In September, 1957, Ford Motor Company introduced the Edsel. Named for founder Henry Ford’s son, Edsel B. Ford, the Edsel started life as the E-car, which stood for “experimental car”. The Edsel, placed between the Ford and Mercury brands, was intended to compete with intermediate General Motors lines, such as the Oldsmobile, while the company took the Lincoln brand upmarket. But it was not to be. The Edsel, after years of development, was manufactured for only three years, never appealed to the buying and driving public, lost millions of dollars for Ford Motors, and has since become a catchword for failure.
Edsels were produced for the 1958, 1959, and 1960 model years. The 1958 models introduced in September 1957 included the Citation and Corsair, based on Mercury designs and manufactured in Mercury plants, and the smaller, Ford-based Pacer and Ranger models, manufactured in Ford plants. All models were available as two-door or four-door hardtops. The Citation and the Pacer also had two-door convertible versions. Edsel innovations included its “rolling dome” speedometer and center-of-the-steering-wheel, Push-button Teletouch transmission shifting system. Ergonomically-designed driver controls and self-adjusting brakes (earlier pioneered by Studebaker) were other special features.
The first model year for Edsel sold 63,110 cars in the United States; the second-year sales topped out at 44,891; for the 1960 model year only 2,846 units were produced.
Why did the Edsel fail? Speculators cite primary problems with marketing philosophy and strategy, quality control, design appeal, and competition within a car market heading into recession. Marketing failed to sufficiently research and place the Edsel within the Ford Motor product line for the buying public; switching from Ford or Mercury to Edsel (and back) on the same assembly lines led to manufacturing mistakes; the “horsecollar” (or toilet seat!) grille and confusing rear taillights and steering wheel buttons were unattractive to buyers; and increasing consumer interest in fuel-efficient vehicles also added to Edsel’s demise. Robert McNamara, part of upper-level management at Ford in 1957 and later the first non-Ford family member to serve as company president until President John F. Kennedy recruited him to be Secretary of Defense, never liked having separate brands within the Ford line. He progressively reduced and then eliminated the Edsel advertising budget and finally convinced fellow managers to shut down production in the fall of 1959.
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