Figure 3.1 The Fifteenth Millionth Model T (the last one) with Henry and Edsel Ford, 1927. Henry Ford was forced to shut down production because the Model T’s market share had slumped. The experience served as a painful lesson that the low price of the Model T did not sustain the brand’s sales.
Figure 7.2 Market Share and Median Prices for General Motors’ Five Brands, 1954 Notes: The pyramid represents the market share for new cars held by the five GM brands in 1954, beginning with Chevrolet and moving up to the top brand, Cadillac. GM’s total market share was 50.7 percent, and the five brands each claimed the following shares: Chevrolet, 25.6 percent; Pontiac, 6.5 percent; Oldsmobile, 7.4 percent; Buick, 9.3 percent; and Cadillac 2.0 percent. The pyramid is stylized since the market shares do not represent an exact pyramid. My pyramid is based on a revised model of a price pyramid created by James M. Rubenstein in Making and Selling Cars: Innovation and Change in the U.S. Automotive Industry (Baltimore: Johns Hopkins University Press, 2001), 206.
Figure 1.1 A Curved-Dash Oldsmobile, 1902. Manufacturers conducted many stunts during the early 1900s. The events served different purposes which ranged from displaying vehicles’ novelty to convincing potential car buyers of the machines’ sound operation.
Figure 7.3 Distribution of Car Sales by Income Groups, 1954. Notes: New cars were concentrated among the richest thirty-eight percent of the population; families in the top and middle income groups accounted for most used car sales; and families in the bottom twenty percent of the population bought few cars. My pyramid is based on a revised model of a price pyramid created by James M. Rubenstein in Making and Selling Cars: Innovation and Change in the U.S. Automotive Industry (Baltimore: Johns Hopkins University Press, 2001), 206.