955 Four Hundred hardtop, but featured a classic upright Packard fluted grille reminiscent of the prewar models. In addition, the 1957 engineering mule “Black Bess” was built to test new features for a future car. This car had a resemblance to the 1958 Edsel. It featured Packard’s return to a vertical grill. This grill was very narrow with the familiar ox yoke shape that was characteristic for Packard, and with front fenders with dual headlights resembling Chrysler products from that era. The engineering mule Black Bess was destroyed by the company shortly after the Packard plant was shuttered. Of the ten Requests built only four were sold off the showroom floor. Richard A. Teague also designed the last Packard show car, the Predictor. This hardtop coupe’s design followed the lines of the planned 1957 cars. It had many unusual features, among them a roof section that opened either by opening a door or activating a switch, well ahead of later T-Tops. The car had seats that rotated out allowing the passenger easy access, a feature later used on some Chrysler products. The Predictor also had the opera windows, or portholes, found on concurrent Thunderbirds. Other novel ideas were overhead switches—these were in the production Avanti—and a dash design that followed the hood profile, centering dials in the center console area. This feature has only recently been used on production cars. The Predictor survives and is on display at the Studebaker National Museum section of the Center for History in South Bend, Indiana.
Astral
There was one very unusual prototype, the Studebaker-Packard Astral, made in 1957 and first unveiled at the South Bend Art Centre on January 12, 1958 and then at the March 1958 Geneva Motor Show. It had a single gyroscopic balanced wheel and the publicity data suggested it could be nuclear powered or have what the designers described as an ionic engine. No working prototype was ever made nor was it likely that one was ever intended.
The Astral was designed by Edward E Herrmann, Studebaker-Packards director of interior design, as a project to give his team experience in working with glass reinforced plastic. It was put on show at various Studebaker dealerships before being put into storage. Rediscovered 30 years later, the car was restored and put on display by the Studebaker museum.
The end
Studebaker-Packard pulled the Packard nameplate from the marketplace in 1959. It kept its name until 1962 when “Packard” was dropped off the corporation’s name at a time when it was introducing the all new Avanti, and a less anachronistic image was being sought, thus finishing the story of the great American Packard marque. Ironically, it was considered that the Packard name might be used for the new fiberglass sports car, as well as Pierce-Arrow, the make Studebaker controlled in the late 1920s and early 1930s.
In the late 1950s, Studebaker-Packard was approached by enthusiasts to rebadge the French car maker Facel-Vega‘s Excellencesuicide door, 4-door hardtop as a ‘Packard’ for sale in North America, using stock Packard V8s, and identifying trim including red hexagon wheel covers, cormorant hood ornament, and classic vertical ox yoke grille. The proposition was rejected when Daimler-Benz threatened to pull out of its 1957 marketing and distribution agreement, which would have cost Studebaker-Packard more in revenue than they could have made from the badge-engineered Packard. Daimler-Benz had little of its own dealer network at the time and used this agreement to enter and become more established in the American market thru SPC’s dealer network, and felt this car was a threat to their models. By acquiescing, SPC did themselves no favors and may have accelerated their exit from automobiles, and Mercedes-Benz protecting their own turf, helped ensure their future.
The revival
In the 1990s, Roy Gullickson revived the Packard nameplate by buying the trademark and building a prototype Packard Twelve for the 1999 model year. His goal was to produce 2,000 of them per year, but lack of investment funds stalled that plan indefinitely and the Twelve was sold at an auto auction in Plymouth, MI in July 2014.
Packard automobile engines
Packard’s engineering staff designed and built excellent, reliable engines. Packard offered a 12-cylinder engine—the “Twin Six”—as well as a low-compression straight eight, but never a 16-cylinder engine. After WWII, Packard continued with their successful straight-eight-cylinder flathead engines. While as fast as the new GM and Chrysler OHV V8s, they were perceived as obsolete by buyers. By waiting until 1955, Packard was almost the last U.S. automaker to introduce a high-compression V8 engine. The design was physically large and entirely conventional, copying many of the first generation Cadillac, Oldsmobile, and Studebaker Kettering features. It was produced in 320 cu in (5.2 L) and 352 cu in (5.8 L) displacements. The Caribbean version had two 4-barrel carburetors and produced 275 hp (205 kW). For 1956, a 374 cu in (6.1 L) version was used in the senior cars and the Caribbean 2×4-barrel produced 305 hp (227 kW).
In-house designed and built, their “Ultramatic” automatic transmission featured a lockup torque converter with two speeds. The early Ultramatics normally operated only in “high” with “low” having to be selected manually. Beginning with late 1954, the transmission could be set to operate only in “high” or to start in “low” and automatically shift into “high”. Packard’s last major development was the Bill Allison-invented “Torsion-Level” suspension, an electronically controlled four-wheel torsion-bar suspension that balanced the car’s height front to rear and side to side, having electric motors to compensate each spring independently. Contemporary American competitors had serious difficulties with this suspension concept, trying to accomplish the same with air-bag springs before dropping the idea.
Packard also made large aeronautical and marine engines. Chief engineer Jesse G. Vincent developed a V12 airplane engine called the “Liberty engine” that was used widely in entente air corps during World War I. Packard powered boats and airplanes set several records during the 1920s. For Packard’s production of military and navy engines, see the Merlin engine and PT Boats which contributed to the Allied victory in World War II. Packard also developed a jet propulsion engine for the US Air Force, one of the reasons for the Curtiss-Wright take-over in 1956, as they wanted to sell their own jet.
Thunderbolt, a line of Packard Straight Eights after WW2
Torsion Level Ride, Packard’s torsion bar suspension with integrated levelizer (1955–1956)
Easamatic, Packard’s name for the Bendix TreadleVac power brakes available after 1952.
Electromatic, Packard’s name for its electrically controlled, vacuum operated automatic clutch.
Twin Traction, Packard’s optional limited-slip rear axle; the first on a production car worldwide (1956–1958)
Touch Button, Packard’s electric panel to control 1956 win Ultramatic
The Packard advertising song on television had the words: Ride ride ride ride ride along in your Packard, in your Packard. In a Packard you’ve got the world on a string. In a Packard car you feel like a king. Ride ride ride ride ride along in your Packard, what fun! And ask the man, just ask the man the lucky man who owns one!
Studebaker “turning wheel” badge on cars produced 1912–1934
Studebaker (1852-1967, /ˈst(j)uːdəbeɪkə/stew-də-bay-kər) was a United States wagon and automobile manufacturer based in South Bend, Indiana. Founded in 1852 and incorporated in 1868 under the name of the Studebaker Brothers Manufacturing Company, the company was originally a producer of wagons for farmers, miners, and the military.
Studebaker entered the automotive business in 1902 with electric vehicles and in 1904 with gasoline vehicles, all sold under the name “Studebaker Automobile Company”. Until 1911, its automotive division operated in partnership with the Garford Company of Elyria, Ohio and after 1909 with the E-M-F Company. The first gasoline automobiles to be fully manufactured by Studebaker were marketed in August 1912. Over the next 50 years, the company established an enviable reputation for quality and reliability. After years of financial problems, in 1954 the company merged with luxury carmaker Packard to form Studebaker-Packard Corporation. However, Studebaker’s financial problems were worse than the Packard executives thought. The Packard marque was phased out and the company returned to the Studebaker Corporation name in 1962. The South Bend plant ceased production on December 20, 1963 and the last Studebaker automobile rolled off the Hamilton, Ontario, Canada, assembly line on March 16, 1966.
History
1910
19th-century wagonmaker
1912 E-M-F Model 30 Roadster 1912
German forebears
1913
According to the official Studebaker history written by Albert R. Erskine, History of the Studebaker Corporation, South Bend, Indiana, published in 1918, “The ancestors of the Studebaker family first arrived in America at the Port of Philadelphia on September 1, 1736, on the ship Harle, from Rotterdam, Holland, as shown by the original manuscripts now in the Pennsylvania State Library at Harrisburg, and included Peter Studebecker, age 38 years; Clement Studebecker, age 36 years; Henry Studebecker, age 28 years; Anna Margetha Studebecker, age 38 years; Anna Catherine Studebecker, age 28 years. The last part of the name, “becker,” was afterwards changed to “baker.” The tax list of what was then Huntington Township, York County, Pennsylvania, in 1798-9, showed among the taxable were Peter Studebaker, Sr., and Peter Studebaker, Jr., wagon-makers, which trade later became the foundation of the family fortune and the corporation which now bears the name.
In any event, John Studebaker (1799–1877) moved to Ohio in 1835 with his wife Rebecca (née Mohler) (1802–1887)—and taught his five sons to make wagons. They all went into that business as it grew to gigantic proportions with the country.
The five brothers
The five Studebaker brothers—founders of the Studebaker Corporation. Left to right, (standing) Peter and Jacob; (seated) Clem, Henry, and John M.
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The five sons were, in order of birth: Henry (1826–1895), Clement (1831–1901), John Mohler (1833–1917), Peter Everst (1836–1897) and Jacob Franklin (1844–1887). The boys had five sisters. Photographs of the brothers and their parents are reproduced in the 1918 company history, which was written by Erskine after he became president, in memory of John M., whose portrait appears on the front cover.
South Bend operation
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Clement and Henry Studebaker, Jr., became blacksmiths and foundrymen in South Bend, Indiana, in February 1852. They first made metal parts for freight wagons and later expanded into the manufacture of complete wagons. At this time, John M. was making wheelbarrows in Placerville,California. The site of his business is California Historic Landmark #142.
1916
The first major expansion in Henry and Clem’s South Bend business came from their being in the right place to meet the needs of the California Gold Rush that began in 1849.
1918 Studebaker Ambulance by Armstrong & Hotson emergency
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From his wheelbarrow enterprise at Placerville, John M. had amassed $8,000. In April 1858, he quit and moved out to apply this to financing the vehicle manufacturing of H & C Studebaker, which was already booming because of a big order to build wagons for the US Army. In 1857, they had also built their first carriage—”Fancy, hand-worked iron trim, the kind of courting buggy any boy and girl would be proud to be seen in”.
1919
1919 Studebaker WECo 16 seats Winnipeg
That was when John M. bought out Henry’s share of the business. Henry was deeply religious and had qualms about building military equipment. The Studebakers were Dunkard Brethren, conservative German Baptists, a religion that viewed war as evil. Longstreet’s official company history simply says “Henry was tired of the business. He wanted to farm. The risks of expanding were not for him”. Expansion continued from manufacture of wagons for westward migration as well as for farming and general transportation. During the height of westward migration and wagon trainpioneering, half of the wagons used were Studebakers. They made about a quarter of them, and manufactured the metal fittings for other builders in Missouri for another quarter-century.
1920
The fourth brother, Peter E, was running a successful general store at Goshen which was expanded in 1860 to include a wagon distribution outlet. A major leap forward came from supplying wagons for the Union Army in the Civil War (1861–65). By 1868, annual sales had reached $350,000. That year, the three older brothers formed the Studebaker Brothers Manufacturing Company—Clem (president), Peter (secretary), and John M. (treasurer). By this time the factory had a spur line to the Lake Shore railroad and, with the Union Pacific Railroad finished, most wagons were now dispatched by rail and steamship.
In 1875, the youngest brother, 30-year-old Jacob, was brought into the company to take charge of the carriage factory, making sulkies and five-glass landaus. Following a great fire in 1874 which destroyed two-thirds of the entire works, they had rebuilt in solid brick, covering 20 acres (81,000 m2) and were now “The largest vehicle house in the world”.[8]:p.43 Customers could choose from Studebaker sulkies, broughams, clarences,phaetons, runabouts, victorias, and tandems. For $20,000 there was a four-in-hand for up to a dozen passengers, with red wheels, gold-plated lamps and yellow trim.
1922
In the 1880s, roads started to be surfaced with tar, gravel, and wooden blocks. In 1884, when times were hard, Jacob opened a carriage sales and service operation in a fine new Studebaker Building on Michigan Avenue, Chicago. The two granite columns at the main entrance, 3 feet 8 inches (1.12 m) in diameter and 12 feet 10 inches (3.91 m) high, were said to be the largest polished monolithic shafts in the country. Three years later in 1887, Jacob died—the first death among the brothers.
1923 Studebaker van Maessen NL
In 1889, incoming President Harrison ordered a full set of Studebaker carriages and harnesses for the White House. The only issue was that the harness fell apart during a ride and all of the horses escaped. As the twentieth century approached, the South Bend plant “covered nearly 100 acres (0.40 km2) with 20 big boilers, 16 dynamos, 16 large stationary engines, 1000 pulleys, 600 wood- and iron-working machines, 7 miles (11 km) of belting, dozens of steam pumps, and 500 arc and incandescent lamps making white light over all”.
1924 Studebaker Ambulance-Hearse-Policecar
1924 Studebaker Buses in Wassenaar Holland
1924 Studebaker bus Gotfredson
The worldwide economic depression of 1893 caused a dramatic pause in sales and the plant closed down for five weeks, but industrial relations were good and the organized workforce declared faith in their employer.
The impressive wagons pulled by the Budweiser Clydesdales are Studebaker wagons modified to carry beer, originally manufactured circa 1900.
Family association continues
The five brothers died between 1887 and 1917 (John Mohler was the last to die). Their sons and sons-in-law remained active in the management, most notably lawyer Fred Fish after his marriage to John M’s daughter Grace in 1891.Col. George M Studebaker, Clement Studebaker Jr, J M Studebaker Jr, and [Fred Sr’s son] Frederick Studebaker Fish served apprenticeships in different departments and rose to important official positions, with membership on the board. Erskine adds sons-in-law Nelson J Riley, Charles A Carlisle, H D Johnson, and William R Innis.
1926 Studebaker Carr. Pennock The Hague The Netherlands
1926-studebaker-six-duplex-phaeton
Studebaker automobiles 1897–1911
In the beginning
In 1895, John M. Studebaker’s son-in-law Fred Fish urged for development of ‘a practical horseless carriage’. When, on Peter Studebaker’s death, Fish became chairman of the executive committee in 1897, the firm had an engineer working on a motor vehicle. At first, Studebaker opted for electric (battery-powered) over gasoline propulsion. While manufacturing its own Studebaker Electric vehicles from 1902 to 1911, the company entered into body-manufacturing and distribution agreements with two makers of gasoline-powered vehicles, Garford of Elyria, Ohio, and the Everitt-Metzger-Flanders (E-M-F) Company of Detroit and Walkerville, Ontario). Studebaker began making gasoline-engined cars in partnership with Garford in 1904.
Under the agreement with Studebaker, Garford would receive completed chassis and drivetrains from Ohio and then mate them with Studebaker-built bodies, which were sold under the Studebaker-Garford brand name at premium prices. Eventually, vehicles with Garford-built engines began to carry the Studebaker name. Garford also built cars under its own name and, by 1907, attempted to increase production at the expense of Studebaker. Once the Studebakers discovered this, John Mohler Studebaker enforced a primacy clause, forcing Garford back on to the scheduled production quotas. The decision to drop the Garford was made and the final product rolled off the assembly line by 1911, leaving Garford alone until it was acquired by John North Willys in 1913.
E-M-F
Studebaker’s agreement with the E-M-F Company, made in September 1908 was a different relationship, one John Studebaker had hoped would give Studebaker a quality product without the entanglements found in the Garford relationship, but this was not to be. Under the terms of the agreement, E-M-F would manufacture vehicles and Studebaker would distribute them exclusively through its wagon dealers.
E-M-F 1909
The E-M-F gasoline-powered cars proved disastrously unreliable, causing wags to say that E-M-F stood for Every Morning Fix-it, Easy Mark’s Favorite, and the like.Compounding the problems was the infighting between E-M-F’s principal partners, Everitt, Flanders, and Metzger. Eventually in mid-1909, Everitt and Metzger left to start a new enterprise. Flanders also quit and joined them in 1912 but the Metzger Motor Car Co could not be saved from failure by renaming it the Flanders Motor Company.
E-M-F 1910
E-M-F 1911
Studebaker’s president, Fred Fish, had purchased one-third of the E-M-F stock in 1908 and followed up by acquiring all the remainder from J. P. Morgan in 1910 and buying E-M-F’s manufacturing plants at Walkerville, Ontario, Canada, and across the river in Detroit.
E-M-F 1912
Studebaker marque established in 1911
In 1910, it was decided to refinance and incorporate as the Studebaker Corporation, which was concluded on 14 February 1911 under New Jersey laws. The company discontinued making electric vehicles that same year. The financing was handled by Lehman Brothers and Goldman Sachs who provided board representatives including Henry Goldman whose contribution was especially esteemed.
1927
After taking over E-M-F’s facilities, Studebaker sought to remedy the customer dissatisfaction by paying mechanics to visit each disgruntled owner and replace defective parts in their vehicles, at a total cost of US$1 million. The worst problem was rear-axle failure. Hendry comments that the frenzied testing resulted in Studebaker’s aim to design ‘for life’—and the consequent emergence of “a series of really rugged cars… the famous Big and Special Sixes”. From that time, Studebaker’s own marque was put on all new automobiles produced at the former E-M-F facilities as an assurance that the vehicles were well built.
Engineering advances from WWI
The corporation benefited from enormous orders cabled by the British government at the outbreak of World War I. They included 3,000 transport wagons, 20,000 sets of artillery harness, 60,000 artillery saddles, and ambulances, as well as hundreds of cars purchased through the London office. Similar orders were received from the governments of France and Russia.
1928
The 1913 six-cylinder models were the first cars to employ the important advancement of monobloc engine casting which became associated with a production-economy drive in the years of the war. At that time, a 28-year-old university graduate engineer, Fred M. Zeder, was appointed chief engineer. He was the first of a trio of brilliant technicians, with Owen R. Skelton and Carl Breer, who launched the successful 1918 models, and were known as “The Three Musketeers“. They left in 1920 to form a consultancy, later to become the nucleus of Chrysler Engineering. The replacement chief engineer was Guy P. Henry, who introduced molybdenum steel, an improved clutch design, and presided over the six-cylinders-only policy favored by new president Albert Russel Erskine who replaced Fred Fish in July 1915.
End of horse-drawn era
John M. Studebaker had always viewed the automobile as complementary to the horse-drawn wagon, pointing out that the expense of maintaining a car might be beyond the resources of a small farmer. In 1918, when Erskine’s history of the firm was published, the annual capacity of the seven Studebaker plants was 100,000 automobiles, 75,000 horse-drawn vehicles, and about $10,000,000 worth of automobile and vehicle spare parts and harness.
1929
In the preceding seven years, 466,962 horse-drawn vehicles had been sold, as against 277,035 automobiles, but the trend was all too clear. The regular manufacture of horse-drawn vehicles ended when Erskine ordered removal of the last wagon gear in 1919. To its range of cars, Studebaker would now add a truck line to replace the horse-drawn wagons. Buses, fire engines, and even small rail locomotive-kits were produced using the same powerful six-cylinder engines.
First auto proving ground
In 1925, the corporation’s most successful distributor and dealer Paul G. Hoffman came to South Bend as vice-president in charge of sales. In 1926, Studebaker became the first automobile manufacturer in the United States to open a controlled outdoor proving ground on which, in 1937, would be planted 5,000 pine trees in a pattern that spelled “STUDEBAKER” when viewed from the air. Also in 1926, the last of the Detroit plant was moved to South Bend under the control of Harold S Vance, vice-president in charge of production and engineering.
1930
That year, a new small car, the Erskine Six was launched in Paris, resulting in 26,000 sales abroad and many more in America. By 1929, the sales list had been expanded to 50 models and business was so good that 90 per cent of earnings were being paid out as dividends to shareholders in a highly competitive environment. However, the end of that year ushered in the Great Depression that saw many layoffs and massive national unemployment for several years.
Facilities in the 1920s
Studebaker’s total plant area was 225 acres (0.91 km2), spread over three locations, with buildings occupying seven-and-a-half million square feet of floor space. Annual production capacity was 180,000 cars, requiring 23,000 employees.
The original South Bend vehicle plant continued to be used for small forgings, springs, and making some body parts. Separate buildings totaling over one million square feet were added in 1922–23 for the Light, Special, and Big Six models. At any one time, 5,200 bodies were in process. South Bend’s Plant 2 made chassis for the Light Six and had a foundry of 575,000 sq ft (53,400 m2), producing 600 tons of castings daily.
1931
Plant 3 at Detroit made complete chassis for Special and Big Six models in over 750,000 sq ft (70,000 m2) of floor space. Plant 5 was the service parts store and shipping facility, plus the executive offices of various technical departments. All of the Detroit facilities were moved to South Bend in 1926.
Plant 7 was at Walkerville, Canada, where complete cars were assembled from South Bend, Detroit, and locally-made components for the Canadian and British Empire (right-hand-drive) trade. By locating it there, Studebaker could advertise the cars as “British-built” and qualify for reduced tariffs. This manufacturing facility had been acquired from E-M-F in 1910 (see above). By 1929, it had been the subject of $1.25 million investment and was providing employment that supported 500 families.
Impact of the 1930s depression
Few industrialists were prepared for the Wall Street Crash of October 1929. Though Studebaker’s production and sales had been booming, the market collapsed and plans were laid for a new, small, low-cost car—the Rockne. However, times were too bad to sell even inexpensive cars. Within a year, the firm was cutting wages and laying off workers, but not quickly enough. Erskine maintained faith in the Rockne and rashly had the directors declare huge dividends in 1930 and 1931. He also acquired 95% of the White Motor Company‘s stock at an inflated price and in cash. By 1933, the banks were owed $6 million, though current assets exceeded that figure. Instead of reorganizing in receivership, Albert R. Erskine committed suicide, leaving it to successors Harold Vance and Paul Hoffman to deal with the problems.
By December 1933, the company was back in profit with $5.75 million working capital and 224 new Studebaker dealers. With the substantial aid of Lehman Brothers, full refinancing and reorganization was achieved on March 9, 1935. A new car was put on the drawing boards under chief engineer Delmar “Barney” Roos—the Champion. Its final styling was designed byVirgil Exner and Raymond Loewy. The Champion doubled the company’s previous-year sales when it was introduced in 1939.
Studebaker ranked 28th among United States corporations in the value of wartime production contracts. After cessation of hostilities, Studebaker returned to building automobiles that appealed to average Americans.
Post-WWII styling
1953 Studebaker Commander Starliner, showing the streamlined design of the 1950s Studebaker
1934
Studebaker prepared well in advance for the anticipated post-war market and launched the slogan First by far with a post-war car. This advertising premise was substantiated by Virgil Exner‘s designs, notably the 1947 Studebaker Starlight coupé, which introduced innovative styling features that influenced later cars, including the flatback “trunk” instead of the tapered look of the time, and a wrap-around rear window. Exner’s concepts were spread through a line of models like the 1950 Studebaker Champion Starlight coupe The new trunk design prompted a running joke that one could not tell if the car was coming or going.
On August 18, 1948, surrounded by more than 400 employees and a battery of reporters, the first vehicle, a blue Champion four-door sedan, rolled off of the Studebaker assembly line in Hamilton, Ontario, Canada.
1935
The company was located in the former Otis-Fenson militaryweapons factory offBurlington Street on Victoria Avenue North, which was built in 1941. Having previously operated its British Empire export assembly plant at Walkerville, Ontario, Studebaker settled on Hamilton as a post-war Canadian manufacturing site because of the city’s centrality to the Canadian steel industry.
Industry price war brings on crisis
Studebaker’s strong post-war management team including president Paul G Hoffman and Roy Cole (vice-president, engineering) had gone by 1949 and was replaced by more cautious executives who failed to meet the competitive challenge brought on by Henry Ford II and his Whiz Kids.
Massive discounting in a price war between Ford and General Motors could not be equalled by the independent carmakers, for whom the only hope was seen as a merger of Studebaker, Packard, Hudson, and Nash into a third giant combine. This had been unsuccessfully attempted by George W. Mason. In this scheme, Studebaker had the disadvantage that its South Bend location would make centralization difficult. Its labor costs were also the highest in the industry.
Merger with Packard
Ballooning labor costs (the company had never had an official United Auto Workers [UAW] strike and Studebaker workers and retirees were among the highest paid in the industry), quality control issues, and the new-car sales war between Ford and General Motors in the early 1950s wreaked havoc on Studebaker’s balance sheet. Professional financial managers stressed short-term earnings rather than long-term vision. There was enough momentum to keep going for another ten years, but stiff competition and price-cutting by the Big Three doomed the enterprise.
1937
From 1950, Studebaker declined rapidly and, by 1954, was losing money. It negotiated a strategic takeover by Packard, a smaller but less financially troubled car manufacturer. However, the cash position was worse than it had led Packard to believe and, by 1956, the company (renamed Studebaker-Packard Corporation and under the guidance of CEO James J. Nance) was nearly bankrupt, though it continued to make and market both Studebaker and Packard cars until 1958. The “Packard” element was retained until 1962, when the name reverted to “Studebaker Corporation”.
Contract with Curtiss-Wright
A three-year management contract was made by Nance with aircraft maker Curtiss-Wright in 1956 with the aim of improving finances. C-W’s president, Roy T. Hurley, attempted to cure Studebaker’s ruinously lax employment policies. Under C-W’s guidance, Studebaker-Packard also sold the old Detroit Packard plant and returned the then-new Packard plant to its lessor, Chrysler.
1938
The company became the American importer for Mercedes-Benz, Auto Union, and DKW automobiles and many Studebaker dealers sold those brands as well. C-W gained the use of idle car plants and tax relief on their aircraft profits while Studebaker-Packard received further working capital to continue car production.
Last automobiles produced
The automobiles that came after the diversification process began, including the redesigned compactLark (1959) and the Avantisports car (1962), were based on old chassis and engine designs. The Lark, in particular, was based on existing parts to the degree that it even utilized the central body section of the company’s 1953–58 cars, but was a clever enough design to be popular in its first year, selling over 130,000 units and delivering a $28.6 million profit to the automaker. “S-P rose from 56,920 units in 1958 to 153,844 in 1959.”
1939
However, Lark sales began to drop precipitously after the big three manufacturers introduced their own compact models in 1960, and the situation became critical once the so-called “senior compacts” debuted for 1961. The Lark had provided a temporary reprieve, but nothing proved enough to stop the financial bleeding.
1940
There was a labor strike at the South Bend plant starting on January 1, 1962 and lasting 38 days. The strike came to an end after an agreement was reached between company president Sherwood H. Egbert and Walter P. Reuther, president of the UAW. Despite a sales uptick in 1962, continuing media reports that Studebaker was about to leave the auto business became a self-fulfilling prophecy as buyers shied away from the company’s products for fear of being stuck with an “orphan”. NBC reporter Chet Huntley made a television program called “Studebaker—Fight for Survival” which aired on May 18, 1962. By 1963, all of the company’s automobiles and trucks were selling poorly.
Exit from auto business
Closure of South Bend plant, 1963
1941
After insufficient initial sales of the 1964 models and the ousting of president Sherwood Egbert, the company announced the closure of the South Bend plant on December 9, 1963, and produced its last car in South Bend on December 20. The engine foundry remained open to supply the Canadian plant until the end of the 1964 model year, after which it was also shuttered. The Avanti model name, tooling, and plant space were sold off to Leo Newman and Nate Altman, a longtime South Bend Studebaker-Packard dealership. They revived the car in 1965 under the brand name “Avanti II”. (See main articleAvanti cars (non-Studebaker).) They likewise purchased the rights and tooling for Studebaker’s trucks, along with the company’s vast stock of parts and accessories. Trucks ceased to be built after Studebaker fulfilled its remaining orders in early 1964. There were some ‘1965’ model Champ trucks built in South America using CKD parts ( completely knocked down ). These models used a different grill than all previous Champ models.
Closure of Hamilton plant, 1966
1966 Cruiser four-door sedan, the last Studebaker manufactured
Limited automotive production was consolidated at the company’s last remaining production facility in Hamilton, Ontario, Canada, which had always been profitable and where Studebaker produced cars until March 1966 under the leadership of Gordon Grundy. It was projected that the Canadian operation could break even on production of about 20,000 cars a year, and Studebaker’s announced goal was 30,000–40,000 1965 models. While 1965 production was just shy of the 20,000 figure, the company’s directors felt that the small profits were not enough to justify continued investment. Rejecting Grundy’s request for funds to tool up for 1967 models, Studebaker left the automobile business on March 16, 1966 after an announcement on March 4. A turquoise and white Cruiser sedan was the last of fewer than 9,000 1966 models manufactured. In reality, the move to Canada had been a tactic by which production could be slowly wound down and remaining dealer franchise obligations honored. Final 1966 cars used Chevrolet engines and drivetrains when Studebaker drivetrains were no longer available.
1942
The closure adversely affected not only the plant’s 700 employees, who had developed a sense of collegiality around group benefits such as employee parties and day trips, but the city of Hamilton as a whole; Studebaker had been Hamilton’s tenth largest employer.
Network and other assets
Many of Studebaker’s dealers either closed, took on other automakers’ product lines, or converted to Mercedes-Benz dealerships following the closure of the Canadian plant. Studebaker’s General Products Division, which built vehicles to fulfill defense contracts, was acquired by Kaiser Industries, which built military and postal vehicles in South Bend. In 1970, American Motors(AMC) purchased the division, which still exists today as AM General.
1943
The grove of 5,000 trees planted on the proving grounds in 1937, spelling out the Studebaker name, still stands and has proven to be a popular topic on such satellite photography sites as Google Earth. The proving grounds were acquired by Bendix in 1966 and Bosch in 1996. After Bosch closed its South Bend operation in 2011, a part of the proving ground was retained and, as of April 2013, has been restored to use under the name “New Carlisle Test Facility”. For many years a rumor persisted of a Studebaker grave yard. The rumor was later confirmed to be fact when the remains of many Studebaker prototype automobiles and a few trucks were discovered at a remote site within the confines of the former Studebaker proving grounds. A few of the prototypes were rescued and are in private collections. The only example of a never-produced wood-sided Champion station wagon has been restored and is on display at the Studebaker National Museum. Unfortunately, most of the prototypes were left to rot in direct contact with the ground and full exposure to the weather and falling trees. Attempts to remove some of these rusting bodies resulted in the bodies crumbling under their own weight as they were moved, so now they exist only in photographs.
1944
In May 1967, Studebaker and its diversified units were merged with Wagner Electric. In November 1967, Studebaker was merged with the Worthington Corporation to form Studebaker-Worthington Inc., a Delaware corporation. The Studebaker name disappeared from the American business scene in 1979, when McGraw-Edison acquired Studebaker-Worthington, except for the still existing Studebaker Leasing, based in Jericho, NY. McGraw-Edison was itself purchased in 1985 by Cooper Industries, which sold off its auto-parts divisions to Federal-Mogul some years later. As detailed above, some vehicles were assembled from left-over parts and identified as Studebakers by the purchasers of the Avanti brand and surplus material from Studebaker at South Bend. (See article Avanti (car) (non-Studebaker).)
1945
Now the Studebaker company continues with their current prodigal son Michael Studebaker who resides in Hawaii
Diversified activities
By the early 1960s, Studebaker had begun to diversify away from automobiles. Numerous companies were purchased, bringing Studebaker into such diverse fields as the manufacture of tire studs and missile components.
1946
The company’s 1963 annual report listed the following divisions:
Franklin – Appliance Division, Minneapolis, Minnesota (home office; other locations also in Minnesota, Iowa, and Ontario). Manufactured private label kitchen and laundry appliances for major retailers until sold to White Consolidated Industries.
Having built the Wright R-1820 under license during World War II, Studebaker also attempted to build what would perhaps have been the largest aircraft piston engine ever built. With 24 cylinders in an “H” configuration, a bore of 8 in (203 mm) and stroke of 7.75 in (197 mm), displacement would have been 9,349 cubic inches (153.20 L), hence the H-9350 designation. It was not completed.
1947
The impressive wagons pulled by the Budweiser Clydesdales are Studebaker wagons modified to carry beer, originally manufactured circa 1900.
The Erskine was an American automobile brand produced by the Studebaker Corporation of South Bend, Indiana, USA, from 1926 to 1930. The marque was named after Albert Russel Erskine (1871–1933), Studebaker’s president at the time.
Erskine Model 51 Sedan 1928
1928 Erskine
During his term as president, Erskine encouraged Studebaker engineers to develop advanced engines. As a result, the company achieved numerous racing wins and a bigger share of the upper-price market. This left Studebaker without an entry level automobile in the United States, and Erskine, who had always been fascinated by smaller European vehicles, saw market potential in a short-wheel-base compact car, especially if it could expand Studebaker’s presence in the European market. The Erskine Six was therefore first launched in Paris.
Erskine ad 1929
1929 Erskine-Royal-Sedan
When introduced in time for the American 1927 model year, the car was named after its creator, and marketed as The Little Aristocrat. To make the Erskine affordable, Studebaker fitted the cars with six-cylinder Continental engines rather than the more advanced Studebaker units and priced the cars at $995. Body design was by Ray Dietrich; the design proved to be quite a head-turner, and received numerous accolades from the British and French press. Initially, sales demand was promising. However, within a year Ford introduced its Model A and priced it at $525, undercutting the Erskine by $470.
1930 Erskine Regal Sedan
To remedy this, Studebaker marketing suggested that the Erskine become a larger car which, when implemented, grew the wheelbase from 108 in (2,743 mm) to 114 in (2,896 mm). The Erskine was no longer small, and became more like its Studebaker brethren. Ultimately, the Erskine was absorbed into Studebaker by May 1930. A little over a year later, Studebaker would try again with the 1931 Rockne brand automobile.
To his credit, Albert Russel Erskine successfully strengthened Studebaker’s core automobile business and helped to guide the corporation toward technical advancements that eventually would help the company through the first few years of the depression.
However Erskine also encouraged the payment of stockholder dividends from Studebaker’s capital reserves as the depression deepened; this inflated the value of the stock, and eventually weakened the company. In addition to the two failed marques he created (Rockne and Erskine), Erskine also had purchased luxury car maker Pierce-Arrow during the high rolling 1920s, which had to be sold off to investors as a means of improving cash flow.
1930 Erskine ad
Faced with loss of control of Studebaker, Albert Russel Erskine committed suicide in 1933 on the Studebaker proving grounds (now Bendix Woods Park) outside of South Bend, Indiana.
Discussions between Studebaker and Knute Rockne began in 1928. Rockne was offered a high-visibility job by Studebaker president Albert Erskine. Studebaker planned for a durable, inexpensive car. The Rockne would replace the slow-selling, unduly expensive Erskine car.
There were two prototypes that some would consider 1931 Rocknes. In 1930, Ralph Vail and Roy Cole operated an engineering/consulting firm in Detroit. Willys-Overland commissioned them to design a new small six and build two prototypes. Upon presenting the two vehicles to W-O the independent designers/engineers where told W-O was on the verge of bankruptcy and they could do what they wanted with the cars, one a sedan, one a coupe. Vail stopped in South Bend and demonstrated the car to Albert Erskine. Erskine bought the design that day and both Vail and Cole would be brought into the Studebaker organization. The Rockne moniker was a later adoption so, technically, there were no 1931 Rocknes.
On March 31, 1931, 12 days after being appointed manager of sales promotion, Knute Rockne was killed in an airplane crash. In September, 1931, George M. Graham, formerly of Willys-Overland, was named sales manager of the new Rockne Motor Corporation. Two models were approved for production, the “65” on 110 in (2,800 mm) wheelbase and the “75” on a 114 in (2,900 mm) wheelbase. The “75” was based on the Studebaker Six, while the “65” was based on designs by Vail and Cole, the two engineers under contract for Willys-Overland. The “75” was designed under Studebaker’s head of engineering, Delmar “Barney” Roos.
Production of the Rockne “75” began at South Bend on December 15, 1931. The smaller “65” went into production at the old E-M-F plant on Piquette Avenue in Detroit, February 22, 1932. This was the same plant at which the 1927 and 1928 Erskine models had been built. The Rockne also went into production at Studebaker’s Canadian plant at Walkerville, Ontario, near Windsor.
The 1933 Rockne line was reduced to one line, the “10”. The Rockne “10” was an update of the “65”. When Studebaker went into receivership on March 18, 1933, it was decided to move production of the Rockne to the Studebaker plant in South Bend. The Rockne “10” was built in South Bend from April through July, 1933.
The Rockne “65/10” engine would replace all the six-cylinder Studebaker car engines then in production and power Studebaker cars and trucks through 1961.
Although the Rockne was not a success, its failure was a product of the times. The year 1932 was the bottom of the depression, not a good time to introduce a new name. Leftover Rocknes were sent to Norway in kits, where they were reassembled and sold.
Bender, opnieuw een busmerk uit de Verenigde Staten. Dit is een body bouwer die zowel de twintiger als de dertiger jaren van de vorige eeuw bussen gebouwd heeft. Niet alleen bussen, ook verlengde auto’s met behulp van Studebaker, ook lijkwagens, taxi’s en ambulances. Die komen allemaal later.
Bender White Model 50 – 25 Passenger 1923 National Yellowstone Park
Bender White 1925
Bender White 1925
Bender White 1925
Bender White 1925
Bender Rio Bus Ad 1926
Bender Body met White Six No. 54 motor van Parlor Chair Company Cleveland Ohio
Bender Bus 1927 Ad
Bender Bus 1927 Ad
Bender White 1928
Bender White 1929
Bender White 1930
Bender White 1930
Bender White 1930
Bender White 1931
Bender White 1931
Bender White 1931
Bender Body Co Cleveland OH Ad 1929
Bender White Indiana 14B Bender Transit Bus 1933
Bender White Open 1934
Bender bodied White Model 706 – 14 Passenger 1936 Yellowstone Park
Restoured 1937 Cadillac Model 75 Bender Bodied with a 156 inch wheelbase and a L-head V8 346 cubic inch engine (135 HP)
1937 Cadillac Model 75 Bender Bodied with a 156 inch wheelbase and a L-head V8 346 cubic inch engine (135 HP)
1938 Studebaker Bender Ambulance
1938 Studebaker Bender Hearse
1938StudeBender AMBU
1938WhiteBender1 Taxi Limo
1940 Studebaker Hearse
Bender White model 614 75hp overhead valve 6-cylinder White 3A engines, with
four-wheel
Lockheed hydraulic brakes and glassed-in Bender bodies. No351 1937
SAAB Ambulances and Hearses
SEAT Ambulancias + Coches Funebres
Siebert Ohio build Ambulances, Limousines and Hearses
Škoda Ambulances and Hearses mostly build by carrosserie Sodomka
Cadillac, Packard and Buick Ambulances gebouwd door carrosseriebedrijf Smit in Joure Friesland NL
SPYKER Ambulances since 1908 till 1920
Ssangyong-Korando-Sports-Ambulance-application
1925 Stevens Hearse Vehicle
SUBARU Ambulances and Hearses
SUZUKI Ambulances
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1957 Nash Metropolitan Series III Hardtop1955–1962: 
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