1899–1905 Packard was founded by
James Ward Packard, his brother
William, and their partner, George Lewis Weiss, in
Warren, Ohio, where 400 Packard automobiles were built at their factory on 408 Dana Street Northeast, from 1899 until 1903. A mechanical engineer, James Packard believed they could build a better horseless carriage than the
Winton cars owned by Weiss, an important Winton stockholder, after Packard complained to
Alexander Winton and offered suggestions for improvement, which were ignored. Winton replied to the suggestions by essentially telling Packard to "go build your own car". Packard's first car was built in
Warren, Ohio, on November 6, 1899.
Henry Bourne Joy, a member of one of
Detroit's oldest and wealthiest families, bought a Packard. Impressed by its reliability, he visited the Packards and soon enlisted a group of investors, including
Truman Handy Newberry and
Russell A. Alger Jr. On October 2, 1902, this group refinanced and renamed the New York and Ohio Automobile Company as the Packard Motor Car Company, with James Packard as president. Alger later served as vice president. Packard moved operations to Detroit soon after, and Joy became general manager (later chairman of the board). An original Packard, reputedly the first manufactured, was donated by a grateful James Packard to his
alma mater,
Lehigh University, and is preserved there in the Packard Laboratory. Another is on display at the Packard Museum in Warren, Ohio. While the
Black Motor Company's Black went as low as $375,
Western Tool Works' Gale Model A roadster was $500, the high-volume
Oldsmobile Runabout went for $650, and the
Cole 30 and
Cole Runabout were $1,500, Packard concentrated on cars with prices starting at $2,600. The marque developed a following among wealthy purchasers in the United States and abroad, competing with European marques like
Rolls-Royce,
Renault,
Isotta Fraschini, and
Mercedes-Benz. The
Packard plant on East
Grand Boulevard in Detroit was located on over of land. Designed by
Albert Kahn Associates, it included an early use of reinforced concrete for an automotive factory when building #10 opened in 1906. Its craftsmen practised over 80 trades. The dilapidated plant stood until demolition commenced in September 2022, despite repeated fires. The factory is in close proximity to the current General Motors
Detroit/Hamtramck Assembly, which was the former site of the Dodge Vehicle factory from 1910 until 1980. Architect Kahn also designed the
Packard Proving Grounds in
Shelby Township, Michigan.
1906–1930 From this beginning, through and beyond the 1930s, Packard-built vehicles were perceived as highly competitive among high-priced luxury American automobiles. The company was commonly referred to as being one of the "Three Ps" of American motordom royalty, along with
Pierce-Arrow of
Buffalo, New York, and
Peerless of
Cleveland, Ohio. For most of its history, Packard was guided by its president and General Manager
James Alvan Macauley, who served as President of the National Automobile Manufacturers Association. Inducted into the Automobile Hall of Fame, Macauley made Packard the number one designer and producer of luxury automobiles in the United States. The marque was also competitive abroad, with markets in 61 countries. Gross income for the company was $21,889,000 in 1928 (equivalent to $ million in ). Macauley was also responsible for the iconic Packard slogan, "Ask the Man Who Owns One". The
Packard Six was initially introduced as a senior-level luxury platform for three years starting in 1913, then upgraded to the
Packard Twin Six starting in 1916. The first appearance of the Packard "Goddess of Speed" hood ornament was in 1925 on the
Packard Eight and soon adorned all models, while the Cormorant or Swan appeared in the 1930s. The
Adonis hood ornament was briefly used in the late 1920s. In 1931, 10 Packards were owned by the
Imperial House of Japan. Between 1924 and 1930, Packard was also the top-selling luxury brand. In addition to luxury cars, Packard built trucks. A Packard truck carrying a three-ton load drove from
New York City to
San Francisco between July 8 and August 24, 1912. In the same year, Packard had service depots in 104 cities. The
Packard Motor Corporation Building at
Philadelphia, also designed by Albert Kahn, was built in 1910–1911. It was added to the
National Register of Historic Places in 1980. By 1931, Packards were also being produced in Canada. File:Packard Grey Wolf ALAM Handbook.jpg|Ca.1904 Packard Grey Wolf File:Packard 3t (1908-1912).jpg|Packard 3t (1908–1912) File:Packard 5 t (1909).jpg|Packard 5 t (1909) File:Packard 3t (1911) „the largest Truck in the World“.jpg|Packard 3t (1911) „the largest Truck in the World“ File:Packard Amored Car (1915).jpg|Packard Armored Car (1915) File:Packard Motor Car Company 1921.jpg|Gold Bond specimen of the Packard Motor Car Company, issued 15 April 1921 File:Packard Twin Six Touring 1916.jpg|1916
Packard Twin Six Touring (1-35) File:Kegresse tsar17.jpg|A 1916 Packard Twin-Six Model 1-35 Touring Sedan equipped with
Kegresse track belonging to the
Emperor of Russia (1917) File:Packard 426 Roadster 1927.jpg|1927
Packard Fourth Series Six Model 426 Runabout Roadster File:1922PackardEX.jpg|1922 Packard EX truck on display at the
Iowa 80 Trucking Museum, Walcott, Iowa
1931–1936 Entering the 1930s, Packard attempted to beat the stock market crash and subsequent Great Depression by manufacturing ever more opulent and expensive cars than it had prior to October 1929, and began offering different platforms that focused on different price points allowing the company to offer more products and remain competitive. While the
Eight five-seater
sedan had been the company's top-seller for years, the
Twin Six, designed by Chief engineer Jesse G. Vincent, was introduced for 1932, with prices starting at ; in 1933, it would be renamed the
Packard Twelve, a name it retained for the remainder of its run (through 1939). Also in 1931, Packard pioneered a system it called Ride Control, which made the hydraulic
shock absorbers adjustable from within the car. For one year only, 1932, Packard fielded an upper-medium-priced car, the
Light Eight, at a base price of $1,750 (), or $735 () less than the Standard Eight. Packard rivals Cadillac and Lincoln benefited from the huge support structure of GM and Ford. Packard could not match the two new automotive giants for resources. The 1920s had proven extremely profitable for the company and it had assets of approximately $20 million in 1932 ($ million in dollars) while many luxury car manufacturers were almost broke. Peerless ceased production in 1932, converting the Cleveland manufacturing plant automobile production to brewing for
Carling Black Label Beer. By 1938,
Franklin,
Marmon,
Ruxton,
Stearns-Knight,
Stutz,
Duesenberg, and
Pierce-Arrow had all closed. Packard had one advantage that some other luxury automakers did not: a single production line. By maintaining a single line and interchangeability between models, Packard was able to maintain low costs. Packard did not change models as often as other manufacturers. Rather than introducing new models annually, Packard began using its own "Series" formula for differentiating its model changeovers in 1923 borrowing a strategy from GM called
planned obsolescence. The new model series did not debut on a strictly annual basis, with some series lasting nearly two years, and others lasting as brief as seven months. In the long run, Packard averaged approximately one new series per year. By 1930, Packard automobiles were considered part of its Seventh Series. By 1942, Packard was in its Twentieth Series. The "Thirteenth Series" was omitted due to the
western superstition about the number 13. To meet the challenge of the Depression, Packard started producing more affordable cars in the medium price range. This was a necessary step as the demand for hand-built luxury cars had diminished sharply and people who could afford such vehicles were reluctant to be seen in them when unemployment was over 20%. In 1935, the company introduced the
120, its first car under $1000 (). Sales more than tripled that year and doubled again in 1936. To produce the 120, Packard built a separate factory. By 1936, Packard's labor force was divided nearly evenly between the high-priced "Senior" lines (Twelve, Super Eight, and Eight) and the medium-priced "Junior" models, although more than 10 times more Juniors were produced than Seniors. This was because the 120 models were built using thoroughly modern mass production techniques, while the senior Packards used a great deal more hand labor and traditional craftsmanship. Although Packard almost certainly could not have survived the Depression without the highly successful Junior models, they did have the effect of diminishing the Senior models' exclusive image among those few who could still afford a luxury car. The 120 models were more modern in basic design than the Senior models. For example, the 1935 Packard 120 featured independent front suspension and hydraulic brakes, features that did not appear on the Senior Packards until 1937. During this time, Packards were built in
Windsor, Ontario by the Packard Motor Company of Canada to benefit from
Imperial Preference as well as to build right-hand-drive cars for export. Production started in 1931, with the best year being 1937, with just over 2,500 cars built. Production ended in 1939, although the company maintained an office in Windsor for many years. was in time for the 1938 recession. This model also tagged Packards as something less exclusive than they had been in the public's mind and in the long run hurt Packard's reputation of building some of America's finest luxury cars. The Six, redesignated
110 in 1940–41, continued for three years after the war. In 1939, Packard introduced Econo-Drive, a kind of
overdrive, claimed able to reduce engine speed 27.8%; it could be engaged at any speed over . The same year, the company introduced a fifth, transverse shock absorber and made column shift (known as Handishift) available on the 120 and Six. A new body shape was introduced for the 1941 model year, the
Packard Clipper. It was available only as a four-door model on the wheelbase of the 160, but powered by version of straight-8 engine used the 120. '38 Packard (Auto classique Laval '11).jpg|1939 (17th series) Twelve 1941 Packard 180 Formal Sedan.jpg|1941 180 Formal Sedan 1941 Packard 110 Touring Sedan-July 2018 copy.jpg|1941 110 2-Door Touring Sedan
1942–1945 In 1942, the Packard Motor Car Company converted to 100% war production. During
World War II, Packard again built airplane engines, licensing the
Merlin engine from
Rolls-Royce as the
V-1650, which powered the
P-51 Mustang fighter, ironically known as the "Cadillac of the Skies" by GIs in WWII. Packard also built 1350-, 1400-, and 1500-hp V-12 marine engines for American
PT boats (each boat used three) and some of
Britain's patrol boats. Packard ranked 18th among United States corporations in the value of wartime production contracts. By the end of the war in Europe, Packard Motor Car Company had produced over 55,000 combat engines. Sales in 1944 were $455,118,600. By May 6, 1945, Packard had a backlog on war orders of $568 million. The
Clipper became outdated as the new envelope bodies started appearing, led by Studebaker and Kaiser-Frazer. Although Packard was in good financial condition as the war ended, they had not sold enough cars to pay the cost of tooling for the 1941 design. While most automakers were able to introduce new vehicles for 1948 and 1949, Packard could not until 1951. The company updated cars by adding new sheet metal to the existing body (which added of curb weight). offered on top models in 1949 and all models from 1950 onward, but its perceived market reputation now had it as a competitor to
Buick. Designed and built by Packard, the Ultramatic featured a lockup
torque converter with two speeds. Early Ultramatics normally operated only in "high", with "low" having to be selected manually. Beginning in late 1954, it could be set to operate only in "high" or to start in "low" and automatically shift into "high". "High" was intended for normal driving and "Low" was mainly for navigating hills. The Ultramatic made Packard the only American automotive manufacturer other than GM to develop an automatic transmission completely in-house. Ford had chosen to outsource their design to Borg-Warner (Ford had attempted to purchase Ultramatics from Packard to install in Lincolns, but bought Hydramatics until Lincoln developed its own automatic transmission a few years later). Ultramatic did not compare to GM's Hydramatic for smoothness of shifting, acceleration, or reliability. The resources spent on Ultramatic deprived Packard of the opportunity to develop a modern V8 engine. Also, when a new body style was added in addition to standard sedans, coupes, and convertibles, Packard introduced a station wagon instead of a two-door hardtop in response to Cadillac's Coupe DeVille. The
Station Sedan, a wagon-like body that was mostly steel, with a good deal of decorative wood in the back. A total of 3,864 were sold over its three years of production. The Packards of the late 1940s and early 1950s were built with traditional craftsmanship and the best materials, but the combination of the lower-priced Packards leading sales and impacting the prestige of their higher-end models and some questionable marketing decisions, Packard's crown as "king" of the luxury car market was at risk. In 1950, sales dropped to 42,000 cars for the model year. When Packard's president George T. Christopher set the course for an evolutionary styling approach with a facelift for 1951, others wanted a radical new design. Christopher resigned and Packard treasurer Hugh Ferry became president and demanded a new direction. Ferry, who had spent his career at Packard in the accounting department, did not want the job and quickly made it clear that he was serving on a temporary basis until a permanent company president could be found. The 1951 Packards were redesigned. Designer John Reinhart introduced a high-waisted, more squared-off profile fitting the contemporary styling trends — very different from the traditional flowing design of the postwar era. New styling features included a one-piece windshield, a wrap-around rear window, small tailfins on the long-wheelbase models, a full-width grille (replacing the traditional Packard upright design), and blunt "guideline fenders" with the hood and front fenders at the same height. The wheelbase was used on the 200-series standard and Deluxe two- and four-doors, 250-series
Mayfair two-door
hardtops (Packard's first), and convertibles. The higher-end 300 and Patrician 400 models were built on a wheelbase. The 200-series models were low-end models and now included a business coupe. The new appearance had similarities to
Oldsmobiles, which were more moderately priced and sold in greater numbers. The 250, 300, and 400/Patricians were Packard's flagship models and comprised the majority of the production for that year. The Patrician was now the premium Packard, replacing the Custom Eight line. Original plans were to equip it with a engine, but the company decided that sales would not be sufficient to justify producing the larger, more expensive engine, and so the de-bored (previously the middle engine) was used. While the smaller engine offered nearly equal performance in the new Packards to that of the 356, the move was seen by some as further denigrating Packard's image as a luxury car. Neuberger Motors, 1137 Broadway, Hewlett, N. Y.jpg|Packard dealer at 1137 Broadway, Hewlett, New York, ca. 1950–1955 Packard Convertible Coupe 1949.jpg|1949 Packard convertible coupé 1950 Packard Eight Club Sedan in Packard Maroon.jpg|1950 Packard Eight Club Sedan 50packard2.JPG|1950 Packard Eight four-door sedan Flickr - DVS1mn - 51 Packard 300 (13).jpg|1951 Packard 300 1953 Packard Caribbean convertible, Water Mill.jpg|1953 Packard Caribbean convertible 1953 Packard Balboa X in Red and White, front right.jpg|1953 Packard Balboa-X - this hardtop coupe concept did not enter production Since 1951 offered little new from other manufacturers, Packard's redesigned lineup sold nearly 101,000 cars. The 1951 Packards were a mixture of the modern (automatic transmissions) and old (using flathead inline eights when OHV V8 engines were becoming the norm). No domestic car lines had OHV V8s in 1948, but by 1955, every car line offered a version. The Packard inline eight, despite being an older design that lacked the power of Cadillac's engines, produced no vibration. When combined with an Ultramatic transmission, the drivetrain made for a quiet and smooth experience on the road. Packard could not keep up with the horsepower race, which was increasingly moving to high compression, short-stroke engines capable of sustained driving at speeds above . Packard's image was increasingly seen as dowdy and old-fashioned, unappealing to younger customers. Surveys found that nearly 75% of Packard customers had owned previous Packards and few new buyers were attracted to the make. Compounding this problem was the company's geriatric leadership. The Packard board of directors by the early 1950s had an average age of 67. In 1948, Alvin Macauley, born during the
Grant Administration, had stepped down as chairman. Hugh Ferry decided to hire an outsider as president. He recruited
James Nance from appliance manufacturer Hotpoint. At 52, Nance was more than a decade younger than the youngest Packard executive. One reason for the aged leadership of Packard was the company's lack of a pension plan for executives (rank-and-file workers had a pension plan per their
United Auto Workers contract). As a result, Packard executives were reluctant to retire with no source of income other than a
Social Security payment, thus blocking younger men from coming to power in the company. One of James Nance's first actions as president was creating a pension plan to induce Packard executives to retire. Nance worked to snag Korean War military contracts and turn around Packard's badly diluted image. He declared that Packard would cease producing mid-priced cars and build only luxury models to compete with Cadillac. As part of this strategy, Nance unveiled a low-production (only 750 made) model for 1953, the
Caribbean convertible. Competing directly with the other specialty convertibles marketed that year, (
Buick Skylark,
Oldsmobile 98 Fiesta,
Cadillac Eldorado, and
Chrysler New Yorker Deluxe), it was equally well-received and outsold its competition. Nevertheless, overall sales declined in 1953. While the limited edition luxury models such as the Caribbean convertible and the
Patrician 400 Sedan, and the
Derham custom formal sedan brought back some prestige from past Packards, the "high pocket" styling introduced two model years prior was no longer drawing buyers for Packer's volume models. Furthermore, Packard's build quality also began slipping during this period as employee morale decreased. While American independent manufacturers like Packard did well during the early postwar period, supply had caught up with demand and by the early 1950s they were increasingly challenged as the domestic "Big Three"—
General Motors,
Ford, and
Chrysler—battled intensely for sales in the economy, medium-priced, and luxury markets. Those independents that remained in business in the early 1950s, merged. In 1953,
Kaiser merged with
Willys to become Kaiser-Willys. Nash and
Hudson became
American Motors Corporation (AMC). The strategy for these mergers included cutting costs and strengthening their sales organizations to meet the intense competition from the Big Three. In 1953–54, Ford and GM waged a brutal sales war, cutting prices and forcing cars on dealers. While this had little effect on either company, it damaged independent automakers. Nash's president
George W. Mason thus proposed that the four major independents (Nash, Hudson, Packard, and Studebaker) merge into one firm
American Motors Corporation (AMC). Mason held informal discussions with Nance to outline his
strategic vision, and an agreement was reached for AMC to buy Packard's Ultramatic transmissions and V8 engines. They were used in 1955 Hudsons and
Nashes. It did not help that Chrysler and Ford waged a campaign of "stealing" Packard dealerships during the early 1950s. Consequently, Packard's dealer network became smaller and more scattered which made it even more difficult to sell Packard vehicles. Although
Korean War defense contracts brought in badly needed revenue, the war ended in 1953 and the new Secretary of Defense
Charles E. Wilson began cutting defense contracts from all automotive manufacturers other than GM, where he had been president. Packard's last major development was the Torsion-Level
suspension by Bill Allison, dubbed
Torsion Level Ride. The front and rear suspensions on each side of the car side are interconnected by a long torsion bar. This design reduced pitching while allowing for low spring rates, which imbued Packards with a ride that was soft yet controlled. Additionally, this suspension featured an electro-mechanical compensator or "levelizer" that kept the car level regardless of passenger or trunk loading. ==Studebaker-Packard Corporation==