The world of automotive manufacturing is a thrilling saga, constantly evolving, relentlessly innovating, and always demanding new adventures from its pioneers. For over 75 years, MotorTrend has chronicled this incredible journey, witnessing the birth of groundbreaking vehicles, the rise of legendary figures, and, inevitably, the final passage of many ambitious ventures. This industry, vibrant and cutthroat, is one where even the boldest dreams can falter, and only the most resilient or strategically savvy survive.
In recent times, we’ve paused to remember some truly iconic figures who, at 93 years young, have completed their remarkable personal journeys, leaving an indelible mark on the automotive landscape. We recall Maury Ettleson, the celebrated Chicago auto dealer whose catchy TV commercials became a hallmark of an era, demonstrating the power of personality in sales. Then there’s Sam Meineke, the visionary who revolutionized automotive service by focusing on accessible muffler repair, building a franchise empire from humble beginnings. And of course, the legendary Bob Riley, a master constructor and engineer whose designs graced winning cars from Le Mans to Daytona, shaping the very definition of performance. These individuals, through their ingenuity and passion, remind us that the spirit of exploration and adventure is alive in every facet of the automotive world.
Yet, beyond these personal legacies, there’s another poignant narrative of exploration and final passage: the stories of the automotive brands themselves. In a field as capital-intensive and fiercely competitive as car manufacturing, startups are, more often than not, destined for a challenging road. While a few, like the venerable Chrysler (before Tesla), managed to carve out a mainstream presence, countless others have bravely entered the fray, only to eventually fade from the scene. MotorTrend has been there to witness these audacious attempts, these “short-timers” who, despite innovative designs and passionate founders, ultimately couldn’t overcome the immense hurdles. Today, we embark on an unforgettable journey through the annals of automotive history, celebrating the ambition and examining the fate of 13 such iconic automotive ventures that, for various reasons, marked their final passage.
1. **American Motors Corporation (AMC)**: American Motors Corporation, or AMC, was a fascinating and often underestimated player in the U.S. automotive industry, forged in 1954 from the merger of Nash-Kelvinator and the Hudson Motor Car Company. Their early ethos was built around producing rugged, affordable compacts, a strategy that brought considerable success with models like the Rambler American, which evolved from the popular Nash Rambler. AMC consistently aimed to offer practical and economical transportation, carving out a niche against the automotive giants of Detroit.
As the industry shifted into the 1970s, AMC proved it wasn’t afraid to experiment with distinctive styling, giving us memorable icons like the Hornet, the Matador, and the undeniably unique Pacer. These vehicles, while sometimes polarizing, certainly stood out from the crowd and reflected a willingness to challenge conventional design wisdom. It was this independent spirit that allowed AMC to explore different avenues in car design and engineering, often with limited resources.
Perhaps AMC’s most prescient and impactful move came in 1970 when the company made a significant investment, spending $70 million to acquire the money-losing Jeep lineup from Kaiser. This was a colossal gamble, especially for a company of AMC’s size, but it proved to be a masterstroke. The necessity of this acquisition also led to a shoestring development budget for vehicles like the Gremlin, which surprisingly became one of AMC’s most successful and recognizable cars, further proving their ability to innovate under pressure.
However, an ocean of red ink in the late 1970s forced AMC into a partnership with the French automaker Renault, leading to the production of the Car of the Year–winning Renault Alliance. AMC also pioneered the crossover-SUV segment, decades ahead of its time, with the Eagle – a desperate but ingenious pairing of Hornet-derived cars with robust Jeep running gear. Ultimately, it was the enduring strength and potential of the Jeep brand that prompted Chrysler to acquire AMC in 1987, transforming it into the Jeep-Eagle division, a testament to the lasting legacy AMC created. As MotorTrend observed in February 1975 regarding the AMC Pacer, “It’s a feisty little auto from a company that’s proving more and more adept at doing what the Big Three can’t or won’t.”
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2. **Avanti**: The original Avanti made its dramatic entrance in 1962 as a two-door personal luxury coupe from Studebaker, designed to be a direct competitor to Ford’s highly successful Thunderbird. Its radical, aircraft-inspired styling and innovative features set it apart, showcasing Studebaker’s ambition and forward-thinking design philosophy, even as the company itself faced mounting financial pressures. The Avanti was a bold statement, embodying a futuristic vision for personal transportation.
When Studebaker regrettably closed its plant in South Bend, Indiana, effectively ending Avanti production, a remarkable story of revival began. Two local dealers, driven by a passion for the unique car, purchased the plant, along with the rights and tooling, and even rehired much of the original plant staff. This act of sheer determination led to the formation of Avanti Motor Corp., and in 1965, the reborn Avanti II rolled off the lines, retaining its iconic Loewy-designed fiberglass body, now powered by reliable Chevrolet engines.
The Avanti II and its successors continued to evolve, demonstrating a persistent spirit of adaptation. Over the years, the brand experimented with different engines, subtle styling updates, and even introduced a convertible variant, pushing the boundaries of its original design. There was even a short-lived four-door model, showcasing a willingness to expand its appeal, though the journey was punctuated by periods of bankruptcy and subsequent acquisitions, reflecting the inherent challenges of niche automotive manufacturing.
After production ceased in 1991, the Avanti name experienced yet another revival around the turn of the millennium. This Y2K iteration essentially re-bodied existing platforms, starting with a Pontiac Firebird and later a Ford Mustang, giving them a distinctive Avanti look. Hopes for this new chapter, which even included a prototype SUV bearing the Studebaker name (leading to a lawsuit from GM), were ultimately dashed when company chief Michael Kelly was arrested for a Ponzi scheme in 2006, leading to Avanti’s final shutdown the following year. MotorTrend noted in November 1965 about the Avanti II, “The car felt solid, steady, and under control right up to the point of breakaway.”
Car Model Information: 1963 Studebaker Avanti R1
Name: Studebaker Avanti
Caption: 1963 Studebaker Avanti
Manufacturer: Studebaker
Aka: Avanti
Production: 1962: 1,200;
Assembly: Studebaker Corporation#Studebaker Factories,South Bend, Indiana
Predecessor: Studebaker Gran Turismo Hawk
Class: Personal luxury car
BodyStyle: coupe
Layout: FR layout
Engine: 289 CID
Abbr: on
Transmission: Manual transmission
Wheelbase: 109 in
Length: 192.4 in
Width: 70.3 in
Height: 53.8 in
Weight: 3095 lb
Related: Studebaker Lark
Designer: Raymond Loewy#Avanti
Categories: All articles with incomplete citations, Articles with incomplete citations from September 2018, Articles with short description, CS1 errors: missing title, Cars discontinued in 1963
Summary: The Studebaker Avanti is a personal luxury coupe manufactured and marketed by Studebaker Corporation between June 1962 and December 1963. A halo car for the maker, it was marketed as “America’s only four-passenger high-performance personal car.”
Described as “one of the more significant milestones of the postwar industry”, the Raymond Loewy-designed car offered safety features and high-speed performance. Called “the fastest production car in the world” upon its introduction, a modified Avanti reached over 170 mph (270 km/h) with its supercharged 289-cubic-inch (4,740 cm3) R3 engine at the Bonneville Salt Flats. In all, it broke 29 world speed records at the Bonneville Salt Flats.
Following Studebaker’s discontinuation of the model, a succession of five ventures manufactured and marketed derivatives of the Avanti model through 2006. These ventures licensed intellectual property and, in some cases procured parts, through arrangements with the successors to the Studebaker assets.
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3. **Bricklin**: Malcolm Bricklin, a figure of significant renown and notoriety in the automotive world, first gained fame for successfully introducing Subaru to the U.S. market in 1968. Later, he became infamous for his role in bringing the budget-conscious Yugo to America in 1986. However, in 1974, Bricklin embarked on his most personal automotive adventure, launching his own car company to produce a vehicle bearing his name: the Bricklin Safety Vehicle 1, or SV-1. His vision was clear: to create an efficient, safe sports car that challenged conventional wisdom.
The SV-1 was a marvel of innovative features for its time, designed with safety as a paramount concern. It boasted a robust rollover cage, energy-absorbing bumpers, and distinctive gullwing doors that certainly turned heads. In a truly unique design choice that underscored its safety-first philosophy, the SV-1 was notably absent of an ashtray or cigarette lighter, reflecting Bricklin’s belief that smoking while driving was inherently dangerous. These progressive elements showcased a genuine commitment to a new kind of sports car.
The Canadian province of New Brunswick enthusiastically supported Bricklin’s venture, pouring approximately $20 million into the company with the ambitious hope of transforming the region into Canada’s version of Detroit. However, the dream was quickly plagued by reality. The production SV-1s were rife with problems that went beyond typical new-car glitches. Owners reported expected issues like leaks and electrical maladies, but more critically, the fiberglass-acrylic composite bodies warped severely in the harsh Canadian cold, making assembly a nightmare for workers.
Even more concerning, the power-operated gullwing doors, a signature feature, often drained the battery, trapping occupants inside – a significant safety concern for a vehicle designed around that very principle. By 1975, with the provincial government deeply invested and facing requests for another $10 million, New Brunswick decided to cut its losses. The funding was pulled, and the ambitious Bricklin operation swiftly shut down, a cautionary tale of innovation meeting harsh production realities. As MotorTrend famously mused in May 1975, “If the Bricklin folks get it together, the ’Vette is going to get a run for the crown.”
Car Model Information: 1975 Bricklin SV-1
Name: Bricklin SV-1
Manufacturer: Bricklin Canada Ltd.,General Vehicles Inc.
Production: 1974–1976
ModelYears: 1974–1976
Assembly: Saint John, New Brunswick
Designer: Marshall Hobart,Herb Grasse
Class: Sports car
BodyStyle: hatchback
Layout: Front-engine, rear-wheel-drive layout
Engine: ubl ,AMC V8 engine#360
Transmission: ubl
Wheelbase: cvt
Length: cvt
Width: cvt
Height: cvt
Weight: cvt
Sp: us
Doors: Gull-wing doors
Categories: All articles with unsourced statements, Articles with short description, Articles with unsourced statements from October 2025, Automobiles with gull-wing doors, CS1: long volume value
Summary: The Bricklin SV-1 is a two-seat sports car produced by American businessman Malcolm Bricklin and his manufacturing company from 1974 until early 1976. The car was noteworthy for its gull-wing doors and composite bodywork of color-impregnated acrylic resin bonded to fiberglass. Assembly took place in Saint John, New Brunswick, Canada. The name SV-1 is an abbreviation of “safety vehicle one”. Bricklin company literature uses both the SV-1 and SV1 formats. To promote the car’s safety bona fides, the company touted such features as its integrated roll-over structure and energy-absorbing bumpers.
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Brand: Bricklin Model: SV-1
Price: $36,485 Mileage: 34,002 mi.
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4. **Daewoo Motors**: Daewoo, a South Korean automotive giant with origins dating back to the late 1930s, had a long history of selling rebadged Datsuns and Opels within its home market. This experience provided them with a foundational understanding of vehicle manufacturing and market demands. As the global automotive landscape expanded, Daewoo harbored significant aspirations of becoming a truly international player, setting its sights on the lucrative and competitive U.S. market.
In late 1997, Daewoo finally made its beachhead in America, introducing a trio of its first home-grown designs for the 1998 model year: the Lanos, Nubira, and Leganza. These vehicles were part of a daring strategy to penetrate the U.S. market by offering competitive pricing and a unique sales model. Instead of relying solely on traditional dealerships, Daewoo famously employed “campus advisers” – college students who received significant discounts to help market and sell the cars to their peers, an unconventional approach that aimed to build grassroots appeal.
However, this innovative sales model soon ran into significant trouble. The allure of a 50 percent discount quickly faded when students discovered that this benefit was being reported to the IRS as income, leading to unexpected tax liabilities. This misunderstanding and the resulting financial implications spurred a wave of lawsuits from disgruntled “campus advisers,” creating a public relations nightmare and severely undermining Daewoo’s fledgling reputation in the U.S. The enthusiasm that had initially greeted the brand quickly soured.
Ultimately, it was the broader economic turmoil of the Asian financial crisis in the late 1990s that delivered the final blow to Daewoo’s global automotive ambitions. Its corporate parent, Daewoo Group, declared bankruptcy in 1999, sealing the fate of the car division. General Motors, recognizing the underlying engineering and manufacturing capabilities, acquired the struggling car unit. U.S. sales officially ceased in 2002, though many of Daewoo’s designs lived on, rebadged as Suzuki and Chevrolet models. Daewoo subsequently became GM Korea in 2011, continuing to play a crucial role in GM’s small-vehicle engineering efforts. As MotorTrend highlighted in December 1998, “Korea’s second-largest but fastest-growing automaker definitely faces an uphill battle.”
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5. **Daihatsu**: In the vibrant automotive landscape of the 1980s, with Japanese automakers demonstrating remarkable success against traditional Detroit powerhouses, Daihatsu saw an opportunity. Eyeing the impressive inroads made by smaller Japanese players like Isuzu, Suzuki, and Subaru, Daihatsu decided to venture into the American market, hoping to capture a share of the burgeoning demand for economical and reliable imports. It was an ambitious undertaking for the compact vehicle specialist.
Daihatsu’s initial foray into the U.S. market began with the 1988 Charade, a sub-Civic-sized econobox. Despite its small stature, the Charade distinguished itself with what were considered lavish trimmings for such an affordable car, aiming to offer a surprising level of refinement and comfort. This was soon followed by the introduction of the Rocky, a compact off-roader designed to compete with the popular Suzuki Samurai. The Rocky quickly garnered attention for its wide track and surprisingly entertaining on-road handling, hinting at a playful spirit.
However, Daihatsu soon found itself navigating strengthening headwinds in the highly competitive U.S. market. The company faced a challenging small share of Japan’s voluntary import quotas, which limited the number of vehicles it could bring into the country. Compounding this, a strong yen significantly drove down profit margins, making it increasingly difficult to compete on price. Moreover, a growing American hostility toward Japanese cars, fueled by protectionist sentiments, further complicated their market entry and acceptance.
Despite the fact that its vehicles were generally well built and received positive reviews from critics who appreciated their quality, the Charade and Rocky struggled to gain traction. Their small size and relatively modest performance, while acceptable in other markets, were often perceived as underpowered by U.S. standards, where larger and faster vehicles were preferred. Sales never truly took off, and facing the impending introduction of new, more stringent U.S. crash standards, Daihatsu made the difficult decision to withdraw from the American market in 1992, marking a swift end to its U.S. adventure. As MotorTrend enthusiastically stated in April 1990 about their off-roader, “Rocky be nimble, Rocky be quick, Rocky is fun and truly a kick!”
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6. **Eagle**: When Chrysler acquired American Motors Corporation (AMC) in 1987, the primary motivation was undoubtedly the immensely valuable Jeep brand, a crown jewel that promised significant future growth. However, this acquisition also left Chrysler with the remaining AMC lineup and a strategic decision to make about its future. Their solution was to create a new, upscale import-fighting brand, cleverly utilizing the patriotic name of the AMC Eagle 4×4, while deliberately ditching the original car itself to signal a fresh start.
The first new model under the Eagle banner was the Premiere, a luxury sedan based on a Renault platform, reflecting the lingering influence of AMC’s previous partnership. This was quickly followed in 1989 by the Mitsubishi-designed Summit, a product of the Diamond-Star joint venture between Chrysler and Mitsubishi. These early offerings showed Chrysler’s intent to position Eagle as a sophisticated alternative, blending European and Japanese engineering under an American marque.
The Diamond-Star venture soon yielded what would become Eagle’s most recognized and celebrated product: the Talon. This small, stunning sportster was a standout, featuring a potent turbocharged engine and, in a nod to Eagle’s AMC roots, offered with an available all-wheel-drive system. The Talon became a cult favorite among enthusiasts, admired for its performance and distinctive styling, representing a peak moment for the nascent brand in terms of enthusiast appeal and sales success.
For the 1993 model year, when Chrysler introduced its highly acclaimed LH cars, Eagle received its own version, christened the Vision, further integrating it into Chrysler’s broader product strategy. However, a fundamental challenge plagued Eagle throughout its existence: nearly all of its cars were also available from other marques, often under different badges, creating significant brand confusion and making it difficult for Eagle to establish a unique identity. Despite considerable marketing efforts and copious advertising dollars, sales remained weak. Chrysler ultimately combined the Jeep-Eagle and Chrysler-Plymouth divisions in 1996, and 1999 marked the final year for the ambitious Eagle brand. As MotorTrend attested in July 1989 about the Talon TSi, “Even on wet pavement and trying to emulate stupidity as much as possible, we still stayed in remarkable shape.”
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7. **Geo**: The mid-1980s saw General Motors facing a significant challenge: how to effectively compete with the surging popularity of Japanese imports. Their initial venture, a partnership with Toyota on NUMMI to produce a Corolla clone badged as the Chevrolet Nova, highlighted a core problem. Import buyers weren’t looking for Chevrolets, and a Japanese-engineered car simply didn’t align with Chevy’s patriotic “Heartbeat of America” image. GM needed a new approach, a distinct identity for its imported offerings.
The innovative solution was the creation of the Geo brand, designed to group GM’s imported models and be sold through Chevrolet dealerships. This strategy brought a diverse and interesting lineup to the market. From Suzuki, Geo offered the famously frugal Metro and the rugged, go-anywhere Tracker 4×4, appealing to those seeking economy and adventure. Isuzu contributed the Spectrum, which was soon superseded by the Prizm, a direct successor to NUMMI’s Nova. The lineup was further bolstered in 1990 with the addition of the nifty Isuzu Impulse-based Storm coupe, adding a touch of sporty flair to the brand’s profile.
Geo experienced its best sales year in 1991, demonstrating initial success in capturing a segment of the import market. However, as buyers grew accustomed to finding reliable import-engineered vehicles at Chevrolet dealerships, the Geo brand began to sow confusion rather than clarity. Its distinct identity, once a strength, became redundant, and by 1998, the Geo models were re-rebadged once again, this time directly as Chevrolets, effectively ending the brand’s run. As MotorTrend aptly observed in October 1988 regarding the Geo Metro LSi, “You won’t go very fast in the overall scheme of things, but you’ll get the impression you’re really bombin’ around.”
Car Model Information: 1965 Chevrolet Nova Base
Caption: 1963 Chevrolet Chevy II 300 4-door sedan
Name: Chevrolet Chevy II / Nova
Manufacturer: unbulleted list
ModelYears: unbulleted list
Production: unbulleted list
Class: unbulleted list
Successor: unbulleted list
Categories: 1970s cars, 1980s cars, All articles needing additional references, Articles needing additional references from March 2025, Articles with short description
Summary: The Chevrolet Chevy II/Nova is a small automobile manufactured by Chevrolet, and produced in five generations for the 1962 through 1979, and 1985 through 1988 model years. Built on the X-body platform, the Nova was the top selling model in the Chevy II lineup through 1968. The Chevy II nameplate was dropped after 1968, with Nova becoming the nameplate for all of the 1969 through 1979 models. It was replaced by the 1980 Chevrolet Citation introduced in the spring of 1979. The Nova nameplate returned in 1985, produced through 1988 as a S-car based, NUMMI manufactured, subcompact based on the front wheel drive, Japan home-based Toyota Sprinter.
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Brand: Chevrolet Model: Nova
Price: $72,000 Mileage: 21,647 mi.
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8. **Maybach**: For a luxury powerhouse like Mercedes-Benz, venturing into the ultra-profitable ultra-luxury segment was a natural aspiration. This ambition led to the revival of a historically significant name: Maybach. Originally a German manufacturer of Zeppelin engines and later exquisite high-end luxury cars until the end of World War II, Maybach embodied a legacy of unparalleled opulence and engineering. Following a tantalizing 1997 concept vehicle, Mercedes officially reintroduced Maybach with much fanfare for the 2002 model year.
This grand re-entry saw the debut of two magnificent V-12 sedans, the Maybach 57 and the longer-wheelbase 62, each priced on opposite sides of a staggering $300,000. Internally, these vehicles were nothing short of breathtaking, offering bespoke craftsmanship, lavish materials, and every conceivable comfort. They represented the pinnacle of automotive luxury, designed to transport their occupants in an environment of serene indulgence. The interiors were truly an experience in themselves, designed to rival the finest private jets or opulent suites.
However, the Maybach’s journey was plagued by a critical misstep in its external presentation. Despite their astronomical price tags and internal splendor, from the outside, the Maybach 57 and 62 bore an uncanny resemblance to the significantly less expensive Mercedes-Benz S-Class. This stark contrast became glaringly apparent when competitors like the stunning Bentley Continental GT and the imposing Rolls-Royce Phantom launched in 2003, showcasing truly distinct and exclusive designs.
This lack of visual differentiation proved fatal for Maybach’s aspirations. In its first and best year, Maybach sold a mere 600 cars, a far cry from its ambitious goal of 1,800 units. Sales rapidly dwindled to levels that made even Rolls-Royce’s numbers seem substantial, highlighting the importance of distinct design in the ultra-luxury market. Mercedes-Benz ultimately pulled the plug on the standalone Maybach brand in 2012, though its esteemed name lives on today as an ultra-high-end trim level for select Mercedes cars and SUVs, a nod to its enduring legacy. As MotorTrend effusively stated in March 2003 regarding the Maybach 57/62, “It’s hard to imagine how an automobile could possibly be any better.”
Car Model Information: 2004 Maybach Type 57 Base
Name: Wilhelm Maybach
Alt: Black-and-white photo of a middle-aged man with a beard and moustache
Caption: Maybach in 1900
BirthDate: [object Object]
BirthPlace: Heilbronn
DeathDate: [object Object]
DeathPlace: Stuttgart,Free People’s State of Württemberg,Weimar Republic
Nationality: German
Occupation: Engineer and industrialist
KnownFor: Daimler Motoren Gesellschaft,Maybach
Categories: 1846 births, 1929 deaths, 19th-century German businesspeople, 19th-century German engineers, 19th-century German inventors
Summary: Wilhelm Maybach (German: [ˈvɪlhɛlm ˈmaɪbax] ; 9 February 1846 – 29 December 1929) was an early German engine designer and industrialist. During the 1890s he was hailed in France, then the world centre for car production, as the “King of Designers”.
From the late 19th century Wilhelm Maybach, together with Gottlieb Daimler, developed light, high-speed internal combustion engines suitable for land, water, and air use. These were fitted to the world’s first motorcycle, motorboat, and after Daimler’s death, a new automobile introduced in late 1902, the Mercedes model, built to the specifications of Emil Jellinek.
Maybach rose to become technical director of the Daimler Motoren Gesellschaft (DMG) but did not get along with its chairmen. As a result, Maybach left DMG in 1907 to found Maybach-Motorenbau GmbH together with his son Karl in 1909; they manufactured Zeppelin engines. After the signing of the Versailles Treaty in 1919 the company started producing large luxury vehicles, branded as “Maybach”. He died in 1929 and was succeeded by his son Karl Maybach. From around 1936 Maybach-Motorenbau designed and made almost all the engines fitted in German tanks and half-tracks used during World War 2, including those for the Panther, Tiger I and Tiger II heavy tanks.
Continuing after the war, Maybach Motorenbau remained a subsidiary of Luftschiffbau Zeppelin, making diesel engines. During the 1960s Maybach came under the control of Daimler-Benz and was renamed MTU Friedrichshafen.
In 2002 the Maybach brand name was revived for a luxury make but it was not successful. On 25 November 2011 Daimler-Benz announced they would cease producing automobiles under the Maybach brand name in 2013.
In 2014, Daimler announced production of an ultra-luxury edition of the Mercedes-Benz S-Class under the new Mercedes-Maybach brand.
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9. **Merkur**: The high-rolling 1980s created a fervent demand for European sport sedans, a segment where Ford already enjoyed considerable success across the Atlantic with its comprehensive lineup of Euro-specific models. Encouraged by the strong sales of German-engineered vehicles like the Capri and Fiesta in the U.S. during the 1970s, Ford decided to elevate its game and tap into the higher end of this lucrative market. Thus, the Merkur brand was launched in 1985, poised to introduce sophisticated European performance to American buyers.
The Merkur lineup initially comprised two compelling models. First was the XR4Ti, a hot-rod version of the European Sierra, powered by a modified Mustang SVO engine. This car was envisioned as a sporty, engaging drive for enthusiasts. Joining it was the Scorpio, a plush, upscale variant of Ford’s Euro-market Granada, designed to offer luxury and refinement. Both vehicles showcased distinctive European styling and engineering, promising a unique driving experience for American consumers.
However, Ford made a crucial miscalculation in its distribution strategy by opting to sell Merkur vehicles through Lincoln-Mercury dealerships. This proved to be a significant disconnect. Lincoln-Mercury’s established, often older, buyer base simply had no interest in the more aggressive, “boy-racer” XR4Ti, which, ironically, was also perceived as too soft by serious performance enthusiasts. Similarly, buyers were reluctant to pay Lincoln-level prices for the Scorpio when Mercury’s similarly sized Sable offered a more affordable option, leading to significant brand confusion.
Sales were consistently dismal, never reaching the ambitious targets set for the brand. Compounding these issues, Ford was faced with the impending need to heavily modify the Merkur models to meet new, more stringent U.S. crash standards. Rather than incur the substantial costs, Ford made the difficult decision to axe the entire Merkur brand in 1989, marking a swift and unfortunate end to its European experiment. MotorTrend, in September 1984, captured the XR4Ti’s character: “The inherent—and virtually instantaneous—oversteer can make for lots of fun on mountain roads. Just be sure you’re used to it beforehand.”
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10. **Saab**: The story of Saab is one steeped in unconventional origins and a fiercely independent spirit. Born from Svenska Aeroplan Aktiebolaget—literally the Swedish Airplane Company—in 1937, Saab transitioned from aircraft manufacturing to building small cars with two-stroke engines in 1950. By 1956, Saab established a foothold in the U.S. market, importing its distinctive three-cylinder 93 model to American shores, immediately carving out a niche with its unique design and engineering approach.
As the brand evolved, more conventional, yet still characterful, models emerged, notably the 1967 Sonnet II sportster and the 1969 99 sedan. While these vehicles were better accepted by a broader audience, the name “Saab” and the descriptor “quirky” remained inextricably linked, a testament to their distinctive personality. The 1980s saw Saab ascend to an almost iconic status among the “yuppie” culture with its popular 900 and 9000 models. The addition of sizzling Turbo variants further cemented Saab’s reputation, putting them firmly on the radar of performance enthusiasts who appreciated their blend of practicality and exhilarating drive dynamics.
However, Saab’s independent trajectory began to shift dramatically with General Motors’ acquisition of a stake in the company in 1990. The introduction of the Opel-based 900 in 1994 marked a significant turning point, signaling the beginning of the end for much of Saab’s unique character and engineering philosophy. As GM took full ownership, the brand suffered from a series of poorly received, rebadged models, including the Subaru WRX-based 9-2X and the Chevrolet Trailblazer-based 9-7X, which further alienated loyalists and failed to attract new buyers.
The erosion of its distinctive identity, coupled with the global financial crisis of 2008, led to a catastrophic collapse in sales. General Motors made the difficult decision to shutter Saab in the U.S. in 2010, bringing an end to an era of truly individualistic automotive design and engineering. MotorTrend, in November 1979, had captured the essence of peak Saab with the 900 Turbo: “It may not be the perfect car, but it’s close.”
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11. **Saturn**: In the late 1980s, facing intense pressure from Japanese automakers, General Motors undertook an ambitious and unprecedented venture: to start entirely fresh with a new company named Saturn. This bold experiment was designed to be a distinct entity within GM, with its own dedicated staff, engineering, manufacturing plant, and even its own dealer network. Seven years in gestation, Saturn’s first cars were plastic-bodied compacts, embodying a new philosophy for American car manufacturing.
The initial rollout of Saturn vehicles was met with strong enthusiasm and robust sales. The brand promised a no-haggle buying experience and a unique customer-focused approach, setting it apart from traditional dealerships. Despite integrating some Japanese manufacturing techniques, however, early quality proved to be distinctly American, challenging the brand’s aspiration to rival the reliability of its Asian competitors.
The immense financial investment GM poured into Saturn — a staggering $5 billion — ultimately took its toll, draining redesign budgets not only for Saturn but for other crucial GM divisions as well. It took nearly a decade for Saturn to expand its lineup beyond the initial S-Series, and as new models eventually arrived, they were increasingly based on existing GM products, diluting the brand’s original promise of unique engineering and identity.
As Saturn’s distinctiveness faded, sales began to flounder. The final blow came with the severe financial crisis of 2008, which forced General Motors to make painful decisions, including the closure of several brands. Saturn was among them. A last-ditch deal to sell the brand to Roger Penske ultimately fell through, and in 2010, GM’s innovative but ultimately ill-fated experiment came to an ignominious end. MotorTrend, in November 1990, reflected on its initial promise: “Next to traditional American cars from any of the domestic manufacturers, the three models from Saturn and the philosophies they represent shine uncharacteristically bright.”
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12. **Sterling**: The late 1980s presented a peculiar dichotomy in the American automotive market: a desire for European styling coupled with a demand for Japanese quality. Recognizing this, Britain’s Rover Group forged an ambitious partnership with Honda, aiming to create a large, sporty luxury car specifically for the U.S. market, to be sold under an entirely new brand: Sterling. The concept seemed promising, leveraging the strengths of both automakers.
The division of labor for the Sterling 825i was clear: Rover contributed the bodywork, giving the car its distinct European aesthetic, while Honda provided the reliable engines. However, in a decision that would prove disastrous, each partner also supplied its own interior design, chassis tuning, and, critically, its own independent electrical system. This fragmented engineering approach, particularly concerning the intricate electrical components, created a fundamental flaw from the outset.
Indeed, the resulting Sterling 825i was a car of contradictions. It boasted a lavish interior, designed to exude British luxury, and offered thrilling driving dynamics that hinted at its sporting intentions. Yet, its tragic build quality, especially its notoriously problematic electrical system, severely undermined these strengths. J.D. Power’s quality statistics painted a stark picture, with Honda’s version, the Acura Legend, consistently at the top, while the Sterling languished at the very bottom of reliability surveys.
This reputation for unreliability led to plummeting sales, as consumers quickly lost confidence in the brand. Even a hefty $6,000 rebate on the 1990 Sterling 827’s already modest $23,300 base price couldn’t reverse its fortunes. By 1991, Rover Group made the difficult decision to kill the Sterling brand. Ironically, Rover found much greater, and enduring, success with another nameplate it introduced to the U.S. in 1987: Range Rover. MotorTrend, in March 1990, expressed a cautious optimism: “Sterling management assures us that all the quality problems have been corrected. We’d like to think so, because, frankly, we like the car.”
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13. **Yugo**: In 1985, a truly remarkable event unfolded in the American car market: the arrival of the Yugoslavian-built Yugo GV (Great Value) with an astonishing price tag of just $3,990, which translates to roughly $11,500 in 2024 dollars. Buyers, drawn by the incredible affordability, literally lined up with checkbooks in hand. It seemed almost too good to be true, and for many, it eventually proved to be.
The Yugo’s allure was its price, but behind that number lay a stark reality. It was essentially a five-year-old Fiat design, built in a communist country not exactly renowned for its high-quality automotive manufacturing. Despite efforts to “spiff up” the car for the U.S. market and employ specially trained workers paid higher salaries for increased diligence, the underlying structural and engineering compromises were undeniable.
Owners quickly discovered that the Yugo was flimsy, fickle, and prone to a myriad of faults. While its price was a clear advantage, its reliability and overall quality were severe disadvantages in a market increasingly demanding durability. Competing against it was the Hyundai Excel, priced at $4,995, which, while not a Toyota Corolla, benefited from solid Mitsubishi bones that were far more palatable to U.S. buyers. The Excel set a bare-minimum standard for reliability and performance that the Yugo simply could not meet.
Yugo sales peaked at a respectable 49,000 units in 1987, but the initial novelty and low price couldn’t overcome its fundamental shortcomings. As word spread about its reliability issues and basic nature, sales rapidly declined. The brand, which initially captured the imagination with its unbelievable price, faded from the market, leaving behind a legacy that is often synonymous with the phrase “you get what you pay for.” MotorTrend’s December 1985 review of the Yugo GV succinctly captured its essence: “No frills, no excuses, no pretension. No indication of personal net worth or good taste. You want snuggly carpeting and high-tech fit-and-finish? Go sit in your Mercedes.”
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As we conclude this journey through the annals of automotive history, reflecting on these 13 ambitious ventures that ultimately marked their final passage, a powerful lesson emerges. The automotive industry is a relentless arena, unforgiving of missteps and constantly demanding innovation, strategic acumen, and unwavering quality. Each of these brands, from the pioneering AMC to the budget-conscious Yugo, represents a chapter of daring ambition, innovative design, and the harsh realities of a fiercely competitive market. Their stories serve as enduring reminders of the passion and ingenuity that drive this industry, and the invaluable experiences gleaned from both spectacular successes and equally significant challenges. The spirit of exploration, both on and off the road, continues to define the very heart of the automotive world, making every turn a potentially unforgettable journey.
