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Dodge Little Red Wagon Commercial


Published on Jan 31, 2016

Bill Maverick Golden's Dodge Little Red Wagon Commercial



Published on Sep 16, 2015

Bill "Maverick" Golden passed away this week. One of the pioneers of exhibition drag racing, his "Little Red Wagon", wheelstander, thrilled drag fans all across the country for many years, beginning in the 60s. Here he is at Martin US 131 Dragway in 1987 when he brought the "Little Red Wagon" out retirement.
 

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Discussion Starter #62
1967 Plymouth GTX


Published on Feb 1, 2016

1967 Plymouth GTX Television Commercial - Best Quality
 

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Discussion Starter #63
1960 Chrysler Imperial


Published on Aug 9, 2015

1960 Chrysler Imperial Dealer Promo Film

Mopar is a registered trademark of Chrysler Group LLC. Master Tech series training materials are the property of Chrysler Group LLC and are used with permission.
 

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Discussion Starter #64
1969 Plymouth Roadrunner / Barracuda


Uploaded on Jul 29, 2008


Original 60 second color TV commercial from 1969 for the Plymouth Roadrunner Barracuda Fury Valiant and Belvedere. Shows the cartoon Roadrunner character being chased around the showroom floor of a Plymouth Dealer by the Coyote while showing all the Plymouth cars for the year while the announcer talks about the big Plymouth sale going on now. but seems to focas more on the Roadrunner and Barracuda cars in the commercial.
 

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Discussion Starter #65
1962 Chrysler 300H Film


Published on Aug 16, 2014

An original promo from Chrysler Promoting the Chrysler 300, the high performance sports car. Narrated by Morgan Beatty and hosted by Bob Rogers, head of Chrysler Engineering.
 

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Discussion Starter #66
1970 Plymouth Road Runner


Published on May 19, 2012

Master Technicians Sales Training film
 

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Discussion Starter #67
John Riccardo, Chrysler CEO, dies at 91

John Riccardo, Chrysler CEO who helped recruit Iacocca, dies at 91
Embattled chief executive retired months before company's historic U.S. rescue in 1980

February 14, 2016

DETROIT --

John J. Riccardo, the former accountant nicknamed The Flamethrower who rose rapidly to become chairman and CEO of Chrysler and later helped recruit Lee Iacocca to become his successor as the company’s fortunes quickly soured in the late 1970s, died on Saturday. He was 91.

Riccardo died after attending a University of Michigan basketball game in Ann Arbor, Mich. His son Rev. John Riccardo Jr. eulogized his father Sunday during Mass at Our Lady of Good Counsel church in Plymouth, Mich.

Riccardo’s climb through the management and executive ranks at Chrysler was one of the speediest ever at a Detroit automaker. But he abruptly retired as chairman and CEO at age 55 in September 1979 as an ailing Chrysler aggressively courted Congress for a financial lifeline.


His unexpected retirement came about 48 hours after Chrysler was rebuffed by U.S. Treasury Secretary G. William Miller for $1.2 billion in federal loan guarantees. Miller had dismissed the request, detailed in a 102-page survival plan crafted by Riccardo, as "way out of line."

Physically exhausted by Chrysler’s woes and his role as architect of the company’s campaign to secure a government rescue, Riccardo chose to leave because, in his mind and the minds of many, he had become closely associated with the past management of a troubled company.

“It would be most unfair to the new management and to the employees of Chrysler if my continued presence as board chairman should in any way hinder the final passage of our request for federal loan guarantees,” he said at the time.

Riccardo had been hospitalized with a cardiac ailment months earlier in May 1979, and doctors advised him at the time to retire immediately.

‘Real hero’

Riccardo’s sudden departure cleared the way for Iacocca to become chairman and CEO of Chrysler, a few months earlier than planned, after Iacocca had served as president and COO for less than a year.

“He blew himself out of the water to bring Chrysler back to life,” Iacocca wrote of Riccardo in his 1984 biography, Iacocca. “And that is the test of a real hero.”

John J. Riccardo was born in Little Falls, N.Y., on July 2, 1924. He was the son of an Italian immigrant who built bicycles for a living.

He served as an Army truck driver on the Burma Road during World War II and graduated from the University of Michigan with a bachelor’s and master’s degree in economics. He met his wife, Thelma, in a freshman Spanish class at the University of Michigan. They were married for 66 years.

Riccardo, a certified public accountant and protege of longtime Chrysler chairman and CEO Lynn Townsend, joined Chrysler in 1959 as a finance executive on the international operations staff. He became general manager of the company’s export-import division in 1960.

He later was promoted to vice president of Chrysler Canada, assistant general manager of the Dodge car and truck division and the Chrysler-Plymouth division, and vice president of marketing for Chrysler Corp.

Riccardo was named group vice president in charge of Chrysler’s domestic automotive operations in 1967 and later group vice president of the company's U.S. and Canadian automotive business.

His rapid rise up Chrysler’s executive ladder, championed by Townsend, earned him the nickname The Rocket.
John Riccardo, right, was appointed president of Chrysler in January 1970 after the company successfully restructured, and became chairman and CEO in October 1975, succeeding Lynn Townsend, left, his longtime mentor, after steering another wave of cost reductions.

Photo credit: FIAT CHRYSLER

The Control Book

Riccardo was appointed president in January 1970 after Chrysler successfully restructured, and became chairman and CEO in October 1975, succeeding Townsend, his longtime mentor, after steering another wave of cost reductions.

He was often reticent, sometimes shy, when meeting with outsiders, such as journalists.

“Brevity is the most important thing for me at this time,” Riccardo, who had just become president of the company, replied in response to questions at a press conference in January 1970 to introduce Chrysler’s revamped management team.

His automotive career spanned some of Chrysler’s greatest successes -- notably the muscle car era of the 1960s -- as well as the extreme challenges of the 1970s, when the oil embargo, inflation, government regulations and Japanese imports battered Detroit's automakers.

Throughout the volatile 1970s, Riccardo and Chrysler’s management team faced one financial crisis after another, culminating in the automaker’s federal bailout in January 1980, months after he retired.

His tough-mindedness and keen cost-cutting skills earned Riccardo another nickname from colleagues: The Flamethrower.

“Do you want to feed the gun or fire it,” he often said of his management style. He was also known for a short fuse and hot temper.

He kept a black loose-leaf binder in his desk -- the Control Book -- that tracked Chrysler’s daily production, cash outlays and balance, dealer orders, sales and other financial results.

“Ultimately, it is all reduced to numbers,” he told the Detroit Free Press in 1971. “My job is to worry about making profits.”

Front-wheel drive call

Critics said Riccardo failed to make key product and investment moves -- such as the timely introduction of a compact car in the 1970s, when gasoline prices soared -- and was slow to match new offerings from bigger rivals Ford and General Motors.

He also never scuttled the company’s long practice -- first championed by Townsend -- of producing more cars than dealers were ordering.

“Chrysler will always be a boom-or-bust company,” Riccardo famously told Time magazine in 1970.

'Courageous choice'

But in one fateful decision, Riccardo placed a big bet that helped pave the road for Chrysler’s success in years to come.

Chrysler engineers, facing ever strict government fuel economy mandates, were debating whether to adopt front-wheel drive with some 1981 models.

Led by Harold Sperlich, a former star at Ford, many Chrysler engineers were looking way down the road and wanted the cash-strapped company to embrace a front-wheel drive, K car program, even though it would cost $700 million, or $300 million more than a program based on Chrysler’s rear-wheel drive H cars.

In the end, Riccardo made the call to spend more and go with front-wheel drive, a decision that helped Chrysler recover in the early 1980s and eventually spawned the minivan starting in 1984.

“It was a courageous choice,” David Halberstam wrote in his 1985 book, The Reckoning. “It unlocked the future for Chrysler … and placed the company ahead of its American competitors.”

Accounting roots

Townsend and Riccardo first met at Touche, Ross, Bailey & Smart, an accounting firm where both men worked, in 1950.

The two men gained first hand knowledge of the auto industry through key auditing assignments at Touche, Ross -- Townsend on the American Motors and Chrysler accounts and Riccardo with Kaiser-Frazer.

When Townsend left the firm to become Chrysler comptroller in 1957, the two men agreed that if Riccardo ever decided to leave Touche, he would contact Townsend.

War with Washington

As chairman and CEO of Chrysler, Riccardo waged public battles with Washington regulators over safety and environmental rules, insisting the company, one of Detroit's smallest automakers, could not pass the costs of new rules along to U.S. consumers already reeling from inflation.

To raise cash, he sold Chrysler’s international operations in pieces: an Australian unit to Mitsubishi Motors; Venezuela operations to GM; and Brazilian and Argentinean units to Volkswagen AG.

In the biggest automotive divestiture under Riccardo, Chrysler in 1978 divested its European operations -- one of Townsend’s great successes -- for $230 million and a 15 percent stake in Peugeot to the French automaker. The sale made Peugeot the largest auto company in Europe at the time.

But with Chrysler still failing, Riccardo called on President Jimmy Carter in early 1979 to create an independent watchdog to assess the impact of government regulations on the auto industry.

When that idea failed, he pitched a tax credit designed to allow Chrysler to recover money spent meeting government safety and pollution standards.

In July 1979, at a dramatic press conference, Riccardo publicly detailed how deep Chrysler’s financial woes went in proposing immediate federal assistance: The company was bleeding red ink. Second-quarter losses totaled $207 million, and Chrysler owed creditors some $4 billion, or nearly 10 percent of all U.S. corporate debt. About 80,000 unsold vehicles, valued at over $700 million, sat on dealer lots.

Riccardo requested an immediate $1 billion U.S. tax holiday, a two-year delay in federal emissions standards -- at a savings of $600 million for Chrysler -- and UAW concessions.

But it would be months before Chrysler received any form of a lifeline.

Courting Iacocca

Several Chrysler directors and Riccardo first reached out to Iacocca in 1978 after Iacocca had been fired as president of Ford Motor Co. by the company’s chairman and CEO, Henry Ford II.

Riccardo, Iacocca and other Chrysler directors held several secret meetings, including an initial gathering at the Pontchartrain Hotel in downtown Detroit, as part of the company’s courtship of Iacocca.

“It was sad in a way, because he hadn’t even been pushed by Chrysler’s board of directors to approach me. He did it on his own,” Iacocca wrote in his autobiography. “He obviously realized that the company was in deep trouble and that he wasn’t going to be able to nurse it back to health.”

Iacocca was named president and COO of Chrysler on Nov. 2, 1978, with the intention of succeeding Riccardo by the end of 1979, though it was unclear at the time whether Riccardo would stay on as board chairman or nonexecutive chairman.

In one of his last moves to help secure government aid, Riccardo, like Iacocca, agreed in August 1979 to a voluntary pay cut to $1 a year through Sept. 1981.

But several weeks later, pale and drawn and severely fatigued over the negotiations to save Chrysler, Riccardo decided to step down early.

SOURCE
 

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Discussion Starter #68
On This Date: Chrysler Buying American Motors

On This Date: Chrysler Buying American Motors

A look back 29 years ago today!

03/09/2016


CHRYSLER IS BUYING AMERICAN MOTORS; COST IS $1.5 BILLION
By JOHN HOLUSHA, Special to the New York Times
Published: March 10, 1987




DETROIT, March 9— The Chrysler Corporation said today that it had agreed to acquire the American Motors Corporation for about $1.5 billion.

American Motors is a tiny company by auto industry standards, and it has been struggling to survive. But its outlook is improving and it could increase Chrysler's share of the market by a few important percentage points.

Lee A. Iacocca, Chrysler's chairman, said in a statement, ''It'll strengthen both of us in what's already become a tough market.'' Modern Plant Involved

The transaction would give Chrysler the highly profitable Jeep vehicles to broaden its model lineup, as well as A.M.C's modern assembly plant in Bramalea, Ontario, and 1,400 additional dealers.

Chrysler announced that it had agreed to buy the 46 percent of American Motors held by Renault, the French Government-owned car company that bought into American Motors eight years ago. With that, automotive analysts said, the takeover is assured. Chrysler will also offer to buy up the remaining shares from the public. Little of the payment may be in cash.

''It's a great deal for all three companies involved,'' said Jack V. Kirnan, an analyst with the Wall Street firm of Kidder, Peabody & Company. ''Jeep is a major prize.'' Remarkable Comeback

The merger represents a milestone in the remarkable comeback by Chrysler, which was saved from bankruptcy with the assistance of Government-backed loans in the late 1970's.

Since then, improved sales of a succession of new car models, including the popular mini-van, returned the company to prosperity and allowed it to repay the last of the Government-backed loans in 1983. Last year Chrysler earned $1.4 billion, while American Motors lost $91.3 million.

With the merger of the two smallest of the four American-based auto manufacturers, Chrysler demonstrates a new confidence in reaching for a bigger presence in the car market. It also gets a continuing relationship with Renault, one of Europe's largest auto companies.

Based on last year's results, the acquisition would raise Chrysler's share of the combined car and light-truck market in this country to 13.4 percent from 11.7 percent, although leaving it well behind the Ford Motor Company, which had 21.2 percent, and the General Motors Corporation at 38.5 percent. But Chrysler's share could be somewhat bigger than 13.4 percent if the expected improvement at American Motors is realized.

In the financial community, analysts said that Chrysler would be gaining important assets, such as Jeep and the dealer network, at a modest price.

Jeeps fetch as much at $20,000 for the top models, providing high profit margins.

Jeep alone is worth more than $850 million, according to Ann C. Knight, an analyst with Paine Webber, the brokerage house. American Motors' new Ontario plant, which incorporates modern technology, is worth $650 million, she said.

Other analysts have estimated that it would cost Chrysler about $1.2 billion to design competitors for Jeep and prepare a plant to produce the vehicles, which would still lack the well-known Jeep brand name.

The announcement comes after months of conjecture that Chrysler, which is assembling one of its car lines at A.M.C.'s Kenosha, Wis., plant, would make an offer for the company, which endured heavy losses for years, causing a drain on Renault.

Chrysler and American Motors have a long history of cooperation, and the ties between the two have grown closer in recent years. All Jeeps and other A.M.C. four-wheel-drive vehicles use gearboxes made by a Chrysler division, and last year the two companies agreed to assemble some of Chrysler's older rear-wheel-drive cars in the Kenosha plant.

Renault, with financial problems of its own, had indicated a willingness in recent months to discuss a sale of A.M.C., but such talks were apparently disrupted by the assassination of Georges Besse, the head of Renault, in Paris last November.

Bennett E. Bidwell, vice chairman of Chrysler, said today that ''any opportunity we had to do anything came to a grinding halt when Georges Besse was murdered.'' Mr. Besse's replacement, Raymond Levy, only recently resumed the discussions, Mr. Bidwell said. ''The deal came together this weekend, and we signed it this morning,'' he added.

The United Automobile Workers called the merger ''a good match that potentially points the way to a more secure future for workers at both companies.'' The union, which had been in negotiations over work rule concessions at the Kenosha plant, said it would break off the talks for 30 days to allow the situation to clarify.

Chrysler will give Renault $200 million in 10-year notes bearing 8 percent interest and other payments ranging from zero to $350 million based on A.M.C.'s future performance. In addition, Chrysler will assume $767 million of A.M.C.'s debt and will pay $35 million for a half interest in the American Motors Financial Corporation.

Chrysler will also offer Chrysler stock valued at $4 for each American Motors share in public hands. Chrysler officials estimated that would be worth $522 million.

American Motors stock closed at $4.25 a share, up 75 cents, in today's trading on the New York Stock Exchange. The premium above the $4 offering price suggested to some analysts that Chrysler was in the market aggressively buying up stock, perhaps to give it a clear-cut majority when combined with the 46 percent Renault stake.

Chrysler officials said they plan to complete the takeover in June.

Analysts said Chrysler does not need all the plants A.M.C. operates, and they suggested that at least one of its four assembly plants would be sold or closed.

Chrysler and American Motors have been discussing producing Chrysler's subcompact Omni and Horizon models at Kenosha, which has been underutilized because of the collapse in demand for A.M.C's own subcompact car, the Alliance. However, those talks have been held up by Chrysler's insistence that it has to cut labor costs if it is to make such low-priced models profitably.

Mr. Bidwell said today that the company would probably have to decide whether to make the cars at Kenosha before taking over American Motors. The Belvidere, Ill., plant was shut recently for conversion to production of a higher-profit car.

Chrysler has tried to keep its costs under control since escaping from the specter of bankruptcy. But two of A.M.C.'s assembly plants - the Kenosha facility and the Jeep plant in Toledo - date from the turn of the century and have a history of high costs and poor labor relations.

The Standard & Poor's Corporation said that it was studying Chrysler's credit standing and that a downgrade in ratings was likely as a result of the implications of the A.M.C. acquisition. Including unfunded pension obligations and legal contingencies, largely as a result of rollover accidents in Jeeps, Chrysler is paying a total of $2 billion for American Motors, the rating company said.

Mr. Iacocca said Chrysler would continue to distribute Renault cars in North America through the A.M.C. dealer network and would work with the French company to develop new products.

American Motors recently introduced a compact sedan from Renault, the Medallion. It has also planned to introduce a mid-size car, the Premier. Company officials had said this broader product line would give it better prospects for profitability.
SOURCE
 

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Discussion Starter #69
Chrysler | Design by Decade | The First Chrysler


Published on Apr 1, 2016

The 1924 B70 was the very first Chrysler, yet it shares design characteristics with vehicles we still produce today. Chris Benjamin, Head of Interior Design FCA, walks us through this historic vehicle.




Since the company was founded in 1925, the Chrysler brand has continued to delight customers with its distinctive designs, craftsmanship and intuitively innovative technology – all at an extraordinary value. If you have questions about our products or would like to contact Chrysler directly, please use the "Contact Us" option from our website: Chrysler Official Site - Cars and Minivans.
 

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Chrysler | Design by Decade | Horsepower, Performance and Attitude


Published on Apr 1, 2016

The ’70s: peace, love and a lot of horsepower. Chief Chrysler Designer Mark Hall talks the 1970 Chrysler 300 Hurst, the Chrysler answer to the muscle car.
 

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Discussion Starter #71
Chrysler | History in the Making


Published on Apr 1, 2016

Built from the ground up, the Chrysler brand embodies 90 years of history in the making.
 

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Discussion Starter #72
Chrysler | Design by Decade | Nontraditional Elegance


Published on Apr 1, 2016

In the ’30s, the Chrysler Airflow was ahead of its time. The first car developed in a wind tunnel, it was quieter, sleeker and faster than other cars of the era. Chris Benjamin, Head of Interior Design FCA – North America, on the Airflow’s art deco-inspired design.
 

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Discussion Starter #73
Chrysler | Design by Decade | Stance and Proportion


Published on Apr 1, 2016

The ’90s were a coming-out period in Chrysler design. Stance and proportion came into focus, and that shines through in the 1995 Atlantic Concept. Learn about this one-of-a kind vehicle with Head of Chrysler Design Brandon Faurote.
 

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Discussion Starter #74
The People Hauler


Published on Apr 1, 2016

When the 1984 Plymouth Voyager came out, there was nothing else like it. Head of Chrysler Design Brandon Faurote talks about the very first minivan.
 

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Discussion Starter #75
Design by Decade | Jet Propelled


Published on Apr 1, 2016

The ’60s were a time of optimism and exploration. Chief Chrysler Designer Mark Hall tells us how Chrysler reflected the can-do spirit of the decade in the 1963 Chrysler Turbine.
 

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Discussion Starter #76
Design by Decade | Beautiful Brute


Published on Apr 1, 2016

The ’50s saw the rise of two things: suburbia and the 1955 Chrysler 300. With a 300-horsepower HEMI® engine under the hood, this classic epitomizes power. Chief Chrysler Designer Mark Hall speaks on the “Beautiful Brute.”
 

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Discussion Starter #77
1961 CHP Dodge Polara


Published on May 16, 2016

Morgan Yates and Dave Skaien from the Automobile Club of Southern California stop by the garage to show Jay the club’s fully restored 1961 CHP Dodge Polara.
 

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Discussion Starter #78
New Look 1955 Widescreen



Published on May 8, 2016

From a 16mm negative......but a wide screen format. The 1955 launch film for the new Brand, Imperial and also the Chrysler Brand. Yes, the cars are distorted by this format.
 

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Discussion Starter #79
1961 Chrysler 300G - Jay Leno's Garage


Published on Jul 10, 2016

Designed by the father of the "100 Million Dollar Look", Virgil Exner, the 1961 Chrysler 300G was affectionately known as "The Bankers Hotrod". Jay, along with Model G Expert Bob Jasinski, gives us an in-depth look at Chrysler's first true gentlemen's sportscar.
 

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Discussion Starter #80
1957 Desoto Built for the Road


Published on Jun 28, 2016

1957 Desoto Built for the Road - Engineering Dealer Promo Film

Mopar is a registered trademark of Chrysler Group LLC. Master Tech series training materials are the property of Chrysler Group LLC and are used with permission.
 
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