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The British Motor Industry, 1945-1994A Case Study in Industrial Decline$
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Timothy Whisler

Print publication date: 1999

Print ISBN-13: 9780198290742

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198290742.001.0001

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U-Turn, New Path, or Market Failure? Transforming BL into Rover, 1979–1994

U-Turn, New Path, or Market Failure? Transforming BL into Rover, 1979–1994

Chapter:
(p.360) 10 U-Turn, New Path, or Market Failure? Transforming BL into Rover, 1979–1994
Source:
The British Motor Industry, 1945-1994
Author(s):

Timothy R. Whisler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198290742.003.0011

This chapter discusses the sale of Rover to the German car maker, BMW. The disappearance of Austin, Morris, and Triumph badges reflected Rover's market strategy aim of moving upmarket. BL's wide model range had been narrowed considerably. Accordingly, the firm's traditional objective of high market share and annual volume to achieve economies of scale gave way to a strategy of profitable unit pricing and high capacity utilization and productivity rates.

Keywords:   Rover, BMW, BL, market strategy

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