Abstract
In May 1993, Maytag Corporation, the parent company of Hoover, the UK and US market leader in vacuum cleaners, confirmed its decision to close the Hoover plant in Dijon, France, and transfer production to Cambuslang, Scotland. This latest initiative is part of a review by Maytag of its Hoover Europe company, which includes the emergence of a new corporate strategy involving complementary strategic alliances. The first partner is Germany's BSH. Michael McDermott examines Maytag's corporate strategy as well as industry-wide trends since 1980. He suggests that Maytag faces difficulties in competing with industry leaders and is unsure of its future European strategy. Also, the future for Cambuslang appears fragile.
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