Now that Ford has assembled the most complete range of prestige vehicle nameplates in auto history, it can afford to be careful about stretching the brands too far.
Premier Automotive Group Chairman Wolfgang Reitzle finds himself in charge of a luxury fleet that will rival Mercedes-Benz in volume if Jaguar and Volvo meet their growth targets.
Buying Land Rover reinforces Ford's decision a year ago to form the special upmarket division and to hire Reitzle to run it.
Land Rover fits neatly into the Premier structure. If the off-road specialist thrives within Ford like Jaguar has it will reach new heights. Land Rover quality needs improving and its costs need lowering, but it is in far better shape than Jaguar was in 1989.
Ford can now take Premier in one of two directions.
It can give each brand relative autonomy - allowing Jaguar to experiment with sport-utilities and minivans; Volvo to build SUVs and roadsters; Land Rover to make minivans and cross-country station wagons; and Aston Martin to offer near-super-luxury sedans.
Or it could tighten the focus of these brands, relieving them of the responsibility of having to grow by plunging into new segments.
That doesn't mean the brands could not be stretched. But the advantage of owning so many of them is that each can concentrate on what it does best. It has been a long time since any carmaker was satisfied with that objective.