Borgward is usually an automobile manufacturer originally founded by Carl F. W. Borgward. The original company, based in Bremen with Germany, ceased operations in your 1960s. The Borgward group generated four brands of automobiles: Borgward, Hansa, Goliath and Lloyd.The marque has given that been revived by Carl Borgward's grand son, Christian Borgward, together with his companion Karlheinz L. Knöss, with assistance from Far east investment, and unveiled the business's first new car within over 40 years, the BX7 at this 2015 International Motor Indicate.The origins of Bremen's most significant auto-business go back to 1905 with the institution in nearby Varel of the "Hansa Automobilgesellschaft" and the foundation in Bremen itself associated with "Namag", maker of the Lloyd car. These two businesses merged in 1914 in order to create the "Hansa-Lloyd-Werke A. G. ". After the war, in the troubled financial status then confronting Germany, the business failed to prosper and by the late 1920s faced a bankruptcy proceeding. For Carl Borgward, already the successful creator with the Goliath-Blitzkarren business, the misfortunes of Hansa-Lloyd presented an opportunity greatly to expand this scope of his automotive business, and he took control than it.
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The first "automobile" Carl Borgward created was the 1924 Blitzkarren (super cart), a sort of very small three-wheeled van with 3 hp (1. 5 kW), which was an enormous success available in the market gap it filled. Traders with a small budget purchased for delivery. The Reichspost ordered quite a few for postal service.In 1929, Borgward became the movie director of Hansa Lloyd AG having had time to merge his "Goliath-Werke Borgward & Corp. " with "Hansa-Lloyd. The small Goliath-Blitzkarren had by now evolved into the still three wheeler timber framed synthetic leather bodied 5 or 7 hp Goliath Pioneer. Borgward turned his care about the other businesses as well as led the development with the Hansa Konsul. In February 1937, there came the brand-new Hansa Borgward 2000 in addition to in 1939 the label was shortened to Borgward 2000. The 2000 model was accompanied by the Borgward 2300that always been in production until 1942.After World War II, in 1946 Carl Borgward used a few of the brand names from organizations he had acquired over the years to found three individual companies: Borgward, Goliath and Lloyd. This was intended to increase how much steel allocated to his business during a period of austerity and rationing. For many purposes the firms would be run as a single entity, but in a business operated by way of a man to whom delegation did not come naturally the expansion of legal entities however added unhelpful layers of complexity over the 1950s and encouraged a broadening with the range which finally proved financially unsustainable using the sales volumes achievable. In 1949 company presented the Borgward Hansa 1500.One of the top engineers at Borgward coming from 1938-1952 was Dipl. Ing. Hubert M. Meingast.Production of the Borgward Isabella begun in 1954. The Isabella would become Borgward's hottest model and remained in production for the life of the organization. In 1960 the Borgward P100 was introduced, equipped with pneumatic suspension.Borgward introduced a distinctive line of 1500 cc sports racers inside late 1950s, with the 16-valve engine from these being a successful Formula Two power unit (which has been also used by many F1 privateers in 1961).Although Borgward pioneered technical novelties in the German market such while air suspension and automatic transmission, the company had trouble competing available on the market. While larger companies like Opel and VW took benefit of economies of scale in addition to kept their prices low to achieve market share, Borgward's cost structure was even higher than necessary for its dimensions, as it basically managed as four tiny independent companies and not implemented such basic price tag reduction strategies as shared development and parts sharing relating to the company's makes. Borgward suffered quality problems as well. The Lloyd Arabella was technically advanced as a water-cooled boxer with top wheel drive, but plagued with problems for example water leakage and gearbox glitches. Lloyd lost money on the car just about the most was more expensive as compared to its direct competitors.In 1961, the company was pressured into liquidation by creditors. Carl Borgward died inside July 1963, still insisting the company were being technically solvent. This proved to be true inside sense that after your creditors were paid completely, there was still several. 5 million Marks left over from the business.
Stories of difficulties at Borgward surfaced within the article that appeared within Germany's leading news magazine, “Der Spiegel” on age 14 December 1960”. The very long, detailed, and in places repeating Spiegel article was highlighted through a picture of Borgward, cigar in mouth, on the magazine’s the front cover. It was strongly vital of Carl Borgward's business approach, and included many in the arguments later advanced to describe or justify the business's demise. The widest range regarding cars from any supplier in Germany, produced by three till recently operationally autonomous corporations (Borgward, Goliath and Lloyd) seemed to be supporting a turnover involving only 650 million Represents, placing the overall sales value through the combined Borgward auto companies only in fifth placement among Germany's auto-makers. The 70-year-old Carl Borgward's "hands-on" insistence with an increasingly manic proliferation associated with new and modified versions featuring adventurous, but under-developed technological enhancements ("fast manisch[e] Konstruierwut") presented rise to components which all too often did not work, broke down or chop down apart, resulting in massive payments for pre-delivery remediation and/or submit delivery warranty work that found their sources that are to the company.The December 1960 Spiegel article had not been the only serious public criticism targeting Borgward right now: suddenly stridently negative (in the event more succinct) comments also turned up in the influential mass-market Bild magazine and in television studies. Critical media commentaries additionally appeared concerning large loans on the Borgward Group provided through the local Landesbank.It is apparent how the business was confronting cash-flow difficulties at the conclusion of 1960. Capital intensive businesses for instance auto manufacturing use his or her expensive machines and tools most efficiently as long as they use them constantly on full capacity, but the car market in Europe from the 1950s/60s was more temporary than today, with sales diminishing inside Winter, then peaking in early summer months: Borgward’s inventory of unsold cars towards the end of 1960 was above usual, reflecting ambitious growth strategies, most obviously in respect of america market[11] The December 1960 Spiegel article speculated that of the 15, 000 Borgward cars ordered with the North American dealers throughout 1960 (and in the 12, 000 delivered to them) 6, 000 might have to be taken back following a slump in United states demand. (Borgward was not the only real European auto maker hit by way of North American slump widely used for imported cars through 1960. In the same year two ships carrying Renault Dauphines were turned back in mid-Atlantic because the docks in New york were overcrowded with unsold Dauphines.
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Towards the end of December 1960 Borgward approached the lender for a further 1 million Marks of credit ratings, the loan to be backed by a guarantee from the Bremen regional government which initially the Bremen senators opted for provide. However, following the flood regarding critical press comment the senators withdrew their guarantee. They now required Carl Borgward to pledge this company itself to the state in substitution for the guarantee. After a tense 13-hour meeting widely reported in the still hostile media, Borgward agreed to the senate’s terms on some February 1961, thereby averting the bankruptcy in the business.The Bremen Senate also insisted on appointing a unique nominee as chairman from the company’s supervisory board. The man they selected was Johannes Semler which reports generally describe as being a “Wirtschaftsprüfer” (public auditor), though this designation, especially once translated into English, does less than full justice towards the breadth of Semler’s profession. He had studied regulation at university and worked initially as a lawyer. The scion of a respected Hamburg political family, in 1945 he acquired himself been a founding member of the centre-right CSU party, and was a member of the Bundestag between 1950 and 1953. Despite his Hamburg beginning, Semler was by now based in Munich, with a network of contacts in the Bavarian establishment that most likely included fellow CSU politician along with the future German chancellor, Ludwig Erhard, who in 1948 had succeeded Semler within a top administrative position inside Bizone. The appointment of Johannes Semler since the representative of the Bremen senators to help chair the Borgward supervisory panel would, in retrospect, contribute to the debate that followed the Borgward chapter 7.
About 28 July 1961 Semler, as Chairman of this supervisory board joined the directors from the three companies Borgward, Goliath and Lloyd to instigate proceedings for your establishment of a “Vergleichsverfahren”, which would have provided for the court sanctioned scheme of arrangement enabling the business to continue to trade while as well protecting the interests associated with creditors. [16] Two months later, however, in September 1961, the Borgward and Goliath firms were declared bankrupt, followed in November through the Lloyd business. Subsequent “conspiracy theorists” include suggested that Semler, for reasons of her own, never had any intent of allowing the Borgward auto-businesses to be able to survive.
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