I have just finished reading Robert R. Ebert's book, "Champion of the Lark - Harold Churchill and the Presidency of Studebaker-Packard 1956-1961". For all Studebaker aficionados, this is a 'must read'. I must compliment Mr. Ebert on an accurately researched and excellent reading effort.
In one particular portion of the book, Mr. Ebert kindly quoted comments I made back in 2008. That portion bears repeating as follows:
"There has been speculation among persons interested in the history of Studebaker regarding the true motives of the Board of Directors relative to the closing of the South Bend operations and the move of assembly operations to Canada. That speculation is probably summarized quite well by Stu Chapman, a past-president of the Studebaker Drivers Club, and Studebaker director of advertising and public relations at the Canadian plant from 1964 to 1966. In a June 2008 article in the Studebaker Drivers Club magazine, Turning Wheels, Chapman said the following:
"In previous articles I have written, as well as in numerous speeches delivered, I made it abundantly clear that had Studebaker closed up completely in 1963, they would have faced huge financial penalties for failing to supply dealers with vehicles. Regardless of what some may speculate, the transfer of operations from South Bend to Hamilton was nothing more than a charade that allowed the Corporation to cease automotive operations at the least possible cost".
Robert Ebert goes on to say that Byers Burlingame can be characterized as a risk averter. He saw his primary responsibility was to the shareholders. Product design, planning and marketing were not his strong points and probably not his main interests in his role with the company. When he retired in 1967 he was given credit for bringing the Corporation from an operating loss of approximately $17 million in 1963, to a profit of $16.5 million in 1966. Board Chair Randolph Guthrie said this was one of the truly remarkable corporate recoveries in business annals. What Guthrie and Burlingame totally failed to acknowledge was that the Studebaker Automotive Division under the leadership of Gordon Grundy significantly contributed to that profit picture.
From my personal experience, I again reiterate that, in Canada, we were never given the true opportunity to make Studebaker live. That fact is borne out by the knowledge that Edward G. Dunbar Jr. was brought over from Curtiss-Wright in December 1963 as Corporate Controller, just prior to the closing of South Bend. His specific assignment....DIVESTMENT. In 1972, when Ed Dunbar moved over to Studebaker-Worthington, he had finally concluded the winding up of Studebaker automotive operations in North America.
Thank you again Robert Ebert for your timely recollections. Studebaker will always be known as the true pioneer of the transportation world.
Stu Chapman
In one particular portion of the book, Mr. Ebert kindly quoted comments I made back in 2008. That portion bears repeating as follows:
"There has been speculation among persons interested in the history of Studebaker regarding the true motives of the Board of Directors relative to the closing of the South Bend operations and the move of assembly operations to Canada. That speculation is probably summarized quite well by Stu Chapman, a past-president of the Studebaker Drivers Club, and Studebaker director of advertising and public relations at the Canadian plant from 1964 to 1966. In a June 2008 article in the Studebaker Drivers Club magazine, Turning Wheels, Chapman said the following:
"In previous articles I have written, as well as in numerous speeches delivered, I made it abundantly clear that had Studebaker closed up completely in 1963, they would have faced huge financial penalties for failing to supply dealers with vehicles. Regardless of what some may speculate, the transfer of operations from South Bend to Hamilton was nothing more than a charade that allowed the Corporation to cease automotive operations at the least possible cost".
Robert Ebert goes on to say that Byers Burlingame can be characterized as a risk averter. He saw his primary responsibility was to the shareholders. Product design, planning and marketing were not his strong points and probably not his main interests in his role with the company. When he retired in 1967 he was given credit for bringing the Corporation from an operating loss of approximately $17 million in 1963, to a profit of $16.5 million in 1966. Board Chair Randolph Guthrie said this was one of the truly remarkable corporate recoveries in business annals. What Guthrie and Burlingame totally failed to acknowledge was that the Studebaker Automotive Division under the leadership of Gordon Grundy significantly contributed to that profit picture.
From my personal experience, I again reiterate that, in Canada, we were never given the true opportunity to make Studebaker live. That fact is borne out by the knowledge that Edward G. Dunbar Jr. was brought over from Curtiss-Wright in December 1963 as Corporate Controller, just prior to the closing of South Bend. His specific assignment....DIVESTMENT. In 1972, when Ed Dunbar moved over to Studebaker-Worthington, he had finally concluded the winding up of Studebaker automotive operations in North America.
Thank you again Robert Ebert for your timely recollections. Studebaker will always be known as the true pioneer of the transportation world.
Stu Chapman
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