Vega appears to have been the first GM vehicle designed by committee – the corporate engineering staff – and imposed upon one of its divisions like a turd to be polished. Chevrolet engineering had in fact developed its own subcompact but when presented to corporate it was rejected “out of hand” by Ed Cole, who told them to develop Vega instead, then code-named “XP-887”.

The other reason for the B’s success had to do with GM: once again, after having failed to slow down the VW’s ascent with their 1960-1961 compacts, they were forced to take the small car market seriously. That led eventually to the Vega in 1971, but in the shorter term, it meant marketing the Opel as something other than with which to remodel the garage. Now the Kadett family, which included a new fastback coupe, sedans and wagon, was seen in front of the typical American garage: two Opels for the price of one Buick.

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The Carnection thing was only part of Behlmann’s problems. The fact that no one was buying full-size conversion vans anymore surely couldn’t have helped. Behlmann was by far the biggest dealer in the country for those things. The ’90s SUV craze was a little slower to take hold in STL because Behlmann’s volume allowed them to sell big conversion vans for not much more than a loaded up SUV. Those vans were EVERYWHERE!

The GSi's engine mapping had been carried out by Opel tuning specialists Irmscher. A model with the 82 PS (60 kW) 1.4 L multi point fuel injected engine, which was otherwise mechanically identical to the GSi, also became available as the Nova SRi in the United Kingdom. In January 1988, a turbocharged version of the Isuzu diesel engine was introduced, with power increased to 67 PS (49 kW).[8]
World War II brought to Rüsselsheim the only year in the history of Opel – 1945 – in which it produced fewer vehicles since that first Lutzmann-authored Opel was made in 1899. Before the conflict broke out, the Adam Opel AG had established itself as the largest motor vehicle manufacturer in Europe. The combination of Opel know-how with GM resources had produced outstanding results. In spite of stifling red tape, the economic atmosphere in Germany in the 1930s had powerfully fertilised the growth of this and other auto companies, but in the case of Opel, at least, the expansion of this industrial machine clearly was not directed in any way toward military objectives.
On 29 February 2012, Opel announced the creation of a major alliance with PSA Peugeot Citroen resulting in GM taking a 7% share of PSA, becoming PSA's second-largest shareholder after the Peugeot family. The alliance was intended to enable $2 billion per year of cost savings through platform sharing, common purchasing, and other economies of scale.[25] In December 2013, GM sold its 7% interest in PSA for £250 million, after plans of cost savings were not as successful.[26] Opel was said to be among Europe's most aggressive discounters in mass-market.[27] GM reported a 2016 loss of US$257 million from its European operations.[26] It is reported that GM has lost about US$20 billion in Europe since 1999.[28]

In the early 1990s, South African Kadett GSi's were further upgraded based on their success in production car racing and initially 500 special units were built as road cars for homologation purposes. This was a minimum requirement for entry into the Stannic Group N races. They went against BMW's 325iS (A 2.7 litre homologation special from BMW). They featured more aggressive 276-degree camshafts made by Schrick with 2 different settings for timing overlap (110° and 107°), revised intake and exhaust modifications (4-in-1 branch manifold and freeflow exhaust), Irmscher spring kit, modified engine management system by Promotec, a limited slip differential developed by Andre Verwey and special Aluett 7Jx15-inch ET35 alloy wheels, they were nicknamed the "Superboss"[29] and held the world record for the most torque per litre (114 Nm per litre) for a naturally aspirated car until 2009 being beaten by the Ferrari 458 (117 Nm per litre). After the first 500 units were produced, many more were built to satisfy public demand.
While the Ipanema clearly succeeded the Marajó, production of the Chevette (by now in sedan form only, the hatchback having been discontinued after the 1987 model year) and of the Kadett noticeably overlapped; the newer model was placed above the old one in Chevrolet's lineup. While Chevrolet entertained the possibility of a pick-up version of the Kadett E, it never materialized.
Within Opel the Calibra was a car with potential but sadly much of it was unrealised. Valmet Automotive in Finland, who had a manufacturing facility that build Calibras alongside the German plant, produced two handsome convertible prototypes that never saw production. A Saab coupe based on the Calibra was also rumoured but, again, never saw the light of day.
However, Opel Team Joest was in for a tough fight. Not only had Alfa Romeo not been sitting on their hands, Mercedes-Benz had finally found the time to build a proper Class 1 car. Although the C180 V6 DTM lacked four wheel drive and only produced 400 horsepower, it featured a 6-speed sequential transmission, F1-derived active suspension, an innovative active ballast system which counteracted the pitching and diving of the nose under acceleration and braking and an all-carbon bodyshell bringing weight down to 980 kg (2161 lbs).
^ General Motors Austria Gesellschaft m.b.H. (GMA, founded 1963 as sales organisation; from 1979: Administration, Non-productive Departments an Sales) and General Motors Austria Werke Gesellschaft m.b.H. (GMAW founded 1979; Production). In November 1987 GMAW (Austrian Handelsregister, HRB 24.436) were merged into GMA (HRB 20.133b, actual Firmenbuch FN 110500a).
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