The German middle class was ready for the BMW 1500 when it made their debut at the Frankfurt automotive exhibition in 1961. Orders that flow from thousands soon found BMW that they had a tiger on the tail. BMW was not ready for the 1500.
As a member of the Association of the Automotive Industry (VDA), BMW should not have had the 1500 production long after its public. In 1962 the VDA came to inspect BMW long after the deadline for the start of production. A ‘Potemkin village’ was set up in Milberthofen to show the production of 1500s with about twenty cars on the line. The VDA was not amused, but made the trick. BMW had a long way to go before cars rolled from the assembly line.
The BMW 1500 was different
The German middle class was attracted from 1500 due to its reserved styling – in terms of times and the German values; Not to mention his street and for the time for energetic performance. While the mid -range offer from Ford and Opel repeated American styling cues with fins and wide chrome swaths, the BMW seemed to be authentic. And the court master Kink and the kidney grills told everything at a glance that this was a BMW.
The 3200 CS
The other important car that BMW had shown at the Frankfurt automotive exhibition from 1961 was the 3,200 cs. While the 1500 was a “clean sheet of paper design”, the 3200 CS 502 bits used in a body designed by Bertone. Bertone had entrusted one of her young designers, GoriorTetto Giugiao, to retire the 3200 CS, the last of the 500 series cars. It was never sold in large numbers, but was the inspiration for the 3.0 CS, the E9 coupé – and the “Ne Plus Ultra” by BMW Grand Touring Cars.
The large cars, the 501 and the 502, had neither tense in Milbertshofen, nor had the “Bubble Cars”. But the 700 sold in large numbers and BMW built around 150 700 per day in 1961 and 1962. Additional production room could be found by reuse of the motorcycle test track and the infield for another assembly hall. However, the problem of BMW was just as much a problem for tool and specialists as everything else. But BMW knew that the construction of the 1500 was the key to its future.
In Bremen, Germany, Carl Borgward’s industrial person had folded in 1961. The Goliath, Lloyd, Hansa and Borgward Marques existed. And a close competitor of the BMW 1500, the Borgward Isabella, also died and increased the sales potential of the 1500. In the end, Borgward’s loss of the BMW win, as highly qualified engineers and production instruments were available and were taken up by BMW.
Adverted crisis
There was another problem that had appeared. The orders for the 700 dried after the 1500 had been announced. BMW, strapped after a positive cash flow to keep the lights on (and paid employees), required sales competence to deal with this crisis.
Paul Hahnemann was the new sales manager of BMW. He had left Auto Union after it had been absorbed by Daimler Benz, and then joined Herbert Quandts BMW at the request of Herbert Quandts. When he checked the situation, he did a quick job by identifying the weakest national importer (wholesaler) and made them an offer that they could not reject. The importers of the other country understood the message and decided to accept the 700s and arrange them with the dealers to move them. It didn’t take long for the surplus of 700 to be sent and the cash flow kept the company alive.
A new generation of BMW cars
As soon as the production of the 1500 started seriously, BMW was able to think about expanding the vehicle area. In view of the flexibility of the M115 engine, new models could be built. The 1600, 1800 and 2000 would offer the 1500 episodes and additional performance options for the mid -range buyer. The 1800 Ti/SA was remarkable, of which only 200 units were built and only sold to the driver with a valid competitive license.
The 2.0 -liter version of the M10 received an improved crankshaft with two counterweights for each Rod journal and was known internally as a M05. This led to an increased refinement at a higher speed and would be well received in the BMW 2002. The M05 led to the M06, a six cylinder version of the M05 with seven main camps, double counter-waters on the Rodjournals and “Dre-Kugel vortex” or Trip, Hemi, Hemi, Swirl combination chamber. Due to its refinement, the M06 was often described as a turbine as in its acceleration. These engines would offer the basis for BMW’s premium performance products in the coming years.
With the financial future, BMW could think about future models. And Paul Hahnemann took advantage of additional product niches, including the introduction of the two doors 1600-2 and finally the 2002, which were shared with the limousines from the style of the limousines, but were separate designs.
Buy glass
In addition, new large cars that use the excellent six -cylinder engine could be brought to life. This would require expansion – in particular qualified workers. For BMW, Hans Glas GmbH had fallen in difficult times. Glass was in the nearby Dingolfing and had a number of factory buildings and an experienced workforce. The buildings themselves were impractical for modern automotive production and were wooden structures, but BMW needed the qualified workers. Glass was bought in the mid -1960s, and work began to build a new facility for the manufacturer of BMWS proposed large cars.
Under Hahnemann’s instructions, the dealers and importers achieved significant returns for their franchise companies. However, BMW left money on the table – so that the international dealers harvest a lion’s share in the profit. In 1969, when the current chairman of the board was shortly before retirement, Hahnemann believed that he was a castle for the role of the chairman. However, Herbert Quandt had another candidate for the CEO.
From Kuhnheim Goldener era
On January 1, 1970, Eberhard von Kuhnheim was taken to the chairman of BMW. He had experience in the management of manufacturing companies in Quandts, but no automotive experience. Hahnemann is said to have described the attitude of von Kuhnheim as. “[T]The most expensive training program in the auto industry. “It goes without saying that from Kuhnheim and Hahnemann.
Hahnemann disappeared from Von Kuhnheim within two years. Under Kuhnheim’s leadership, BMW would go a fifty -year -old golden era. In 1972, when Bob Lutz came on board as sales manager, the modernization and rationalization of the BMW sale began. BMW now took on the role of the importer in as many countries as possible to protect their income. Lutz’s impact on the company in his short stay at BMW was enormous to eliminate sales and marketing more for its ability to eliminate sales and marketing than for his known decision to set up BMW Motorsports, M. under von Kuhnheim’s instruction, was tamed and emptied.
There is one last thing that should be mentioned. In 1972 Munich organized the Summer Olympics. The whole city and the Bavarian state were mobilized to support. BMW provided a few modified 1602s for the transport of dignitaries and the pace of some races. They were prototypes known as BMW 1602 electric drive or 1602e electric cars. The future waved.
