“Optare rumours” is currently this blog’s 107th most popular search phrase. Its popularity has increased over the last couple of days upon news that Optare is ripe for take-over.
Life’s been nothing if turbulent at Optare. By recently considerably slimming down its activity considerably—up to half—and closing its Rotherham facility, Optare was reacting to the dire state of the UK bus manufacturing market. It may be that such a significant change wasn’t enough. It has recently hinted at further consolidation.
Now, Optare has announced it’s received a preliminary take-over approach from an as yet unnamed buyer.
Launch of Optare’s new image plus the Rapta integral double deck shell and Solo+ minibus, in November 2008. The first two are history and, who knows, the third may be also
It’s Optare’s 25th anniversary this month. What a complicated quarter of a century:- Founded phoenix-like in 1985 from the remnants of the former BLMC-owned Charles H Roe bodybuilders that closed during the mid-1980s hiatus.
- A relationship soon developed with Wilts & Dorset, culminating in Optare’s most popular product, the Solo. There followed the Spectra, a sort of Mk 3 Metrobus, following the collapse of MCW.
- Optare joined United Bus, initially DAF Bus (with whom Optare had close connections) and Bova, and also Den Ousten and Danish Automobile Building (DAB).
- When United Bus failed, in 1993, Optare’s management bought the company. It later acquired Autobus with its strange-looking Nouvelle product.
- In 2000, North American Bus Industries (itself Hungarian owned) acquired Optare.
- When NABI hit troubled times in 2005, Optare’s management again bought the company.
Dynamically Driven was Darwen's launch strapline, used here for the first time in November 2007. Note the Cardiff Bus Olympus. Also present was a Preston Bus Esteem. Both have gone though, who knows, the Preston Bus name may return, depending upon the eventual buyer
- Meanwhile, in parallel, in 2007, the Darwen Group again rose phoenix-like following East Lancs entering administration. There followed redundancies and rebranding.
- Darwen Group’s owner set up Jamesstan Investments. Jamesstan bought Optare in March 2008. There followed redundancies at Optare. Four months later, there was a reverse take-over by smaller Darwen of larger Optare and the Darwen name was dropped in favour of Optare.
- In 2009, Optare consolidated operations at Blackburn in the light of poor double deck forward orders, shut its Rotherham site and began planning to scale its workforce back by half, including its large contract personnel.

3 comments:
I cannot help but hope that Optare survives in some form as a builder of buses with a British base, even if it yet again passes into foreign ownership.
From the CityPacer through the Delta, Spectra, Solo and Versa, there have been some really stylish products that have been imitated by many others - both the Palatine 2 and Royale were launched to try and match the passenger appeal of the Spectra.
Although both Wrights and Alexander Dennis are fine companies, Optare somehow always did things that bit differently.
Optare have always done something different, and their products have always caught the imagination of the public- even if some "traditionalist enthusiasts" think their buses look like fishbowls, ugly..the list is endless. I agree, products like the Delta, Spectra, Solo, and even now the Versa have been real trend-setters and have shaped the future of bus design in the UK.
The only thing that really let Optare down was their build quality and the reliability of their integral products, like the Excel and Tempo. At the end of the day, a vehicle sat by the side of the road with the rear engine cover open and hazard lights on doesnt really have a "wow" factor, no matter how stylish or curvy the front is.
I worked on the Alero project and whilst it was an innovative design the engineering was haphazard.
The most common problems were the alternator mounting and the fact that you needed to remove most of the front end bodywork and engine to carry out simple maintenance tasks.
The projected sales were 5 vehicles per week,we were lucky to sell 8 per month,not surprising when you consider that on one test run with 12 VIP's on board the Alero broke down within 500 yards of the factory gate!
Reliability was non existent and constant re-engineering was the order of the day.
Style over substance IMHO.
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