The Chrysler Corporation was an American automobile manufacturer that existed independently from 1925-1998. Chrysler and its subsidiaries became part of the German based
DaimlerChrysler AG after merging with Daimler-Benz in 1998. Prior to the merger in 1998, Chrysler Corporation traded under the "C" symbol on the NYSE. The U.S. operations are
generally referred to today as the "Chrysler Group."
The Chrysler Corporation was founded by Walter P. Chrysler on June 7, 1925, from the remaining assets of the Maxwell Motor Company.
In 1928 Chrysler founded the Plymouth brand at the low priced end of the market and the DeSoto brand in the medium price field. Subsequently, Chrysler acquired the Dodge Brothers
automobile company; all of this was in order to set up a full range of brands similar to that of the General Motors corporation. This process reached its logical conclusion in 1955, when the
Imperial was made a brand of its own and Chrysler marketed a GM-like five-brand lineup. Well before then, though, Chrysler Corporation had become noted both for its engineering features
as well as its periodic financial crises. By the end of the 1930s, the DeSoto and Dodge divisions would flip-flop spots in the corporate pecking order making the lineup Plymouth, Dodge,
DeSoto, Chrysler, and Imperial.
In 1934, the company introduced the Chrysler Airflow, featuring an advanced streamlined body which was among the first to be designed according to scientific aerodynamic principles.
Chrysler also created the industry's first wind tunnel to develop them. Unfortunately, it was not well accepted by the public, and it was the humble Dodge and Plymouth divisions, which had
not been given an Airflow model, which pulled the firm through the Depression years with its conventional but quite popular bodystyles. Plymouth was one of only a few marques that
actually increased sales during the cash-strapped thirties. It was during this decade that the company created a formal parts division under the Mopar (Motor Parts) brand, with the result
that Chrysler products are still often called Mopars.
The unsuccessful Airflow had a chilling effect on Chrysler styling and marketing, which remained determinedly unadventurous through the 1940s and into the 1950s, with the single
exception of the installation of hidden headlights on the very brief production run of the 1942 DeSotos. Engineering advances continued however, and in 1951 the firm introduced the first of
a long and famous series of Hemi V8s. In 1955, things brightened after the stodgy post-war styling with the introduction of Virgil Exner's successful Forward Look designs. With the
inauguration of the second generation Forward Look cars for 1957, "Torsion-Aire" was introduced. This was not air suspension, but an indirect-acting, torsion-spring front suspension
system which drastically reduced unsprung weight and shifted the car's center of gravity downward and rearward, resulting in both a smoother ride and significantly improved handling.
However, a rush to production of the 1957 models led to quality-control problems (mostly related to body fit and finish, resulting in major rusting). This, coupled with a national recession,
found the company again in recovery mode.
In 1960, Chrysler introduced unibody (unitized body) construction, thus making the company first of the Big Three to offer it. Unibody was standard in all Chrysler products except the
Imperial. This gave the body more rigidity and less rattles, and would soon become an industry standard. Its new compact line, the Valiant, opened strong and continued to gain market share
for well over a decade. Valiant was introduced as a division of its own but would become adopted by Plymouth in 1961. Alternators would replace electrical generators in the 1960 Valiant
and then all of the 1961 models as standard equipment, an industry first. The DeSoto marque was axed after the introduction of the 1961 models due in part to the broad array of the Dodge
lines and the general neglect of the division. The same affliction plagued Plymouth as it also suffered when Dodge crept into Plymouth's price range. (This would eventually lead to the
demise of Plymouth several decades down the road.) An ill-advised downsizing of the full-size Dodge and Plymouth lines in 1962 hurt sales and profitability for several years.
In April 1964, the Plymouth Barracuda, which was a Valiant sub-series, was introduced. The huge glass rear window gave the impression of a hatchback with its "love-it-or-hate-it"
styling. Beating the Ford Mustang to the market by almost two weeks, it could be argued that the Barracuda was really the first pony car. However, unlike the Mustang, it did not rob sales of
other division's models. In spite of better build quality than the Mustang, the Mustang still outsold the Barracuda 10-to-1 between April 1964 and August 1965.
In 1966, Chrysler expanded into Europe, by taking over the British Rootes Group, Simca of France and Barreiros of Spain, to form Chrysler Europe. The former purchase turned out to be a
major mistake for the company due to the major industrial relations problem which afflicted the British motor industry at the time. In addition, Rootes had archaic factories and an outdated
product range. Chrysler retired all of the Rootes marques in favor of the Chrysler name. The Simca and Barreiros divisions were more successful, but in the end the various problems were
overwhelming and the firm gained little from these ventures. Chrysler sold in 1978 these assets to PSA Peugeot Citroën, which in turn sold quickly the British and Spanish truck production
lines to Renault of France .
More successfully, at this same time the company helped create the muscle car market in the U.S., first by producing a street version of its Hemi racing engine and then by introducing a
legendary string of affordable but high-performance vehicles such as the Plymouth GTX, Plymouth Road Runner, and Dodge Charger. The racing success of several of these models on the
NASCAR circuit burnished the company's reputation for engineering.
The 1970s brought both success and crisis. The aging but stalwart compacts saw a rush of sales as demand for smaller cars crested after the first gas crisis of 1973. However, an expensive
investment in an all-new full-size lineup went largely to waste as the new 1974 vehicles appeared almost precisely as gasoline prices reached a peak and large-car sales collapsed. 1974
would also mark the end of the Barracuda (and the similar Dodge Challenger) after the redesigned ponycars introduced for 1970 had failed to attract buyers in the shrinking market
segment. At mid-decade, the company scored a conspicuous success with its first entry in the personal luxury car market, the Chrysler Cordoba. However, the introduction of the Dodge
Aspen/Plymouth Volare twins in 1976 did not repeat the success of the discontinued Valiant/Dodge Dart line, and the company had delayed in producing a domestic entry in the now
important subcompact market. Problems were multiplying abroad as well, as Chrysler Europe essentially collapsed in 1977. It was offloaded to Peugeot the following year, ironically just
after having helped design the new Plymouth Horizon and Dodge Omni, on which the increasingly-desperate company was pinning its hopes. Shortly thereafter, Chrysler Australia, which
was now producing a rebadged Japanese Mitsubishi Galant, was sold to Mitsubishi Motors. The subcompact Horizon was just beginning to reach the U.S. market when the second gas crisis
struck, devastating sales of Chrysler's larger cars and trucks, and the company had no strong compact line to fall back on.
In desperation, the Chrysler Corporation on September 7, 1979 petitioned the United States government for US$1 billion in loan guarantees to avoid bankruptcy. At the same time, Lee
Iacocca, a former Ford executive, was brought in to take the position of CEO, and proved a capable public spokesman for the firm. He would also provide a rallying point for Japan-bashing
and instilling pride in American products. His book, Talking Straight was a fitting reply to Akio Morita's 'Made in Japan'. A somewhat reluctant Congress passed the "Chrysler Corporation
Loan Guarantee Act of 1979" (Public Law 96-185) on December 20, 1979 (signed into law by President Jimmy Carter on January 7, 1980), prodded by Chrysler workers and dealers in
every congressional district who feared the loss of their livelihoods. With such help and a few innovative cars (such as the K-car platform), especially the invention of the minivan concept, a
market where Chrysler brands are still important, Chrysler avoided bankruptcy and slowly fought its way back. By the early 1980s, the loans were being repaid at a brisk pace and new
models based on the K-car platform were selling well. A joint venture with Mitsubishi called Diamond Star Motors strengthened the company's hand in the small-car market. Chrysler
acquired AMC in 1987, mostly for its Jeep brand although the failing Eagle Premier would be the basis for the later Chrysler LH platform sedans. This bolstered the firm further, although
Chrysler was still the weakest of the Big Three.
In the early 1990s, Chrysler made its first tentative steps back into Europe, setting up car production in Austria, and beginning right-hand drive manufacture of certain Jeep models in a 1993
return to the UK market. The continuing popularity of Jeep, bold new models for the domestic market such as the Dodge Ram pickup, Dodge Viper (badged as "Chrysler Viper" in Europe)
sports car, and Plymouth Prowler hot rod, and new "cab forward" front-wheel drive sedans put the company in a strong position as the decade waned.
Chrysler merged in 1998 with Daimler-Benz to form DaimlerChrysler AG. This was initially touted as a merger of equals, but within a couple of years the truth was evident: it was a buyout
of Chrysler by Daimler-Benz, with the latter being very much the dominant partner. As if on cue, Chrysler went into another of its financial tailspins soon after the merger, greatly depressing
the stock price of the merged firm and causing serious alarm at headquarters in Germany, which sent new CEO, Jürgen Schrempp, to take charge. The Plymouth brand was phased out in
2001, and plans for cost-cutting by sharing of platforms and components began. The strongly-Mercedes-influenced Chrysler Crossfire was one of the first results of this program. A return to
rear-wheel drive was announced, and in 2004, a new Chrysler 300 using this technology and a new Hemi V8 appeared and became a solid hit. Financial performance began to improve
somewhat, with Chrysler now providing a significant share of DaimlerChrysler profits due to restructuring efforts at the Mercedes Car Group. The long-standing partnership with Mitsubishi
was dissolved as DaimlerChrysler divested its stake in the firm due to diving Mitsubishi profits and sales worldwide.
On April 7, 2005, a conclusion was announced by U.S. District Judge Joseph Farnnan Jr. presiding over a bench trial in Wilmington, Delaware between Kirk Kerkorian and DaimlerChrysler
AG regarding allegations that Jürgen Schrempp of Daimler Benz AG, prior to the 1998 merger, lied and manipulated the Security Exchange Commission and Chrysler Corporation's
shareholders (the largest of which was Kirk Kerkorian's Tracinda Corporation) by touting the 1998 merger as a merger of equals, and not an outright acquisition. The judge found in favor of
DaimlerChrysler. However, another case (brought by other shareholders, on the same merit as the Kerkorian case) was settled in 2003 for $300 million. The Kerkorian case took over one
year to decide.