American Motors

From Wikipedia, the free encyclopedia

American Motors Corporation
Fate	Acquired by Chrysler (1987)
Successor	Jeep/Eagle division of Chrysler
Founded	January 14, 1954
Defunct	March 2, 1987
Location	Southfield, Michigan, United States
Products	Automobiles Military vehicles Buses and delivery vehicles Sport utility vehicles Major home appliances Commercial refrigeration Lawn care products
Key people	George W. Mason George W. Romney Roy Abernethy Roy D. Chapin Jr. Richard A. Teague
Subsidiary	Kelvinator 1954 – sold in 1968 AM General 1971 – sold in 1985 Beijing Jeep 1983 – present (Note: continues under Chrysler) Wheel Horse 1970s – sold in 1986

American Motors Corporation (AMC) was an American automobile company formed on January 14, 1954 by the merger of the Nash-Kelvinator Corporation and the Hudson Motor Car Company. At the time, it was the largest corporate merger in U.S. history, valued at US$198 million ($1.44 billion in 2006 dollars). Declining sales and a fiercely competitive auto market in the United States forced AMC to seek a partner in the late 1970s, which led to a tie-up with France's Renault in 1979. The arrangement lasted until March 2, 1987, when American Motors was purchased by the Chrysler Corporation, which discontinued the use of AMC and Renault brand names in the United States. The Jeep line was continued, as well as some of the models under the Eagle marque.

Contents 1 Formation 2 Product development in the 1950s 3 Changing focus in the 1960s 4 1970s product developments 5 Financial developments, Renault involvement 5.1 Late 1970s to early 1980s 6 1980s product developments 6.1 Alliance and Eagle 6.2 Jeep benefits 7 1985 and the final buyout 7.1 Changes in the marketplace 7.2 Changes in management 7.3 Problems at Renault 7.4 Assassination of Georges Besse 7.5 Sale to Chrysler 7.6 Later reuse of the name 8 Continuing business legacy 8.1 Innovative strategies 8.2 Anticipate trends 8.3 Reviving Chrysler 8.4 Lessons learned 9 Legacy of products 9.1 Passenger automobiles 9.2 Jeep vehicles 9.3 Collectibility 9.4 Epilogue 9.5 American Motors in popular culture 10 AMC models and products 10.1 Subcompact 10.2 Compact 10.3 Crossover 10.4 Mid-size 10.5 Full size 11 Engines used by AMC 12 Hot Rod Magazine revival April Fool's joke 13 Notes 14 References 15 See also 16 External links 16.1 Clubs 16.2 Restoration, history & general information 16.3 Discussion 16.4 Other links 16.5 Photo galleries

[edit] Formation

In January 1954, Nash-Kelvinator Corporation acquired the Hudson Motor Car Company (in what was called a merger) to form American Motors. When the merger was completed in the spring of 1954, Hudson's CEO, A.E. Barit was retained as a consultant and given a seat on the Board of Directors in the new company, and Nash's George W. Mason was made President and CEO of the new concern.

Mason, the architect of the merger, believed that the only chance of survival for America's remaining independent automakers was for them to join forces in one large, multibrand auto giant, able to challenge the "Big Three" - General Motors, Ford, and Chrysler - as an equal. Mason also entered into informal discussions with James J. Nance of Packard to outline his strategic vision. Nance saw value in the concept, and interim plans were made for AMC to buy Packard Ultramatic automatic transmissions and Packard V8 engines for certain AMC products.

Packard did acquire Studebaker as planned, in 1954, and the resulting Studebaker-Packard Corporation (S-P) cooperated with AMC by making the new 308 CID (5 L) Packard V8 engine and Packard's Ultramatic automatic transmission available to AMC, for its Nash Ambassador and Hudson Hornet models. However, Mason's death in 1954 placed George W. Romney at the helm of AMC and one of Romney's first official statements a week after Mason's death, as reported in October 25, 1954 edition of Time Magazine, was to announce that there would be no merger talks with Studebaker-Packard "at this time or in the foreseeable future." This announcement was most likely made in response to S-P President James Nance's refusal to consider any merger proposal in which he could not be in the top command position. This is considered to have been a matter of personalities, as Mason and Nance had formerly been competitors as heads of the Kelvinator and Hotpoint appliance companies, respectively. Romney agreed with Mason's commitment to buy S-P products; however, the understanding between Mason and Nance had been that S-P would endeavor to purchase parts from American Motors in return. S-P never lived up to its end of the gentleman's agreement. Consequently, Romney felt the Packard engines and transmissions were too expensive, and ordered AMC engineers to begin development of the company's own V8 engine. For better or worse, both would have to go it alone in the ever more competitive automobile market.

By 1964, Studebaker production in the United States had ended (its Canadian operations closed in 1966) leaving only the Big Three, as well as the much smaller AMC, Kaiser Jeep, International Harvester, and the tiny Avanti Motor Company and Checker Motors remaining in the North American auto business.

[edit] Product development in the 1950s

American Motors combined the Nash and the Hudson product lines under a common manufacturing strategy, while retaining both Nash and Hudson established dealer networks, beginning in 1955. The fast-selling Rambler model was sold under both the Nash and Hudson labels in 1955 and 1956, eventually becoming a marque in its own right, and the mainstay of the company. These badge-engineered Ramblers, along with similar Metropolitans, were identical, aside from hubcaps, nameplates, and a few other minor trim details. The pre-existing full-size Nash product line was continued and the Nash Statesman and Ambassador were heavily restyled to become the "new" Hudson Wasp and Hudson Hornet. The two cars, while sharing a common body shell, were quite distinct, perhaps even more than they should have been. They were at least as different from one another as Chevrolet and Pontiac, and in some ways more so. Hudsons and Nashes each used their own engines as they had previously: the Hudson Hornet continued to offer the famous 308 CID (5 L) I6 that had been America's stock car racing (NASCAR) champion during the early 1950s, while the Wasp now used the engine of the former Hudson Jet. The Nash Ambassador and Statesman continued with their well-known overhead valve and L-head sixes, respectively. Hudson and Nash cars had different front suspensions, and the only sheet metal panels that interchanged between the two were the trunk lids. Even the rear window glass did not interchange. Dash panels, and even the braking systems were different. As noted earlier, the same Packard (and later American Motors) designed V8 engines were available in both Hudson Hornet and Wasp, and their Nash counterparts. Hudson aficionados disliked the soft handling and ride of the derisively nicknamed "Hash" models^[1], but the cars did offer an improved ride and much better driver and passenger visibility, not to mention greater fuel economy due to the lighter weight of the Nash unitized body.

For the 1958 model year, the Nash and Hudson brands were dropped in favor of the popular Rambler name, which now became a marque in its own right. The slow-selling, British-built Nash Metropolitan subcompact became its own standalone brand and continued on for a few more years, sharing showroom space with Rambler, finally being dropped after 1962. The prototype 1958 Nash Ambassador / Hudson Hornet, built on a stretched Rambler platform, was renamed at the last minute to "Ambassador by Rambler". To round out the model line, American Motors did something totally unheard of and never successfully duplicated to this day - they reintroduced the old 1955, 100-inch (2,500 mm) wheelbase Nash Rambler as the new Rambler American with only a few modifications. This gave Rambler a compact lineup with 100-inch (2,500 mm) American, 108-inch (2,700 mm) Rambler Six and Rebel V8, as well as the 117-inch (3,000 mm) Ambassador wheelbase vehicles.

Under the leadership of George W. Romney, Rambler automobiles were among the best-known products among consumers. This was because Romney's vision focused solely on the compact car, a fuel-efficient vehicle twenty years before there was a real need for them.^[2] Thus, while the "Big Three" were introducing ever larger cars AMC undertook a "dinosaur fighter" strategy. Romney became one of the first high-profile media savvy business executives. Moreover, AMC established two core strategic factors: (1) the use of shared components in AMC products and (2) a resistance to follow the restyling race of the Big Three. AMC could focus on cost controls and provide consumers a better value. Rambler became a synonym for solid economy cars.

[edit] Changing focus in the 1960s

In an effort to stay competitive, American Motors produced a wide range of products during the 1960s. In the early part of the decade, sales were strong. In 1961, Ramblers ranked in third place among domestic automobile sales. Romney's strategic focus was very successful during the early 1960s as reflected in the firm's healthy profits year after year. The company became completely debt-free. 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 expense vehicles. The 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. Rather than competing directly with Ford's new pony-car, 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. The continuing quest to match the "Big Three" with annual styling changes required large expenditures. 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, but Abernathy's ideas did not work as they only confused the firm's core customers. Sales of the new Rebel and Ambassador models dropped after their introduction. There were quality control problems, as well as persistent rumors of the company's demise because of its precarious cash flow.

Abernethy was ousted from AMC and damage control fell to the new CEO, Roy D. Chapin Jr. (son of Hudson Motors founder Roy D. Chapin). He quickly instituted changes to AMC's offerings and tried to regain market share. 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 its cars, beating out all other makes; including luxury makes Lincoln, Imperial, and Cadillac. The company also 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 the U.S. and Canada, 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 all-wheel drive passenger cars were initially marketed as the "American Eagle".

Chapin also 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 its international network. The military and special products business was reconstituted as American Motors General Products Division, later reorganized as AM General.

[edit] 1970s product developments

The 1970s started on a high note. In 1970, all passenger cars were consolidated under one distinct brand identity. It also marked the debut of the AMC Hornet range of compact cars.

American Motors was an innovator in using the same platform for a variety of models. Thus, the new Hornet platform was used to create the first American-built subcompact - the AMC Gremlin. It was introduced on April 1, 1970. The Hornet went on to become American Motors' best-selling passenger car since the Rambler Classic, with more than 860,000 units sold before the end of production in 1977. The Gremlin was not far behind, with more than 670,000 sold from 1970 to 1978.

The successful product launches of the Hornet and Gremlin convinced AMC to continue with new product developments. The new mid-sized AMC Matador arrived for 1971 as a replacement for the Rebel. AMC played on the lack of recognition of the name by using an advertising campaign built around the question "What's a Matador?"^[3] Starting in 1974, the Matador evolved into two distinct vehicles - conventionally boxy sedans and station wagons, and a radically styled two-door called the Matador Coupe. After 1975, the Matador sedan and wagon took the place of the discontinued Ambassador as AMC's flagship model. Nash and AMC made the Ambassador from 1927 to 1974, the longest used model name of any AMC product.

Matador Coupe sales never lived up to expectations and its unique design meant it shared few components other than the suspension, drive train, some trim, and interior parts with the sedans. Most of the tooling for the sedans and wagons dated back to the 1967 Rambler Rebel and had long been paid for. Nevertheless, by 1978, sales of large-sized cars fell with the rising gasoline prices, and all Matador models were discontinued.

Beginning in 1974, AMC's AM General subsidiary began building buses for urban transit systems, in cooperation with Flyer Industries of Winnipeg, Canada. The AM General coach, named "Metropolitan", saw sales reach 5,212 units until production was halted in 1978^[4].

The AMC Pacer, introduced in 1975, was an innovative gamble and another well-intentioned entry into the market AMC seemed to know best. The development of the Pacer prior to its 1975 introduction coincided with two developments in U.S. Federal passenger auto laws. The first, the reduction in allowed passenger auto engine emissions would have been met by the use of the Wankel type engine whose exterior compactness allowed for extensive engine bay emission control equipment. The second, increases in U.S. passenger auto safety laws was met by the designed-in safety features such as internal door beams. However, these safety features, the wide exterior and the extensive window glass caused the Pacer to be very heavy for its exterior length.

Billed as "the first wide small car", the Pacer was an attempt to build a subcompact car with the comfort of a full-sized one. To this end, the car was as wide as a typical Cadillac of the day, yet no longer than the Gremlin. This provided the same front seat space as a luxury car within the length of a typical compact. The Pacer was also unconventional with its bulbous, wrap around window glass, accounting for 35% of the car's surface area, thus reducing blind spots. Among other unique features, the passenger door was four inches longer than the driver's door, to facilitate curbside back seat access.

American Motors planned to use a General Motors-built Wankel rotary engine for the Pacer. However, with the advent of the Arab Oil Embargo energy crisis of 1973, GM promptly aborted their rotary engine development program due to, among others factors, the excessive fuel consumption of the Wankel engine compared to conventional piston engines with the same power output. Thus, AMC was stuck with a car that had no engine. They had to shoe-horn their own existing 232 CID (3.8 L) and 258 CID (4.2 L) AMC Straight-6 engines into the Pacer instead. The sixes offered better fuel economy than a rotary engine would have, yet resulted in relatively poor fuel economy in light of the new focus on energy efficiency. In addition, the Pacer was all-new except for the drive train, sharing virtually no components with other AMC cars. This made it expensive to produce, and when sales took a steep fall after the first two years, the manufacturing cost per vehicle skyrocketed. Two attempts to broaden the Pacer's appeal were made: an unusual station wagon variant was introduced, and the front end was re-styled with a raised-center hood in order to provide space to install AMC's V-8 engine. The failure of the Pacer and the Matador Coupe are often used as the reasons for AMC's ultimate demise, as their development and production costs drained corporate accounts of much needed capital which could have been used to update and modernize the already popular Hornet and Gremlin lines.

As the decade wound down, the company found itself with aged products, unable to compete in a very hotly contested market, and in the midst of a growing energy crisis.

In 1977, the company introduced a new front end design for the Gremlin, revamped the rear hatch and fascia, and a more fuel efficient U.S.-produced 2.0 L (122 cu in) 4 cylinder Volkswagen designed Audi engine which AMC produced for a short period under the AMC name (see below under engines). However, the cost of the engine was high, so AMC - in a curious move - left the cheaper-to-build 232 CID (3.8 L) as standard equipment. In the midst of a gas crisis, AMC had to have a fuel-thrifty model for dealers to sell.

Another major change in the company's lineup for 1977 was the reemergence of the AMX nameplate. Little more than a sports appearance package offered on the Hornet hatchback, it came standard with AMC's 258 CID (4.2 L) inline-6 mated to either a 4-speed manual transmission or 3-speed automatic. The AMC 304 CID (5 L) V8 was optional, but only available with the automatic transmission.

The Pacer wagon debuted in 1977, as well. All Matadors received a host of standard equipment that was formerly optional (e.g. power steering, automatic transmission), thus negating the need for the now-defunct Brougham package. The Matador coupe received a new landau vinyl roof treatment with opera windows as optional equipment, and a new Harvest Beige/Sand Tan two-tone paint scheme for top-line Barcelonas.

For 1978, the Hornet platform was redesigned and renamed the AMC Concord. The front fenders and related panels were borrowed from the new Gremlin design with very minor changes. The result was a car that looked very different and fresh compared to the aging Hornet. AMC aimed at the emerging "premium compact" market segment with the Concord, with special attention to ride and handling, and including a long list of standard equipment, tasteful trim, and interior luxury. Gremlins picked up a new instrument panel borrowed from the Concord, as well as a Hornet AMX-inspired GT sports appearance package, and a new striping treatment for X models. The AMC Pacer received a modified hood with a raised center section designed so that the engine bay would accommodate a V-8 engine. A new Mercedes-type crosshatch grille was seen at the front, which reflected the hood's new shape. The former Pacer X package gave way to a Sport package, as well. Meanwhile, sales of the Matador Coupe, sedan and wagon had been sliding steadily, and the decision was made to eliminate the 304 CID (5 L) V8 engine from the options list - leaving only the 258 CID (4.2 L) Inline-6 (standard on coupes and sedans) and the 360 CID (5.9 L) V8 (optional on coupes and sedans, standard on wagons) as the only available engines. The two-tone Barcelona luxury package became available on Matador sedans for the first time, while the Barcelona coupes added an Autumn Red with Claret two-tone paint scheme option. The changes were not enough to keep interest in the vehicle, so AMC trimmed Matador from the lineup at the end of the model year after a final run of 10,576 units.

In 1979, the Spirit sedan replaced the Gremlin. An ingenious redesign of the rear panels created a fastback version of the car, which AMC dubbed the Spirit Liftback. The Liftback quickly proved to be a successful line extension.

The Pacer remained largely unchanged - only a new leather-line Limited trim line was added - and rapidly-declining sales indicated the end was near. The last Pacer would be produced in December 3, 1979, for the 1980 model year.

Concords picked up new quad rectangular headlights, a new chrome vertical-bar waterfall grille, and hatchbacks (in their final season) became available in DL trim. On May 1, 1979, AMC celebrated the 25th anniversary of the Nash-Hudson merger by releasing "Silver Anniversary" editions of the AMC Concord and Jeep CJ in two-tone silver. Jeeps at this point were making around 50% of the company's sales and most of its profits; and a new small, fuel-efficient car from Renault - courtesy of a new deal^[5] struck between the two companies - began to appear in dealer showrooms: the Renault 5, sold in the U.S. as "LeCar".

The Concord and Spirit models were dropped after 1983.

[edit] Financial developments, Renault involvement

[edit] Late 1970s to early 1980s

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 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.^[6]

Also in 1977, Gerald C. Meyers was appointed chairman and chief executive.

In May 1978 the 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.^[7]

AMC 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 4 wheel drive vehicles to return 15 mpg by 1981.^[8]

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.^[9] (A deal for Renault products to be sold through the AMC-Jeep dealer network had already been made in 1979.^[10]) In return Renault acquired a 22.5% interest in AMC.^[9] 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 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.^[11]

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 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.^[12] 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.^[13]

The sinking domestic economy exacerbated AMC's problems, even to the extent that its dealers had to be persuaded to stay open.

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.^[14]

Renault, having increased their stake in the company several times to keep it solvent, eventually owned 49% in 1983. This 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.

[edit] 1980s product developments

[edit] Alliance and Eagle

First product of the AMC-Renault alliance was the 1983 Renault Alliance, a front-wheel drive Renault 9 compact restyled for the American market by Richard Teague and produced by AMC at Kenosha. Marketed as a Renault, with AMC branding confined to decals on the rear windows, it was available as a sedan with two or four doors, a hatchback (introduced in 1984 and badged as Renault 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 a Renault 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!" But in a 1986 Consumer Reports survey of five-year owners, the 1983 Alliance scored worst in the ratings for "Engine", "Clutch", "Driveline", "Engine cooling", "Suspension", "Exhaust system", "Automatic transmission" and "Manual transmission".^[15] Sales, which had begun well, declined, and Alliance production ended in June 1987.

Following the 1983 model year, a single model line—the four-wheel drive Eagle—represented the AMC brand. All the company’s remaining output was branded Renault or Jeep.

Introduced in 1980, the Eagle became one of the company's best-known products and is considered one of the first "crossover SUVs". It had a Concord body shell mounted on an all-new platform that had been 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 steeply (the car's styling dated back to the 1970 Hornet). Nevertheless the Eagle survived, albeit only in station wagon form, into the 1988 model year. The last one was built on December 14, 1987.

[edit] Jeep benefits

More beneficial to AMC’s future was the introduction of an all-new line of compact Jeep Cherokee and Wagoneer models in 1983. 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 2.5 L (153 cu in) 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 CID (4.2 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. One older design was continued: the Grand Wagoneer full-size luxury SUV and the related J-Series pickups, built on the same chassis as the earlier SJ model Wagoneers and Cherokees that dated from 1963, with the AMC 360 CID (5.9 L) V8. Production of the full-sized pickups ceased after 1987. The Grand Wagoneer and its engine would also be dropped after 1991.

[edit] 1985 and the final buyout

[edit] Changes in the marketplace

1985 was a turning point for the company 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 about 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). They were assembled using the old gate and buck system, so it was easy to move the tools, Chrysler would supply the components and control the quality, while AMC would assemble the car; therefore, Lee Iacocca and Joe Cappy reached an agreement to use some of AMC's idle plant capacity in Kenosha.^[16]

[edit] Changes in management

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 US 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 Gremlin, Pacer, Matador coupe, Rambler American, AMC Javelin and AMX Hornet

[edit] Problems at Renault

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 at the time at Bramalea -- as well as the recent introduction of the thoroughly modern, fuel-injected 4.0-liter and 2.5-liter 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.

[edit] Assassination of Georges Besse

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,^[17] 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).^[18] The group stated that the murder was in retaliation for Besse having sacked tens of thousands of workers - 34,000 from the French aluminium producer PUK-Péchiney^{[19] [20]} and 25,000 from Renault.

[edit] Sale to Chrysler

Under pressure from Renault executives following Besse's death, Renault's new president set out to repair employee relations and divest the company of its investment in American Motors.

The earlier arrangement between Chrysler and AMC, under which AMC produced M-body rear-drive cars for two years, 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.^[21] In March 1987, Chrysler agreed to buy Renault's share in AMC, plus all the remaining shares, for US$1.1 billion. AMC became the Jeep-Eagle division of Chrysler. It was the Jeep brand that Chrysler CEO Lee Iacocca really wanted—in particular the Grand Cherokee, then under development, which proved highly profitable for Chrysler (the nameplate remains in production today). Additional benefits included AMC's recently modernized factories, which offered Iacocca the opportunity to increase his company's production capacity; the AMC dealer network, to strengthen 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).^[22]

Ironically the sale came at a time when the automotive press was very enthusiastic about the proposed 1988 lineup of Renault and Jeep vehicles, some even speculating AMC/Renault finally had the products to turn the company around.

The sale marked Renault's withdrawal from the North American market. However the French company renewed its stake there with its subsequent majority holding in Nissan.

[edit] Later reuse of the name

A new company was formed in Palmdale, California in 2001 by Ron Simon. Simon registered a new trademark for the monochrome American Motors logo.^[23] The company's website specifically claimed no affiliation to the previous American Motors, but used the previous company's logos on its website.^[24] The website is now dead, and Simon's trademark expired in 2005.

[edit] Continuing business legacy

AMC was forced to constantly innovate for 33 years until it was absorbed by Chrysler in 1987. Moreover, 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.

[edit] Innovative strategies

American Motors' ability to formulate strategies were often evaluated by industry critics as "strokes of brilliance".^[25] 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.^[25] An essential strategy practiced by AMC was to rely on outside vendors to supply components in which they had differential advantages. This has finally been accepted in the US auto industry, but only after each of the Big Three experienced the failure of attempting to be self-sufficient. 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.^[25]

[edit] Anticipate trends

AMC's managers anticipated important trends in the automotive industry.^[26] For example, it preached fuel efficiency long before auto buyers demanded it. AMC sought out partnerships in manufacturing and sales worldwide, decades before any of the international consolidations among automobile makers took place. AMC was first in seeking refuge with a foreign automaker, Renault, to keep operating. Although small in size, the company was able to introduce numerous innovations. 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's four-wheel drive vehicles established the foundation for today's SUV market and the "classic" Jeep models continue to be the benchmark in this field. AMC was also effective in other areas such as marketing by introducing low rate financing. 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.^[27]

[edit] Reviving Chrysler

According to Robert Lutz, former President of Chrysler, the AMC acquisition was a big and risky undertaking.^[28] 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.^[29] 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".^[30] 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".^[31]

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".^[32] 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" were 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 by Lutz's view only dramatic action was going to change that.^[33] In summary, Chrysler's purchase of AMC laid the critical foundation to help re-establish a strategy for its revival in the 1990s.

[edit] Lessons learned

Perhaps most interesting is that top managers at Chrysler after the AMC buyout appear 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. Mercedes-Benz managers were protective of their designs and components. 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 AMC beat also continued at General Motors. GM recruited a new executive team to turn itself from near bankruptcy. 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.^[34]

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.

[edit] Legacy of products

[edit] Passenger automobiles

Chrysler revived the "Spirit" name dropped by AMC after 1983 for use on one of its A platform cars, (the Dodge Spirit) from 1989 to 1995. The planned Renault Medallion was sold as the Eagle Medallion in 1988 and 1989. A Renault/AMC concept, the Summit (slated to replace the Eagle station wagon), 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 the Brampton Assembly plant (Brampton, Ontario) 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 (another revived AMC model name that was briefly used by Plymouth in the early 1950s), Chrysler New Yorker, Chrysler LHS, Dodge Intrepid, and Eagle Vision. 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.

[edit] Jeep vehicles

The American Motors-developed Jeeps survived for a long time under Chrysler. The Comanche pickup truck lasted until 1992, while the Cherokee remained until 2001 in the United States (the XJ Cherokee was produced in China through 2006 as the Cherokee 2500^[35]). Although it was not introduced until 1993, the Jeep Grand Cherokee was initially an AMC-developed vehicle. The 1997 through 2006 Jeep Wrangler is really a lightly updated development of the original American Motors-designed Wrangler introduced in 1986 for the 1987 model year.

Other traces of AMC remain within the present-day Chrysler. AMC's Toledo, Ohio plants continue to turn out Jeep Wranglers and Libertys as well as parts and components for Chrysler, Dodge, and Jeep vehicles (although Toledo Machining and Forge is slated for closure as of 2005). AMC's main plant in Wisconsin is still active, albeit heavily downsized, as the Kenosha Engine Plant, producing engines for several Chrysler Group products, including the Wrangler. The 4.0 L 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 now produce the best-selling LX-cars - the Dodge Charger, Dodge Magnum, and the Chrysler 300.

AM General, sold by American Motors in 1982, is still in business building the likewise American Motors-designed High Mobility Multi-Wheel Vehicle (HMMWV - "Humvee") for the American and allied militaries. AM General also built the now-discontinued civilian variant - the H1 - and still manufactures a Chevrolet Tahoe-derived companion, the H2, under contract to General Motors, new owners of the civilian Hummer brand.

[edit] Collectibility

Many AMC models are now considered "future collectibles".

For example, only 578 Ambassador 4-door Hardtop station wagons were produced for 1959, making it a rare and desirable collector car.^[36]

Hemmings Classic Car magazine included the 1969-70 AMC Matador Rebel SST four-door sedan and the 1975-1978 Matador coupe in their 2008 list of "dollar-for-pound [weight]" cars that can be bought in show-quality condition for a comparatively modest outlay,^[37] although buyers are advised against examples with 6-cylinder engines "purely for performance reasons". The writer also notes that "most of AMC's '70s lineup" qualifies for inclusion on the list.

The "collector" AMC models (Javelin, AMX, and performance versions such as the 1957 Rambler Rebel, 1965-67 Rambler Marlin, 1969 Hurst SC/Rambler, 1970 Rebel Machine, and 1971 Hornet SC/360) have always had an enthusiastic following^[38] and their prices are going up with the increasing interest.^[39][40] Other "non-muscle" AMC automobiles have also become collectible.^[41] Even Gremlins are "quite collectible" because of their increasing scarcity, according to one member of the blogosphere.^[42] It has been said that as the Gremlin shares components with some other AMC models its repair and restoration can be relatively inexpensive compared with other "historic cars".^[43]

However one AMC expert who owns thirteen Gremlins estimates that 90% of the surviving cars are modified because parts are so hard to find, while another enthusiast had to buy eight Gremlin parts cars before he could begin restoring his 1974 Gremlin X to stock. ^[44]

The early Javelin is considered a fun and affordable American classic with a rich racing pedigree and style that will always stand out from the omnipresent packs of Ford, General Motors, and Chrysler pony cars.^[45] The Gremlin has been said to have "a cult-like following in today’s collectible car market."^[43] And even the AMC Pacer, one of the so-called "nerd cars", was increasing in value according to a Pacer owner who is the CEO of a major insurance provider for collector car owners.^[46]

In 2006, a 1967 Rambler American Rogue in unknown condition was offered for $3500, and a 1967 American 440 hardtop with drag-racing history, condition also unknown, for $3300.^[47]

There are many active Rambler and AMC car clubs in the U.S. and elsewhere.

[edit] Epilogue

During its long history, American Motors bought, sold and spun-off many components. Some of these still exist today, albeit in vastly changed forms.

• Kelvinator, the largely ignored half of Nash-Kelvinator, was sold off by American Motors in 1958 and now owned by Electrolux. The Kelvinator Company is still in business.

• Jeep is now a brand of the Chrysler Group, a privately owned unit of Cerberus Capital Management (Daimler continues to hold a 19.9% stake). Many Jeep models retained the mechanical specifications and styling cues that were developed by AMC well into the 1990s.

• AM General survives and is now owned by MacAndrews & Forbes Holdings and the Renco Group. It was organized as an LLC in August 2004.

• Wheel Horse Products Division is now owned by the Toro Company.

• 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 to this day 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.

Many of the facilities used to produce American Motors vehicles and sub-assemblies are still in use. These include:

• Plymouth Road Office Center located at 14250 Plymouth Road in Detroit, was built in 1926-27 by the Electric Refrigeration Corporation (Kelvinator). The building was designed by Amedeo Leoni; industrial layout by Wallace McKenzie, and tower enclosure and industrial units by William E. Kapp, of SHG. The original 600,000 square foot three-story plant facility and four-story administration building (with distinctive tower -- the NK logo has since been removed) was rebadged and home to Nash-Kelvinator from 1937-1954, and AMC World Headquarters from 1954-1987.

• • In the late 1940s, it was known as the Kelvinator Factory and General Administration Building, and produced refrigerators, electric ranges, and commercial refrigeration. Also airplane propellers were produced for the Defense Department during World War II.
  • During World War II, the Defense Department contracted with Nash-Kelvinator to produce 900 R-6 helicopters. As part of that contract, a 4.5-acre (1.8 ha) site north of the factory was used as the smallest airport in the world, as a testing facility. Nash-Kelvinator produced about fifty R-6s a month during the war, and when the contract was terminated at the end of the war, only 262 helicopters had actually been completed. An additional twenty were left in various stages of completion on the assembly line.
  • Today, the Plymouth Road Office Center is home to the new Chrysler organization's Jeep and (Dodge) Truck Engineering, or JTE. Engineering of Jeep and Dodge Truck (BoF or Body on Frame) platforms is performed there, as well as testing facilities and labs.

• Toledo North and South Assembly Plants - still in use by Chrysler. Still visible on most of the signage on the outside of the factories are areas where Chrysler painted over the AMC logo.

• Toledo Machining and Forge ^[48] - still in use by Chrysler

• Brampton (formerly Bramalea) Assembly and Satellite Stamping Plants.^[49][50] - still in use by Chrysler. AMC designed this US$260 million, 2,500,000-square-foot (232,000 m²) plant, which was operational by 1986.^[51] This plant was designed and built by AMC for the specific purpose of building the Eagle Premier. Like the older Brampton plant (below), this facility 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 and the Dodge Charger.

• Kenosha Engine Plant - Portions of the "Main Plant", with some new additions, on 52nd Street and 30th Avenue are still in use by DaimlerChrysler.

• American Center - AMC's corporate headquarters in Southfield, Michigan is still standing,^[52] 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, none of the office space was occupied by DaimlerChrysler or any other entity related to AMC.

• 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.^[53]

• 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.^[53]

• Coleman Products Corporation - An AMC subsidiary in Coleman, Wisconsin. Manufactured automotive wiring harnesses for AMC and other automakers.

• Evart Plastics - An AMC subsidiary in Evart, Indiana. Manufactured injection-molded plastic parts (notably, grilles) for AMC and other automakers.

At least one major AMC operation is now completely defunct:

• Holmes Foundry, Ltd. - AMC's block casting facility located in Sarnia, Ontario, Canada. The plant was acquired by AMC in 1970, and was subsequently closed in 1988). Beginning in 1962, AMC contracted with Holmes Foundry^[54] of Sarnia, Ontario, to supply AMC with cylinder block castings. Holmes was established in 1918, by Mr. J. S. Blunt, and was called Holmes Blunt Limited. In those early years, Ford Motor Company contracted the plant for a steady supply of engine casting blocks. American Motors acquired twenty-five percent interest in the foundry in January of 1966. In July of 1970, AMC acquired 100% of Holmes Foundry. However, it was not until October of 1981 that Holmes Foundry finally became a Division of American Motors, Canada. Chrysler Corporation took ownership of the Holmes facility and its manufacturing business in 1987 as part of its acquisition of AMC; 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.

Former Factory Facilities

• Kenosha Main (Kenosha, Wisconsin) Plant - Portions of the main AMC plant in downtown Kenosha were razed, and after reclamation, the land was used for new development. The Engine plant section is still in use by Chrysler to this day. At the company's inception in 1954, the Main Plant covered 3,195,000 square feet^[55].

• Lakefront (Kenosha, Wisconsin) Plant - The portions of the AMC plant that were at the Lake Michigan lakefront adjacent to the Port of Kenosha (a.k.a the "Lakefront Plant") were razed, and after reclamation, the land was used for new lakefront development.

• Milwaukee Body (Milwaukee, Wisconsin) Plant - AMC inherited a 1.6 million square foot^[55] 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 ^[56] due to labor problems. The plant survived until the Chrysler buyout. Chrysler later decided to dispose of the facility. 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.

• 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, and was part of American Motors Canada, Inc. 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. Note that this is a separate facility from the current Brampton (formerly Bramalea) Assembly and Satellite Stamping Plants nearby.

• South Charleston Stamping Plant - Owned by Park Corporation of Cleveland, OH since 1969. While AMC leased it, the plant stamped steel automotive parts. The plant was later leased to other auto companies. The plant was in the news in October 2006 as the most recent tenant, Union Stamping and Assembly, declared bankruptcy.^[57]

[edit] American Motors in popular culture

The automaker was famous as an independent underdog, for which it served as an analogy in other contexts.^{[citation needed]}

• Books: AMC vehicles appear in The World’s Worst Cars,^[58] The Worst Cars Ever Sold,^[59] Lemon!^[60] and Automotive Atrocities (which includes four AMC cars).^[61]

• New media: AMC products also appear in published lists solicited from the general public, such as: MSNBC.com's 2005 "least-loved American autos",^[62] Time.com's 2007 "50 Worst Cars of All Time",^[63] and "The Most Questionable Car Designs of All Time", a 2007 survey of nearly 2500 policyholders with a major collector-car insurance company.^[64][65]

• Feature films and television: Jeeps are commonplace in American films, but other AMC cars, driven by featured characters and/or partipants in car chases, are also seen^[66] in movies such as:
  • A Woman Under the Influence (1974) – Hornet
  • The Man With the Golden Gun (1974) – 1974 Matador Coupe converts to an airplane; 1974 Hornet performs a corkscrew jump.
  • Assault on Precinct 13 (1976) – Matador
  • Grand Theft Auto (1977) – Matador
  • The Betsy (1978) – some footage of 1978 Concords and Spirits being built at the Kenosha plant.
  • Police Academy (1984) – Matador
  • Wayne's World (1992) – Pacer
  • Wayne's World 2 (1993) – Pacer
  • Freaks and Geeks (1999-2000 TV show) – Gremlin, often referred to by name, driven by the character Kim Kelly.
  • Beethoven's 3rd (2000) – Pacer
  • Loony Tunes Back in Action (2003) – Gremlin
  • Cars (2006) – various AMC and related cars, including Hudson Hornet, Jeep, Eagle Talon and Rambler Ambassador.
  • The Pursuit of Happyness (2006) – various AMC vehicles.

[edit] AMC models and products

[edit] Subcompact

• 1958-1962: Metropolitan*
• 1970-1978: AMC Gremlin**
• 1979-1983: AMC Spirit
• 1981-1983: AMC Eagle (SX/4 and Kammback)
• 1983-1987: Renault Alliance based on the Renault 9.
• 1984-1987: Renault Encore - based on the Renault 11.

* - The Metropolitan was introduced by Nash in 1954.
** - The Gremlin was the company's first modern subcompact.

[edit] Compact

• 1955-1956: Nash Rambler/Hudson Rambler
• 1957: Rambler Six/Rambler Rebel
• 1958-1969: Rambler American/AMC Rambler
• 1968-1970: AMC AMX
• 1968-1974: AMC Javelin
• 1970-1977: AMC Hornet
• 1975-1980: AMC Pacer
• 1978-1983: AMC Concord

[edit] Crossover

• 1980-1988: AMC Eagle

[edit] Mid-size

• 1958-1966: Rambler Six/Rambler Rebel/Rambler Classic
• 1958-1964: Rambler Ambassador (1958-1962 also known as "Ambassador by Rambler")
• 1965-1966: Rambler/AMC Marlin
• 1967-1970: Rambler/AMC Rebel
• 1971-1978: AMC Matador

[edit] Full size

• 1955-1956: Hudson Wasp
• 1955-1956: Nash Statesman
• 1955-1957: Hudson Hornet
• 1955-1957: Nash Ambassador
• 1965-1974: Rambler/AMC Ambassador
• 1967: AMC Marlin
• 1988-1992: Eagle Premier

[edit] Engines used by AMC

Main article: List of AMC engines

• 1953-1956:
  • 184 CID (3 L) Nash I6 (Rambler)
  • 196 CID (3.2 L) Nash L head I6 (Rambler)
  • 250 CID (4.1 L) AMC V8 (Beginning in 1956)
  • 252 CID (4.1 L) Nash I6
  • 320 CID (5.2 L) Packard built V8
  • 352 CID (5.8 L) Packard built V8 (used only 1956)
• 1956-1966:
  • 196 CID (3.2 L) Rambler I6 (L head and OHV version-ended 1965)
  • 199 CID (3.3 L) Typhoon Six I6 started 1966
  • 232 CID (3.8 L) Typhoon Six I6 started production 1964
  • 287 CID (4.7 L) AMC V8
  • 327 CID (5.4 L) AMC V8 (also used by Kaiser Jeep 1965-1967)
• 1967-1970:
  • 199 CID (3.3 L) Typhoon Six I6
  • 232 CID (3.8 L) Typhoon Six I6
  • 290 CID (4.8 L) (Ending in 1969) AMC V8
  • 304 CID (5 L) (Beginning in 1970) AMC V8
  • 343 CID (5.6 L) (Ending in 1969) AMC V8
  • 360 CID (5.9 L) (Beginning in 1970) AMC V8
  • 390 CID (6.4 L) AMC V8
• 1971-1980:
  • 121 CID (2 L) AMC I4 ¹
  • 232 CID (3.8 L) AMC I6
  • 258 CID (4.2 L) AMC I6
  • 304 CID (5 L) (Beginning in 1970) AMC V8
  • 360 CID (5.9 L) (Beginning in 1970) AMC V8 (Ending in 1978 for automobiles and through 1991 in Jeeps)
  • 401 CID (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.)
• 1980-1983:
  • 151 CID (2.5 L) Pontiac Iron Duke I4
  • 258 CID (4.2 L) AMC I6
• 1984-1986:
  • 150 CID (2.5 L) AMC I4
  • 171 CID (2.8 L) GM V6
  • 258 CID (4.2 L) AMC I6
• 1987:
  • 150 CID (2.5 L) AMC I4
  • 241.6 CID (4 L) AMC I6
• 1988-1989:
  • 150 CID (2.5 L) AMC I4
  • 2.5 L (152.6 cu in) PRV V6 V6

Also: Kaiser Jeeps used the AMC 327, Buick 225 ("Dauntless V6"), Buick 350 ("Dauntless V8"), Willys 134 I4 ("Hurricane").

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.

[edit] 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, the Matador, the Ambassador, the Pacer, and the Gremlin. Illustrated with drawings of the concept cars entering production, it was a popular article, although it was later revealed to be an April Fools' joke.^[67]

[edit] Notes

[edit] References

• Conde, John (1976). The American Motors Family Album 1946-1975. American Motors Corporation. ISBN X-XXXXX-XXX-X. 

• Thomas Derdak, Editor (1988). International Directory of Company History, Volume 1. St. James Press. ISBN 0-912289-10-4. 

• Foster, Patrick (2004). AMC Cars: 1954-1987, An Illustrated History. Motorbooks International. ISBN 1-58388-112-3. 

• Foster, Patrick (1993). The Last Independent. Motorbooks International. ISBN 0-87341-240-0. 

• Foster, Patrick (1996). The Metropolitan Story. Kraus Publications. ISBN 0-87341-459-4. 

• Foster, Patrick (1998). The Nash Styling Sketchbook. Olde Milford Press. ISBN 0-9662019-0-6. 

• Fracassa, Hawke. "Roy D. Chapin Jr., ex-AMC chairman gambled to save Jeep". The Detroit News. August 7, 2001

• Gunnell, John, Editor (1987). The Standard Catalog of American Cars 1946-1975. Kraus Publications. ISBN 0-87341-096-3. 

• Higgins, James V., "Roy Chapin Jr. mastered how to survive in auto industry". The Detroit News, August 12, 2001

• Lutz, Robert A. (1999). Guts: The Seven Laws of Business That Made Chrysler the World's Hottest Car Company. John Wiley & Sons. ISBN 0-471-35765-0. 

• Mann, Jim (1997). Beijing Jeep: A Case Study of Western Business in China. Perseus Publishing. ISBN 0-8133-3327-X. 

• Mays, James C. (2001). Rambler Canada: The Little Company That Could. Syam Publications. ISBN 0-9685864-7-3. 

• Mitchell, Larry (1994). AMC Buyers Guide. Motorbooks International. ISBN 0-87938-891-9. 

• Taylor III, Alex. "Finally GM is looking good". Fortune, Vol. 145, Nr. 7, 2002, pp. 69-74

• Zinn, Chris L. (2002). AMX Photo Archive: From Concept to Reality. Iconographix. ISBN 1-58388-062-3. 

• Francis G. Swygert (1992). The Compact Chronicles - A Complete History of American Motors Corporation 1954-1987 (With Restoration Information). FARNA Systems Publishing. 

[edit] See also

• Amitron and Electron - Experimental battery powered city cars designed by American Motors.
• AMC/Jeep Transmissions

[edit] External links

[edit] Clubs

• AMC Rambler Club, Inc. - recognizes 1958 through 1969 Rambler-era cars.
• American Motors Owners Association - recognizes all AMC-produced vehicles from 1954 through 1987.
• AMC Club of Finland
• Dakota AMC Club - Celebrates AMC's Great Cars 1958 to 1988.

[edit] Restoration, history & general information

• AMCArchives.org An AMC-specific Wiki
• AMCyclopedia.org - an extensive collection of documentation, focusing on history and restoration.
• American Motors Owners' Association main links page - AMC major sites, restoration parts sources, etc
• AMXFiles.com - AMC History on AMXfiles.com
• American Motors Cars Magazine - a small "fanzine" type magazine covering AMC cars, 1954-88. Covers everything from restoration to modification; articles on individual cars, history, and technical details.
• [1] The history of the AMC Eagle

[edit] Discussion

• The AMC-List - an email list dedicated to supporting the preservation of AMC automobiles.
• The American Motors Forum - an online AMC forum
• The AMC Eagle forum - an online forum for AMC Eagles from 1980-1988
• The AMCForum - another AMC forum

[edit] Other links

• Jeffery Elementary School, Kenosha, WI - A Kenosha Unified School District (KUSD) primary school named after Thomas B. Jeffery. Perhaps fittingly, the school's team name is the "Jeffery Gremlins" and their logo is a copy of the AMC Gremlin logo.
• AMC's Holmes Foundry - labor issues on the Canadian Auto Workers site
• Science & Engineering magazine - Environmental cleanup at Holmes Foundry

[edit] Photo galleries

• RemarkableCars.com

• Collier Motors
  • Collier Motors - The Last "Surviving?" AMC Dealership
  • A Blog post on the dealership, with a different set of pictures

v • d • e American Motors Corporation 1954-1987 Historic vehicles Rambler Ambassador by Rambler • American • Classic • Marlin • Rambler Six • Rambler Rebel Military & Commercial AMC Mighty Mite • AM General Division AMC Ambassador • AMX • Concord • Eagle • Gremlin • Hornet • Javelin • Marlin • Matador • Metropolitan • Pacer • Rebel • Spirit Renault LeCar • Alliance • Encore • Fuego • Medallion • Premier Rambler & AMC concept cars XR-400 • Rambler Tarpon • AMC Cavalier • AMC AMX-GT • Amitron • Electron Affiliated with American Motors Corporation • AM General • Australian Motor Industries • Chrysler • Hudson • IKA-Renault • Jeep • Kelvinator • Nash Motors • Nash-Kelvinator • Rambler • Renault • Vehiculos Automotores Mexicanos People Roy Abernethy • Edmund E. Anderson • A.E. Barit • François Castaing • Roy D. Chapin Jr. • Richard E. Cross • Robert B. Evans • Roy Lunn • George W. Mason • Gerald C. Meyers • George W. Romney • Helene Rother • Richard A. Teague Related topics Collier Motors Category

v • d • e Nash Motors 1916 - 1957 Historic Nash 600 • Airflyte • Advanced Six • Ambassador • Nash-Healey • La Fayette • Metropolitan • Rambler • Rebel • Statesman Affiliated Ajax • American Motors • Hudson • Nash-Kelvinator • Rambler (AMC) Jeep Category

v • d • e Hudson Motor Car Company 1909-1957, Historic Hudson Commodore • Custom Brougham • Eight • Greater Eight • Hornet • Hudson Italia • Jet • Metropolitan • Pacemaker • Rambler • Super Six • Wasp Corporate History Essex • Terraplane • American Motors • Dover Trucks • A. E. Barit • Roy D. Chapin • J. L. Hudson • George W. Mason • Marshall Teague Category

v • d • e American Motors road car timeline, United States market, 1954–1988
Type	1950s						1960s										1970s										1980s
	4	5	6	7	8	9	0	1	2	3	4	5	6	7	8	9	0	1	2	3	4	5	6	7	8	9	0	1	2	3	4	5	6	7	8
Subcompact																	Gremlin									Spirit					Encore
Compact	Rambler				Rambler American												Hornet								Concord
	Jet																					Pacer								Alliance
Mid-size			Rambler Six					Classic						Rebel				Matador
				Rebel V8								Marlin									Matador Coupe
Full-size	Nash				Ambassador																														Premier
	Hudson
Sports															AMX
															Javelin
Crossover																											Eagle
SUV																	see timeline of Jeep models
Captive import	Metropolitan																									LeCar
																												Renault 18i/Sportwagon						Medallion
																													Fuego
Military vehicles						Mighty Mite												AM General trucks, Jeeps, and the HMMWV