Welcome to Marina & Ital Club Ecosse

Established  2006

BLMC was created in 1968 by the merger of British Motor Holdings (BMH) and Leyland Motor Corporation (LMC),

encouraged by Tony Benn as chair of the Industrial Reorganisation Committee created by the Wilson Labour Government (1964–1970).[3]

At the time, LMC was a successful manufacturer, while BMH was perilously close to collapse. The Government was hopeful LMC's expertise would revive the ailing BMH.

The merger combined most of the remaining independent British car manufacturing companies and included car, bus and truck

 manufacturers and more diverse enterprises including construction equipment, refrigerators, metal casting companies, road surface

 manufacturers; in all,

nearly 100 different companies. The new corporation was arranged into seven divisions under its new chairman, Sir Donald Stokes

 (formerly the chairman of LMC).

While BMH was the UK's largest car manufacturer (producing over twice as many cars as LMC), it offered a range of dated vehicles,

including the Morris Minor which was introduced in 1948 and the Austin Cambridge and Morris Oxford, which dated back to 1959.

After the merger, Lord Stokes was horrified to find that BMH had no plans to replace these elderly designs. Also, BMH's design efforts immediately prior to the merger had focussed on unfortunate niche market models such as the Austin Maxi (which was underdeveloped

and with an appearance hampered by using the doors from the larger Austin 1800) and the Austin 3 litre, which was a car with no discernible place in the market.

BMH had produced several successful cars, such as the Mini and the Austin/Morris 1100/1300 range (which at the time was the

 UK's biggest selling car). While these cars had been advanced at the time of their introduction, the Mini was not highly profitable and the 1100/1300 was facing more modern competition.

The company became an infamous monument to the industrial turmoil that plagued Britain in the 1970s. At its peak, BLMC

owned nearly 40 different manufacturing plants across the country. Even before the merger BMH had included theoretically competing

 marques which were in fact selling substantially similar "badge engineered" cars. To this was added the competition from yet more,

previously LMC marques. Rover competed with Jaguar at the expensive end of the market, and Triumph with its family cars and

sports cars against Austin, Morris and MG. The result was a product range which was incoherent and full of duplication. In addition,

inconsequent attempts to establish British Leyland as a brand in consumers' minds in and outside the UK, print ads and spots were

 produced, causing confusion rather than attraction for buyers. This, combined with serious industrial relations problems

 (principally, the company's relations with hard-line trade unions of the time - which according to files that came to light following the

 collapse of the Soviet Union, had been infiltrated by the KGB[citation needed]); the 1973 oil crisis; the three-day week; high inflation;

 and ineffectual management meant that BL became an unmanageable and financially crippled  whose bankruptcy in 1975 was assured.

Sir Don Ryder was asked to undertake an enquiry into the position of the company, and his report, The Ryder Report

was presented to the government in April 1975. Following the report's recommendations, the organisation was drastically restructured

 and the Labour Government (1974–1979) took control by creating a new holding company British Leyland Limited (BL) of which the government was the major shareholder. The company was now organised into the following four divisions:

Leyland Cars (later BL Cars) – the largest car manufacturer in the UK, employing some 128,000 people at 36 locations,

and with a production capacity of one million vehicles per year.

Leyland Truck and Bus – the largest commercial and passenger vehicle manufacturer in the UK, employing 31,000 people at 12 locations, producing 38,000 trucks, 8,000 buses (including a joint venture with the National Bus Company) and 19,000 tractors per year

Leyland Special Products – the miscellaneous collection of other acquired businesses, itself structured into five sub-divisions:

Construction Equipment – Aveling-Barford, Aveling-Marshall, Barfords of Belton and Goodwin-Barsby

Refrigeration – Prestcold

Materials Handling – Coventry Climax (incorporating Climax Trucks, Climax Conveyancer and Climax Shawloader)

Military Vehicles – Alvis and Self-Changing Gears

Print – Nuffield Press (which printed the company's publications) and Lyne & Son

Leyland International – responsible for the export of cars, trucks and buses, and responsible for manufacturing plants in Africa,

India and Australia, employing 18,000 people

There was positive news for BL at the end of 1976 when its new Rover SD1 executive car was voted European Car of the Year,

having gained plaudits for its innovative design.

In 1977 Sir Michael Edwardes was appointed Chief Executive[6] and Leyland Cars was split up into Austin Morris (the volume car business)

and Jaguar Rover Triumph (JRT) (the specialist or upmarket division). Austin Morris included MG. Land Rover and Range Rover were

 later separated from JRT to form the Land Rover Group. JRT later split up into Rover-Triumph and Jaguar Car Holdings

In 1978 the company formed a new group for its commercial vehicle interests, BL Commercial Vehicles (BLCV) under managing

director David Abell. The following companies moved under this new umbrella:

Leyland Vehicles Limited (trucks, tractors and buses)

Alvis Limited (military vehicles)

Coventry Climax Limited (fork lift trucks and specialist engines)

Self-Changing Gears Limited (heavy-duty transmissions)

BLCV and the Land Rover Group later merged to become Land Rover Leyland.

In 1979 British Leyland Ltd was renamed to simply BL Ltd (later BL plc) and its subsidiary which acted as a holding company

for all the other companies within the group The British Leyland Motor Corporation Ltd to BLMC Ltd.[7]

BL's fortunes took another much-awaited rise in October 1980 with the launch of the Austin Metro, a modern three-door hatchback

which gave buyers a more modern and practical alternative to the iconic but ageing Mini. This went on to be one of the most popular

cars in Britain of the 1980s.

In 1982 most of the car division became the Austin Rover Group marking the end of the Morris and Triumph marques although Jaguar and Daimler remained in a separate company called Jaguar Car Holdings.