The new company produced a series of well-regarded mountain bikes bearing the Schwinn name, called the Homegrown series.[61] In 2001, Schwinn/GT declared bankruptcy. In September 2001, the Schwinn Company, its assets, and the rights to the brand, together with that of the GT Bicycle, was purchased at a bankruptcy auction by Pacific Cycle, a company previously known for mass-market brands owned by Wind Point Partners.[62] In 2004, Pacific Cycle was in turn acquired by Dorel Industries. Ignaz Schwinn was born in Hardheim, Baden, Germany, in 1860 and worked on two-wheeled ancestors of the modern bicycle that appeared in 19th century Europe. In 1895, with the financial backing of fellow German American Adolph Frederick William Arnold (a meat packer), he founded Arnold, Schwinn & Company. Chicago became the center of the American bicycle industry, with thirty factories turning out thousands of bikes every day. Bicycle output in the United States grew to over a million units per year by the turn of the 20th century.
Arnold, Schwinn, & Co. (as it remained until 1967) was on the verge of bankruptcy. With no buyers, Excelsior-Henderson motorcycles were discontinued in 1931.[5] Ignaz’s son, Frank W. Putting all company efforts towards bicycles, he succeeded in developing a low-cost model that brought Schwinn recognition as an innovative company, as well as a product that would continue to sell during the inevitable downturns in business cycles. W. Schwinn returned to Chicago and in 1933 introduced the Schwinn B-10E Motorbike, actually a youth’s bicycle designed to imitate a motorcycle.
While the Paramount still sold in limited numbers to this market, the model’s customer base began to age, changing from primarily bike racers to older, wealthier riders looking for the ultimate bicycle. Schwinn sold an impressive 1.5 million bicycles in 1974, but would pay the price for failing to keep up with new developments in bicycle technology and buying trends. While every large bicycle manufacturer sponsored or participated in bicycle racing competition of some sort to keep up with the newest trends in technology, Schwinn had restricted its racing activities to events inside the United States, where schwinn mountain bike predominated. As a result, Schwinns became increasingly dated in both styling and technology. By 1957, the Paramount series, once a premier racing bicycle, had atrophied from a lack of attention and modernization. Aside from some new frame lug designs, the designs, methods and tooling were the same as had been used in the 1930s.
We’ve got a wide selection of bike sizes and styles, including electric, to fit a wide variety of riders.
During this period, bicycle sales enjoyed relatively slow growth, with the bulk of sales going to youth models. In 1900, during the height of the first bicycle boom, annual United States sales by all bicycle manufacturers had briefly topped one million. By 1960, annual sales had reached just 4.4 million.[10] Nevertheless, Schwinn’s share of the market was increasing, and would reach in excess of 1 million bicycles per year by the end of the decade. In late 1997, Questor Partners Fund, led by Jay Alix and Dan Lufkin, purchased Schwinn Bicycles. Questor/Schwinn later purchased GT Bicycles in 1998 for $8 a share in cash, roughly $80 million.
From top to bottom, they’re designed to help kids in motion stay in motion. With historic roots in outdoor cycling, Schwinn®’s focus has always been on authenticity and quality. We brought the feel of the road to indoor cycling with the same expertise and education that drives the industry forward. Schwinn is an informational schwinn cruiser bike and educational source for all things Indoor Cycling. Starting in 2005, Schwinn also marketed Motorscooters under the Schwinn Motorsports brand.[68] Production ceased in (approx). The Sting-Ray[28] sales boom of the 1960s accelerated in 1970, with United States bicycle sales doubling over a period of two years.
F. Goodrich bicycles, sold in tire stores, Schwinn eliminated the practice of producing private label bicycles in 1950, insisting that the Schwinn brand and guarantee appear on all products. In exchange for ensuring the presence of the Schwinn name, distributors retained the right to distribute Schwinn bikes to any hardware store, toy store, or bicycle shop that ordered them. W. Schwinn tasked a new team to plan future business strategy, consisting of marketing supervisor Ray Burch, general manager Bill Stoeffhaas, and design supervisor Al Fritz. By the mid-1970s, competition from lightweight and feature-rich imported bikes was making strong inroads in the budget-priced and beginners’ market. While Schwinn’s popular lines were far more durable than the budget bikes, they were also far heavier and more expensive, and parents were realizing that most of the budget bikes would outlast most kids’ interest in bicycling.