“The last properly built Mercedes-Benz, when engineers held sway over the accountants.” This phrase often echoes among classic Mercedes-Benz enthusiasts when discussing models from the 80s and 90s, from the 190E to the R129 SL. However, for many, the pinnacle of this era, and perhaps the very embodiment of that statement, is the Mercedes-benz S-class W140. Yet, mention its internal codename to even seasoned Mercedes-Benz fans, and you might be met with a puzzled expression – a reaction not unlike what the legendary stylist, Bruno Sacco, might have felt contemplating what the C140 S-Class coupe could have become. Even decades after its initial development, Mercedes-Benz itself has done little to actively celebrate the W140’s legacy.
Perhaps this muted acknowledgment stems from the complex and often turbulent development process of the W140. It was a project fraught with internal battles between engineers and management, influenced by the rising prominence of Japanese luxury automakers, and ultimately launched into a world that reacted to its sheer size and presence with a mixture of awe and disapproval. Moreover, the decisions made during its creation had long-lasting repercussions, significantly impacting the esteemed reputation of the Three-Pointed Star.
To truly understand the W140, we must rewind to 1984, the year work commenced on its predecessor’s replacement, the W126. At that juncture, the S-Class was largely considered the benchmark luxury car globally. While the British motoring press of the era often favored domestic brands like Jaguar, influenced perhaps by advertising budgets and long-standing traditions, the Mercedes-Benz W126 comfortably outclassed its rivals in most objective measures. Initially, the Jaguar XJ, a competitor known for its sleek lines, served as a styling inspiration for Sacco’s team as they sought to create a sporty silhouette to challenge BMW’s growing influence in the luxury segment. However, in 1987, a seemingly minor incident triggered a series of changes that would dramatically alter the W140’s trajectory.
Chief engineer Wolfgang Peter and car line manager Rudolf Hornig visited the styling studio to evaluate the ergonomics of a new cockpit mock-up. Both men, towering figures of Germanic stature at over 6 feet 3 inches, encountered an immediate problem: their heads collided with the roof upon entering the model. This brief discomfort for two key figures had profound and lasting consequences for the entire project. In a moment of perceived crisis, the prototype’s removable roof was hastily detached. Upon its removal, both engineers exclaimed in unison, “That’s great now!” Despite objections from the design team, who felt the added height gave the car an ungainly, top-heavy appearance, Mercedes-Benz’s head Werner Niefer sided with the engineering perspective. Sacco’s initial sporty vision was shelved, and the W140 was now mandated to assert its dominance through sheer size and presence on European and North American roads.
Keeping this burgeoning behemoth dynamically sound proved to be an immediate challenge. The increased roof height negatively impacted handling, necessitating a rapid increase in the car’s width. This growth spurt raised serious concerns about the suspension system’s ability to manage the significantly larger and heavier vehicle.
Hornig proposed an unconventional solution, drawing inspiration from early 20th-century horse-drawn limousines which utilized leather straps for cabin suspension. His concept involved a perimeter frame with a separate suspension system to isolate the body from the chassis. While his team invested 18 months and considerable resources exploring this innovative approach, they ultimately couldn’t refine the technology in time for production. The W140 reverted to a more conventional subframe design. This last-minute change might explain why some passengers find the rear-seat ride in a W140, when driven spiritedly, less composed than expected.
Adding to the internal pressures, Mercedes-Benz faced a challenge to its engineering pride from an unexpected rival. BMW’s announcement that its new 7 Series would feature a V12 engine – the first German postwar production car to do so – sent shockwaves through Mercedes-Benz’s executive ranks. Despite Mercedes’ existing V8 engines being more than competitive in terms of performance, a V12 was deemed essential to maintain prestige. Top management mandated the development of a new V12 engine within an incredibly tight 18-month timeframe. The result was the M120, a powerhouse that surpassed BMW’s V12 in output and, in heavily modified form, would later find fame powering the Pagani Zonda supercar.
The ambition to create a supercar-caliber engine briefly extended to discussions within Mercedes-Benz about developing their own flagship supercar. While a dedicated Mercedes-Benz supercar wouldn’t materialize until the late 1990s with the CLK GTR, produced in extremely limited numbers, the spirit of pushing engineering boundaries was clearly present during the W140’s development.
The rapid development of the V12 engine for the W140 necessitated advancements in other areas, notably braking technology. A new high-tech electronic brakeforce distribution system was engineered to provide enhanced braking power to the rear axle during hard deceleration. Coupled with adaptive damping, self-leveling suspension, and an early iteration of Electronic Stability Program (ESP) – now a standard safety feature in almost all modern cars – the W140 became a showcase of cutting-edge automotive electronics. However, perfecting these complex systems came at a significant financial cost.
The original 1989 launch deadline for the new S-Class was missed. Compounding matters, 1989 also marked the arrival of the Lexus LS400. This Japanese newcomer, equipped with a refined 4.0-liter V8 engine, offered comparable luxury and features to the S-Class, but at two-thirds of the price point. The Lexus also boasted superior fuel economy and fewer tax implications in the American market. Almost overnight, Lexus posed a serious threat to Mercedes-Benz’s ambition to dominate the lucrative US luxury car market.
Mercedes-Benz’s response was twofold. First, they escalated the level of luxury in the W140 even further. Features like dual-zone climate control, double-pane window glazing for superior sound insulation, power-assisted trunk and door closing mechanisms, orthopedic seats, and rear parking markers were incorporated, solidifying the W140 as a technological tour de force. Second, to cater to market demands and offer a more accessible entry point, engineers were tasked with creating a short-wheelbase version in time for launch, requiring a four-inch reduction in the wheelbase – a significant undertaking so late in the development process.
By this stage, the W140 project had ballooned into a $1 billion endeavor, making the new S-Class 25 to 40 percent more expensive than its predecessor. This price increase was concerning, but further issues emerged post-launch. The W140’s substantial weight meant that carrying a full complement of five passengers with anything beyond minimal luggage risked exceeding the vehicle’s safe payload capacity. The fallout from these development challenges was significant, with Wolfgang Peter and much of his team facing dismissal or reassignment to less prominent roles within the company.
Despite the internal turmoil, the W140 was finally unveiled at the 1991 Geneva Motor Show. Journalists offered polite applause as a large wooden crate theatrically revealed the imposing sedan beneath. Initial press reports were cautiously optimistic, but public perception soon shifted.
The early 1990s saw the rise of the German Green Party, and environmental consciousness was becoming a significant political issue. While Volkswagen showcased the recyclability of its new Golf, Greenpeace chose the Geneva Motor Show to protest the S-Class, displaying a massive pile of fuel barrels to symbolize its projected fuel consumption over its lifespan.
Even beyond environmental concerns, the overt display of wealth associated with the new S-Class was poorly timed. A global recession had severely impacted luxury car sales. Ferrari Testarossas, symbols of extravagance, were being discounted by 10–15 percent as unsold inventory accumulated in Maranello. The introduction of the two-door SEC/CL coupe version of the W140 a year later did little to improve the model’s public image, largely due to its similarly bulky and, to some, aesthetically challenged design. Automotive journalist Georg Kacher famously quipped that it “looks like someone who’s been bashed on the head,” and ruder descriptions were common.
Despite the wave of negativity, Jurgen Hubbert, then chairman of Mercedes-Benz passenger cars, remained defiant in an interview with Kacher. “The new engines are more fuel-efficient than the previous designs,” he asserted. “The weight is the price to be paid for the levels of comfort the car offers.”
Hubbert conceded that the problematic V12 engine wasn’t strictly necessary, but the same interview revealed a more fundamental challenge facing Mercedes-Benz. “Tokyo says it can do a new car in three years, whereas it takes us at least four-and-a-half years,” he admitted. “In terms of productivity, a competitive Far Eastern make is about 30 percent more efficient than a good European company.”
In a statement that would foreshadow Mercedes-Benz’s direction for the next decade, Hubbert outlined the stark reality: “I’m determined to compensate two-thirds of this 30 percent advantage, but it’s an arduous task.” This drive for efficiency manifested as compromises, and the era of engineers holding absolute sway over vehicle development was coming to an end. Quality suffered noticeably in subsequent models, with the W210 E-Class (1995–2002) notoriously prone to rust straight from the factory – arguably the nadir of Mercedes-Benz quality. In an attempt to regain market share and chase the American market, Daimler-Benz’s ill-fated $36 billion merger with Chrysler in 1998 proved to be an unmitigated disaster, ending with Chrysler being sold off at a $19 billion loss just 11 years later.
By this point, Mercedes-Benz was no longer synonymous with unparalleled build quality, a trend exemplified by the W140’s successor. Numerous Chinese-market W220 S-Classes were recalled, and in the US, a class-action lawsuit was filed due to ventilation drain leaks. Audi’s technologically advanced aluminum-bodied A8 and BMW’s increasingly competitive E38 7 Series further challenged Mercedes-Benz’s dominance. Ironically, the sleeker design of the 1999 W220 S-Class was met with lukewarm reception in Asia, where customers preferred the imposing, slab-sided aesthetic of the W140. In fact, the announcement of the W220 led to a final surge in sales for the outgoing W140.
Despite its initial criticisms, depreciation hit the W140 hard. For years, it was considered an outdated, oversized sedan, with excellent condition examples trading for under $10,000. However, this perception has shifted dramatically in recent years. Over the past four years, values have surged, with those same #2 condition W140s now commanding prices around $30,000.
Perhaps the W140 has finally come into its own, appreciated in the context of modern automotive design trends where vehicle sizes have generally inflated. Its curb weight, ranging from 4170 to 4800 pounds, is now fairly typical for a luxury car. While contemporary engines often surpass even the 389-horsepower output of the 600SEL, the W140 remains adequately powerful by today’s standards. Rare, hand-built AMG versions, produced when AMG was still an independent tuner, have become highly collectible, fetching prices exceeding six figures at auction.
However, the most enduring legacy of the Mercedes-Benz W140 S-Class might be its very human story. While it may be viewed by some as a misstep or even a failure, it stands as a significant milestone – the last of an era. The W140 represents the final Mercedes-Benz where engineering excellence arguably took precedence over budgetary constraints, making it, in the eyes of many, the “last engineers’ Mercedes-Benz.”
