Find Cheap Gas American Motors
Product development in the 1950s
find cheap gas for American Motors combined the Nash and the Hudson product lines under a common manufacturing strategy in 1955 with the Hudson redesigned to bring it in harmony with Nash body styles and the production of both Nashes and Hudsons combined, while retaining the separately branded established dealer networks. The fast-selling Rambler model was sold as both a Nash and a Hudson in 1955 and 1956. These 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 and Ambassador were restyled as the "new" and . 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 CID (5 L) I6 that had powered the () 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. became a marque in its own right and the mainstay of the company. The slow-selling British-built subcompact continued as a standalone brand until it was dropped after 1962. The prototype 1958 / , 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-inch (2,500 mm) wheelbase as the new with only a few modifications. This gave Rambler a compact lineup with 100-inch (2,500 mm) American, 108-inch (2,700 mm) and , as well as the 117-inch (3,000 mm) Ambassador wheelbase vehicles.
While the "Big Three" introduced ever-larger cars, AMC followed a "dinosaur-fighter" strategy. 's leadership focused the company on the compact car, a fuel-efficient vehicle twenty years before there was a real need for them. This gave Romney a high profile in the media. Two core 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 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.
find cheap gas for American Motors was also beginning to experiment in non- powered automobiles. In what may seem like an , on , , AMC and Sonotone Corporation announced a joint research effort to consider producing an that was to be powered by a "self-charging" battery. Sonotone had the technology for making sintered plate that can be recharged very rapidly and are lighter than a typical automobile .
1970s product developments
In 1970 AMC consolidated all passenger cars under one distinct brand identity and debuted the range of compact cars.
AMC pioneered the practice of sharing a platform among different models, and that of the new Hornet was also used for the introduced on , . The Gremlin, which was the first American-built subcompact, sold more than 670,000 from 1970 to 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.
Following these successful product launches AMC continued with new product developments. The new mid-sized replaced the Rebel in 1971, AMC playing on the new model's lack of name recognition with an advertising campaign that asked "What's a Matador?" Starting in 1974, the Matador was made as a boxy sedan and station wagon, and a more smoothly-shaped two-door coupe. After 1975, the sedan and wagon took the place of the discontinued Ambassador as AMC's flagship models. Nash and AMC had made Ambassadors from 1927 to 1974, the longest use of the same model name for any AMC product.
The Matador Coupe shared few components with the sedan other than suspension, drive train, some trim and interior parts. The tooling for the sedans and wagons largely dated from the 1967 Rambler Rebel and had long been paid for. However sales of all large-sized cars fell with the rising gasoline prices.
In 1974 AMC's AM General subsidiary began building urban transit buses in cooperation with of Winnipeg, Canada. The Metropolitan coach had sold 5,212 units when production ceased in 1978.
The , an innovative all-new model introduced in 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 for passenger auto engines, which the Pacer would have met with the -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 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 energy crisis of 1973, aborted the around which the Pacer had been designed, as its fuel consumption exceeded that of conventional engines with similar power. Therefore AMC's existing 232 CID (3.8 L) and 258 CID (4.2 L) 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 towards the end of the 1970s the company faced the growing energy crisis with aged products that were uncompetitive in hotly contested markets.
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 -designed 4-cylinder engine 2.0 L (~122 CID). The engine was expensive for AMC to build and the Gremlin retained the less costly but also less economical 232 CID (3.8 L) as standard equipment.
Also in 1977 the company revived the nameplate. It was little more than a sporty appearance package on the , but the AMC AMX had the company's 258 CID (4.2 L) inline-6 as standard with a choice of 3-speed automatic or 4-speed manual transmissions, and AMC's 304 CID (5 L) V8 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 was redesigned with some altered Gremlin panels and renamed the . 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 V-8 engine, and a Sports package replaced the former X package. With falling sales of Matador Coupes, sedans and wagons, their 304 CID (5 L) V8 engine was dropped, 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). 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.
In 1979 the sedan replaced the Gremlin. A new fastback version of the car, the Spirit , proved successful.
In December Pacer production ceased.
Concords received new front end-treatment, and in their final season hatchbacks became available in DL trim. On , , 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% of the company's sales and most of its 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.
1980s product developments
First product of the AMC-Renault alliance was the 1983 , a front-wheel drive compact restyled for the American market by 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 (introduced in 1984 and badged as ), 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 .
The new model, introduced at a time of increased interest in small cars, won several awards including . 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". 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 became one of the company's best-known products and is considered one of the first "". It had a body shell mounted on an all-new platform that had been developed by find cheap gas for 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 , .
More beneficial to AMC’s future was the introduction of an all-new line of compact and models in 1983. The popularity of these downsized Jeeps pioneered a new market segment for what later became defined as the (SUV). They initially used the AMC 2.5 L (~153 CID) with a , and a General Motors-built 2.8 L (~171 CID) 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 CID) Turbo-Diesel I4 was also offered. Starting with the 1987 models a 4.0 L (~244 CID) I6 engine, derived from the older 258 CID (4.2 L) I6 with a new head design and an electronic system, replaced the V6. find cheap gas for American Motors' "new" engine was designed with help from Renault and incorporated Renault-Bendix () 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.
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 .
find cheap gas for American Motors' ability to formulate strategies were often evaluated by industry critics as "strokes of brilliance". According to , 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 to supply components in which they had . This has finally been accepted in the US , 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 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. 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.
According to , 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 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, , 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 "" 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. In summary, Chrysler's purchase of AMC laid the critical foundation to help re-establish a strategy for its revival in the 1990s.
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 . 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 . 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.
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 automaker in .
AMC models and products
* - The Metropolitan was introduced by Nash in 1954. ** - The Gremlin was the company's first modern subcompact.
Hot Rod Magazine revival April Fool's joke
In April 2008, released an article claiming that find cheap gas for American Motors was in the process of being revived. The vehicles in the works were to be the , , , , and . Illustrated with drawings of the entering production and accompanied by plentiful information, it was an extremely popular article, although it was later revealed to be an joke.