Post-war Business Activities
He gained greater responsibility for companies which his father had acquired and after 1945, he rebuilt them. He developed a business philosophy of decentralised organisation which gave executives wide powers for decision-making and allowed employees to participate in their company's success.
When Günther died in 1954, the Quandt group was a conglomerate of about 200 businesses including the battery manufacturer, several metal fabrication companies, textile companies and chemical companies (including Altana AG). It also owned about 10% of car company Daimler-Benz and about 30% of BMW. After Günther's death, the conglomerate was divided between his two sons: Herbert and Harald Quandt who was Herbert's half brother.
BMW was an ailing company and in 1959 its management suggested selling the whole concern to Daimler-Benz. Herbert Quandt was close to agreeing to such a deal, but changed his mind at the last minute because of opposition from the workforce and trade unions. Instead he increased his share in BMW to 50% against the advice of his bankers, risking much of his wealth. He was instrumental in turning the company around.
BMW was already planning its BMW 1500 model when Quandt took control. It was launched in 1962 and established a new segment in the car market: the quality production saloon. It occupied a position between the mass production car and the craftsman-built output of the luxury producers. BMW's sophisticated technical skills put it in a strong position to fill this niche. It was this model that put BMW on the path to success.
When Harald died in 1967 in an air crash, Herbert received more shares in BMW, VARTA and IWKA. In 1974 Herbert and Harald's widow, Inge, sold their stake in Daimler-Benz to the Government of Kuwait.
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