logo. Inside, the cars were only slightly modified, with minor changes made in upholstery, glovebox opening, and gauge position. The speedometer, which in 1963 had resided in the right-hand "hole" in the gauge cluster, was moved to the center position, with the optional clock or tachometer placed on the right. For 1966, McKinnon's Chevrolet-licensed inline-six engine became an option for automatics, and later for manuals as well. The purpose-built Marshal model in three body styles was marketed to police departments. Brochures claimed that "130 mph is merely incidental", the Marshal was available in "Pursuit", "Patrol", and "City" versions. Closure of South Bend facility, December, 1963 Studebaker worked very hard to establish a high-performance image for the 1964 lineup, sending a number of cars to the Bonneville Salt Flats to set new production-car speed records. Advertisements played up the powerful R-series engines, disc brakes and the company's position that Studebakers were "different ... by design" from other American cars. Magazine road test reviews of the new cars were generally positive. One of the more-popular automotive magazines of the day even got to help build the car they would test. Gene Booth, the editor of Car Life magazine, went to South Bend and assisted in building a Daytona hardtop with the full R4 Super Performance Package. This car ended up being the only Studebaker equipped from the factory with the optional 304.5 cubic-inch, dual-quad "R4" engine. Despite styling changes, innovative models like the Wagonaire, the high-performance R-series engines and Super Performance Packages (inspired by the Avanti) that were developed with the help of "Mr. Indy 500" Andy Granatelli (who headed Studebaker's Paxton Products and STP divisions), sales did not increase. By the early autumn of 1963, Studebaker's board of directors acted to slow down the South Bend assembly lines. At the start of the model year, the company was building 60 cars per hour. By late October 1963, some 2,500 workers were laid off and the line speed was reduced. Rumors were spreading in the media that the board of directors and the company's president, Sherwood Egbert, were at odds over the future of the automotive division. The board's opinion was that it was finally time to find a way out of the auto business. Lending strength to the board's argument were the undeniable facts that Studebaker's subsidiary companies were profitable, while the growing losses at the automotive division were bleeding the