Rick Vosper
All articles by Rick Vosper
What this potential replacement for the venerable derailleur drivetrain tells us about disruptive technology, the concept of net novelty, and the future of the entire cycling industry.
As the largest bike brands struggle to gain controlling share of a flat market, the Quadrumvirate’s Bike 3.0 model has failed in several fundamental ways.
The top four bike brands are currently represented in 52% of U.S. bike shop locations. But what about the other 48%? Is lack of alignment with The Quadrumvirate a one-way ticket to the poorhouse? Available data suggests not.
As the Bike 3.0 model evolves, the rich are getting (somewhat) richer, the poor are getting (a lot) poorer, and the rest of us worker bees are getting told it's all just Business As Usual. And maybe it is.
In Rick Vosper's update to his May 6 editorial, it seems Walmart's Viathon brand has delivered more — and less — than promised.
Last time, I proposed that bike and equipment companies can succeed and grow in a flat market by shifting focus from pushing units to winning — and keeping — customers; and that they can do this by offering a better customer experience, starting at the in-store level. The current installment unpacks that idea in a little more depth, including the question, "how do we pay for all this stuff?"
What will shake up a stagnant bicycle sales market? Retailers dedicated to improving customer service while building brand loyalty.
A deeper look into the Bike 3.0 model, the larger concept of market domination, and into Shimano specifically, perhaps the only truly dominant brand in the Bike 3.0 landscape.
We’re currently 10 — 15 years into the rise of what I’ve been calling Bike 3.0: a few large companies and retailers rising to market dominance, pushing competitors into marginal positions or out of business entirely. Has Bike 3.0 actually succeeded? And in any case, what comes next?
Suppliers see direct-to-consumer sales fulfilled through retailers as a way to turn more prospects into customers and to keep more of the profit dollars. Retailers see it as an end-run around themselves and their hard-earned margins. Are they both right? No, they're both wrong. And here's why.