Yeah, a bunch of us at BDM (before we all got laid-off that is) were scratching our collective heads on that one. No bobbers when bobbers got hot.? No baggers when baggers got hot.? Then let's release a bagger too late, and too exspensive.? And now a (potentially) cheaper model (that could possibly carry the company until the economy gets better) is out, but they won't push it at events and shows???
Now I know, ALOT of good peeps have been let go. Including some (not so good) know-it-all-upper-management! I mean really, they put a LAWYER in charge after Messer left!
They fired the paint shop manager with a lifetime of experience, and replaced him with a guy from Harley. Who didn't even know HOW to paint!!! Then they replaced him with the polish shop manager. Who ALSO did not know how to paint!
They're in bed with an awesome machine shop that makes all their billet. So why can't they make more option parts for the bikes? Like picking which wheels, grips, pegs, ect. Maybe even making parts to fit other kinds of bikes. Look at Eddie Trotta, his biggest seller is grips!
They had a paint shop complete with 5 booths, and a shit load of talented people. Yet they would turn their nose up at painting any outside jobs. Like other brands of bikes. Swift will paint just about anything you bring to them. They even frowned on doing matching helmets when requested by perspective buyers.
Their clothing line art was designed OUTSIDE when they had huge pools of talent INSIDE.
Their designers drew up AMAZING designs that will never see the light of day. Because they didn't fit the narrow vision of what BDM wanted to be known for...
Any of these things (or all) could have been utilized to bring cash into the company.
I may not have a degree, but I do know this:
Diversify what you can offer to the consumer
Give options
Use the talents and resources you have internally before outsourcing
Keep an open mind to unconventional possibilities
This is how I run MY business. But what do I know? I'm just a painter...