and a good example will still impress even today." The engineering levels achieved in the Premier are arguably the most refined in a sedan that was then produced by AMC or Chrysler. The original projections were to have annual production of 150,000 Premiers. Magna International had signed a contract in 1986 to supply body panels for the Premiers. As a result, the automotive supplier received $10 million grants from the governments of both Canada and Ontario to expand the metal stamping plant in Milton, Ontario. However, the Premier did not achieve its sales targets, with calendar year production for 1989 only reaching 32,720 examples. Critics have argued that Chrysler did not properly market the Premier, having confused its intended market. ES models were compared directly with the Audi 80, Acura Legend, and similar ‘import’ sedans, while LX models were aimed at a lower-tier market competing against the Ford Taurus and GM A-platform cars (Buick Century, Chevrolet Celebrity, Oldsmobile Cutlass Ciera). Chrysler also ended up with six different brands after the purchase of AMC, just one less than GM, which was four times as large automaker. Not only could Chrysler not afford to properly promote and advertise each of its brands, but it also faced the legacy of failure by French cars in the United States. The Premier carried many vestiges of AMC and Renault's engineering long after Chrysler acquired the car's design. For example, the vehicle identification number for the entire 1988 model year production retained AMC format. The AMC logo was featured on many of the car's components through to the end of production. The introduction of a rebadged model named Dodge Monaco resulted from a contractual obligation to use 260,000 of the PRV engines over five years, a clause in the AMC buyout from Renault. The Monaco sold in low numbers, and both it and the Premier were canceled in 1992. There was little marketing support for the Premier by the Jeep-Eagle dealers themselves because they were focused on selling the highly successful and more profitable Jeep models. Furthermore, the decision to eventually combine Jeep-Eagle with Chrysler-Plymouth dealers called for the long-term corporate goal of phasing out the Eagle brand. There were 139,051 Premiers and Monacos built at Bramalea. Chrysler paid a penalty for every car not produced and V6 engine not purchased from Renault. A new, "highly advanced" factory (called Bramalea Assembly) was built to manufacture the