Borgward is usually an automobile manufacturer originally launched by Carl F. W. Borgward. The original company, based in Bremen with Germany, ceased operations in the 1960s. The Borgward group developed four brands of cars: Borgward, Hansa, Goliath and Lloyd.The marque has considering that been revived by Carl Borgward's grandson, Christian Borgward, together with his partner Karlheinz L. Knöss, with assistance from Oriental investment, and unveiled the business's first new car throughout over 40 years, the BX7 at the particular 2015 International Motor Show.The origins of Bremen's most significant auto-business go back to 1905 with the institution in nearby Varel from the "Hansa Automobilgesellschaft" and the building blocks in Bremen itself connected with "Namag", maker of the Lloyd vehicle. These two businesses merged in 1914 to the "Hansa-Lloyd-Werke A. G. ". After the war, in the troubled financial crisis then confronting Germany, the business failed to prosper and through the late 1920s faced chapter 7. For Carl Borgward, already the successful creator with the Goliath-Blitzkarren business, the misfortunes of Hansa-Lloyd presented an opportunity greatly to expand the scope of his automobile business, and he took control than it.
Foto Borgward al Salone di Francoforte 2015, Foto Saloni dell39;auto
The primary "automobile" Carl Borgward developed was the 1924 Blitzkarren (turbo cart), a sort of small three-wheeled van with only two hp (1. 5 kW), which was an enormous success on the market gap it filled. Traders with a small budget got it for delivery. The Reichspost ordered many for postal service.In 1929, Borgward became the director of Hansa Lloyd AG having been able to merge his "Goliath-Werke Borgward & Corp. " with "Hansa-Lloyd. The small Goliath-Blitzkarren had nowadays evolved into the still three wheeler timber presented synthetic leather bodied 5 or maybe 7 hp Goliath Founder. Borgward turned his attention to the other businesses and led the development from the Hansa Konsul. In February 1937, there came the completely new Hansa Borgward 2000 and also in 1939 the label was shortened to Borgward 2000. The 2000 model was then the Borgward 2300that stayed in production until 1942.After World War II, in 1946 Carl Borgward used many of the brand names from companies he had acquired over the years to found three separate companies: Borgward, Goliath and Lloyd. This was intended to increase the number of steel allocated to his business during a period of austerity and rationing. For many purposes the firms would be run like a single entity, but in a business operated with a man to whom delegation failed to come naturally the growth of legal entities on the other hand added unhelpful layers of complexity through the 1950s and encouraged a broadening in the range which finally proved financially unsustainable with the sales volumes achievable. In 1949 company shown the Borgward Hansa 1500.One of many top engineers at Borgward through 1938-1952 was Dipl. Ing. Hubert M. Meingast.Production of the Borgward Isabella started in 1954. The Isabella would become Borgward's most popular model and remained in production to the life of the corporation. In 1960 the Borgward P100 seemed to be introduced, equipped with pneumatic suspension.Borgward introduced a distinct 1500 cc sports racers in the late 1950s, with the 16-valve engine from these transforming into a successful Formula Two power unit (which was also used by many F1 privateers in 1961).Although Borgward pioneered technical novelties from the German market such because air suspension and intelligent transmission, the company had trouble competing in the market. While larger companies like Opel and VW took good thing about economies of scale and also kept their prices low to get market share, Borgward's cost structure was even higher than necessary for its sizing, as it basically handled as four tiny independent companies and not implemented such basic price reduction strategies as mutual development and parts sharing between the company's makes. Borgward suffered quality problems at the same time. The Lloyd Arabella was technically advanced as a water-cooled boxer with entry wheel drive, but plagued with problems such as water leakage and gearbox snags. Lloyd lost money on the car though it was more expensive than its direct competitors.In 1961, the company was required into liquidation by credit card companies. Carl Borgward died throughout July 1963, still insisting the company ended up technically solvent. This proved to be true in the sense that after the actual creditors were paid 100 %, there was still several. 5 million Marks left from the business.
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Reports of difficulties at Borgward surfaced in the article that appeared inside Germany's leading news journal, “Der Spiegel” on 14 December 1960”. The very long, detailed, and in places repeating Spiegel article was highlighted with a picture of Borgward, cigar in mouth, on the magazine’s entry cover. It was strongly essential of Carl Borgward's small business approach, and included many from the arguments later advanced to spellout or justify the company's demise. The widest range involving cars from any supplier in Germany, produced by three until eventually recently operationally autonomous organizations (Borgward, Goliath and Lloyd) had been supporting a turnover regarding only 650 million Grades, placing the overall sales value on the combined Borgward auto businesses only in fifth situation among Germany's auto-makers. The 70-year-old Carl Borgward's "hands-on" insistence with an increasingly manic proliferation connected with new and modified versions featuring adventurous, but under-developed technological inventions ("fast manisch[e] Konstruierwut") offered rise to components which too often did not work, broke down or droped apart, resulting in massive costs for pre-delivery remediation and/or publish delivery warranty work that found their sources that are to the company.The December 1960 Spiegel article wasn't the only serious open criticism targeting Borgward presently: suddenly stridently negative (in the event that more succinct) comments also resulted in in the influential mass-market Bild newspapers and in television accounts. Critical media commentaries furthermore appeared concerning large loans towards Borgward Group provided with the local Landesbank.It is apparent the business was confronting cash-flow difficulties right at the end of 1960. Capital intensive businesses for example auto manufacturing use the expensive machines and tools most efficiently as long as they use them constantly on full capacity, but the car market in Europe inside 1950s/60s was more seasonal than today, with sales diminishing within Winter, then peaking in earlier summer months: Borgward’s inventory of unsold cars at the end of 1960 was beyond usual, reflecting ambitious growth programs, most obviously in respect of north america market[11] The December 1960 Spiegel article speculated that in the 15, 000 Borgward cars ordered with the North American dealers throughout 1960 (and in the 12, 000 delivered to these people) 6, 000 might have being taken back following a slump in United states demand. (Borgward was not really the only European auto maker hit with a North American slump successful for imported cars through 1960. In the same year two ships carrying Renault Dauphines were turned last mid-Atlantic because the docks in Nyc were overcrowded with unsold Dauphines.
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Towards the end of December 1960 Borgward approached your banker for a further a single million Marks of credit ratings, the loan to be backed by way of guarantee from the Bremen regional government which initially the Bremen senators decided provide. However, following the flood associated with critical press comment your senators withdrew their promise. They now required Carl Borgward to pledge the organization itself to the state in return for the guarantee. After a tense 13-hour meeting widely reported in a still hostile media, Borgward agreed to this senate’s terms on four February 1961, thereby averting the bankruptcy with the business.The Bremen Senate furthermore insisted on appointing its own nominee as chairman on the company’s supervisory board. The man they select was Johannes Semler who reports generally describe as being a “Wirtschaftsprüfer” (public auditor), though this designation, especially once translated directly into English, does less than full justice for the breadth of Semler’s occupation. He had studied regulation at university and worked initially as a lawyer. The scion of a leading Hamburg political family, in 1945 he experienced himself been a founding member of the centre-right CSU celebration, and was a member of the Bundestag between 1950 in addition to 1953. Despite his Hamburg sources, Semler was by this time based in Munich, with a network of contacts inside Bavarian establishment that possibly included fellow CSU politician as well as the future German chancellor, Ludwig Erhard, who in 1948 had succeeded Semler in a top administrative position inside the Bizone. The appointment of Johannes Semler since the representative of the Bremen senators to help chair the Borgward supervisory table would, in retrospect, contribute to the debate that followed the Borgward bankruptcy.
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Upon 28 July 1961 Semler, as Chairman of the particular supervisory board joined the directors in the three companies Borgward, Goliath and Lloyd to instigate proceedings for that establishment of a “Vergleichsverfahren”, which would have provided for a court sanctioned scheme of arrangement enabling the business enterprise to continue to trade while while doing so protecting the interests regarding creditors. [16] Two months later on, however, in September 1961, the Borgward and Goliath organizations were declared bankrupt, followed in November with the Lloyd business. Subsequent “conspiracy theorists” include suggested that Semler, for reasons of his own, never had any objective of allowing the Borgward auto-businesses in order to survive.
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