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The encyclopedia · Strategy & Leadership · Strategic decision · 1970–1980

Britain's biggest watch factory made 30,000 a week — Smiths closed it in 1980

Anglo-Celtic in Wales was one of Europe's biggest watch producers. Smiths let it close in 1980 and kept the aerospace business instead.

Smiths Group · Anglo-Celtic Watch Co. · Seiko · 1980

What happened

Smiths, founded in 1851 as a London watch and chronometer shop, grew into one of Britain's largest industrial groups. In 1946 it founded Anglo-Celtic Watch Co. with Ingersoll at Ystradgynlais in the Welsh valleys, on government encouragement — opening the plant in 1947, the Chancellor promised to "create up here among the Welsh mountains a new Switzerland." At its height in the mid-1960s the factory turned out 30,000 finished watches a week from three million parts, exported to more than 60 countries, and employed over 1,400 people.

Two pressures arrived together in the 1970s. Quartz, which began with Seiko's Astron in 1969, made mechanical movements less accurate and more expensive than the alternative — and Smiths, like HMT in India and much of the Swiss industry, had built its tooling, skills and supply chain entirely around mechanical watchmaking. At the same time the factory was being undercut by producers in countries with far lower labour costs. The Brecknock Society's history of the plant puts the weight on the second; accounts of Smiths as a group put it on the first.

By the late 1970s watches and clocks contributed almost nothing to Smiths' revenue. Clock and watch activity at Ystradgynlais ceased in 1980, and Smiths Motor Accessories took over the site. Smiths survived by pivoting to aerospace, defence and medical systems, reorganising into three divisions in 1984. The site itself passed to Lucas in 1983, lost its production to Poland in 1999, and was demolished in 2012; a supermarket and a pub stand there now.

Why it happened

  • Smiths' entire watch operation was built around mechanical movements — the tooling, the workforce skills, and the supply chain could not be adapted to quartz without starting over.
  • As a diversified industrial group, Smiths had other businesses to fall back on; the watch division was allowed to die rather than being rescued with the investment it needed.
  • The British watch market was small relative to Japan's and Switzerland's, making the investment case for quartz retooling harder to justify.
  • The 1,420-person factory in Wales was a fixed-cost commitment to a technology that was becoming obsolete — the closure was the bill for a decade of underinvestment.
What it cost1,400+ jobs; British watchmaking endedcostly

The lesson

Diversification can save the company without saving the business. Smiths is still listed; the factory, the skills and the industry it anchored are gone, and no one rebuilt them.

Aftermath

Smiths Group is now a FTSE 250 aerospace and defence company. Britain has no significant watch manufacturing industry. The case is cited alongside the Swiss quartz crisis and India's HMT collapse.

Sources

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