To the Editor:
Your article 'Who gets the blame for the failed Rover 75 launch?'(April 10 edition) regarding reasons for the Rover 75 flop was concise and insightful. However, the central issue of poor market understanding and thus product planning was ignored.
The sad truth is that the car was born from corporate myopia, born from idealized business modeling with no connection to real-world market dynamics. Aspirational, high-end Rovers had become an anathema, with consumers preferring alternative Audis and Volvos or 'nearly-new' BMWs and Mercs.
The mainstream executive car market had died witness Ford and GM's experiences.
Bernd Pischetsrieder's vision for Rover was commendable. But the brand should have been allowed to bide its time and grow stronger with small and medium cars until it could flourish using the Rolls-Royce association from 2002.