While 255 and 302 cubic inch V8’s were available, the general public reaction was comparable to that of the Lincoln Mark VI, also introduced in 1980, outlined in a fanciful fashion here. Standard equipment under the hood was a 200 cubic inch straight six – an engine that had powered umpteen thousands of Falcons and the first time a Thunderbird had ever been motivated by a lowly six-banger. Sales for recession ridden 1980 were down to 157,000 and would free-fall to 42,000 by 1982. While it was proof that with enough hutzpah one can make what appears to be a silk purse out of a sow’s ear (it was based on the Torino, after all), having a repeat performance simply was not meant to be for the new 8th Generation 1980 model. The 7th Generation Thunderbird of 1977 to 1979 had been a phenomenal success selling 285,000 units in 1979, with a 1978 peak of 352,000 units. So Ford should have been cognizant of the need (expectation?) to equal their greatest hit of the 7th Generation Thunderbird. Ford had learned such things with the Edsel.

A single failure can cause a ripple effect for years.

The paradox of success applies to the auto industry in an even harsher fashion. Conversely, the follow-up to the original “The Exorcist” was a disappointment. Using the entertainment industry as an example, “The Godfather, Part II” was just as successful as the original. But what do you do upon achieving it? Is it so easily repeatable? Everyone, regardless of their endeavors, is seeking it.

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