Word: opels
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Dates: during 1960-1969
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...that Founder Robert Bosch hoped for after his death. Now one of Germany's most diversified corporations (3,100 products), Bosch dominates Europe in the automotive-equipment field. From car radios to fuel injection pumps, its products go not only into such German cars as Volkswagen, Mercedes and Opel but into Italian Fiats, French Peugeots and Renaults as well. Bosch is also Europe's biggest refrigerator maker, manufactures other lines from hearing aids to motorized hand tools...
...Opel 24 (including station wagons), Daimler-Benz 16. No firm is quite so versatile as the Glas company, a little-known family business tucked in the Bavarian village of Dingolfing. Last year it rolled out only 35,000 cars, but offered 32 models, from the tiny Goggomobil to a sports car that is said to "look like a genuine Ferrari...
...Opel last year increased its output by 54%, the biggest production gain of any major automaker in the world; it also raised its sales to $775 million and made a $40 million profit. Equally important, Opel last year enlarged its share of the competitive German auto market from 16% to 23% at the expense of a tough rival, Volkswagen. The Opel auto that did the trick is the little Kadett, which was introduced 18 months ago. After a slow start, the Kadett finally caught on; Opel sold so many Kadetts (177,443) in 1963 that Volkswagen's share...
...Clever strategy is behind Opel's new models. Bought by G.M. in 1929, Opel lost most of its factories to Allied bombs; much of what was left was carted off to Russia. The company pulled itself together after the war by producing medium-priced and thoroughly unexciting autos that became the favorites of German small business men, who would have felt out of place driving a Mercedes. But in the early 1960s, after the company had recovered its financial health, Opel's Ohio-born Managing Director Nelson J. Stork, 59, a veteran in G.M.'s overseas divisions...
...Opel still has a way to go before it overtakes Volkswagen or Daimler-Benz, the maker of Mercedes, both of whose annual sales are well above the $1 billion mark. But Director Stork can draw confidence from the fact that his strategy of offering many models is precisely the same one that Opel's U.S. parent used in the late 1920s to sail past Ford and become the world's largest automaker...