The Studebaker-Packard Corporation was the entity created in 1954 by the purchase of the Studebaker Corporation of South Bend, Indiana, by the Packard Motor Car Company of Detroit, Michigan. While Studebaker was the larger of the two companies, Packard's balance sheet and executive team were stronger than that of the South Bend company. In the spring of 1962, Studebaker-Packard reverted its name to "Studebaker Corporation". The following year, the South Bend plant was closed, while its Canadian plant in Hamilton, Ontario, continued to produce Studebaker cars until 1966. The South Bend plant would later be acquired by the Avanti Motor Company. Studebaker Corp. merged with Worthington Corporation one year later. Studebaker-Worthington was a diversified American manufacturer operating the various business units of Studebaker, Wagner Electric and Worthington Corporation. The company was in turn acquired by McGraw-Edison in 1979. Purposes of merger It was hoped that Packard would benefit from Studebaker's larger dealer network. Studebaker hoped to gain through the additional strength that Packard's cash position could provide. Once both companies stabilized their balance sheets and strengthened their product line, the original plan devised by Packard president James J. Nance and Nash-Kelvinator Corporation president George W. Mason was that the combined Studebaker-Packard company would join a combined Nash-Kelvinator Corporation and Hudson Motor Car Company in an all-new four-marque American Motors Corporation. Had the complicated set of combinations gone through as planned, the new company would have immediately surpassed the Chrysler Corporation to become the third of America's "Big Three" automobile manufacturers. However, the sudden death of Mason in 1954 (succeeded by George W. Romney) and disputes over parts-sharing arrangements between the companies doomed any chance of completing the proposed merger. This failure to combine the companies effectively sealed the fates of all four. Packard executives soon discovered that Studebaker had been less than forthcoming in all of its financial and sales records. The situation was considerably more dire than Nance and his team were led to believe; Studebaker's break-even point was an unreachable 282,000 cars at a time when the company had barely sold 82,000 cars in 1954. Furthering the new company's problems was the loss of about 30% of Studebaker's dealer network by 1956. Studebaker-Packard tried a company reorganization in which Studebaker took the part of the volume and commercial car and truck seller from South Bend while Packard was to re-occupy the luxury market - one of Nance's targets