Founding of Schwinn 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. Schwinn emigrated to the United States in 1891. In 1895, with the financial backing of fellow
German American Adolph Frederick William Arnold (a
meat packer), he founded
Arnold, Schwinn & Company. Schwinn's new company coincided with a sudden bicycle craze in America. 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. The boom in bicycle sales was short-lived, saturating the market years before motor vehicles were common on American streets. By 1905, bicycle annual sales had fallen to only 25% of that reached in 1900. Many smaller companies were absorbed by larger firms or went bankrupt; in Chicago, only twelve bicycle makers remained in business. Competition became intense, both for parts suppliers and for contracts from the major department stores, which retailed the majority of bicycles produced in those days. Realizing he needed to grow the company, Ignaz Schwinn purchased several smaller bicycle firms, building a modern factory on Chicago's west side to mass-produce bicycles at lower cost. He finalized a purchase of motorcycle manufacturer
Excelsior Company in 1912, and in 1917 added the
Henderson Company to form
Excelsior-Henderson. In an atmosphere of general decline elsewhere in the industry, Schwinn's new motorcycle division thrived, and by 1928 was in third place behind
Indian and
Harley-Davidson.
Depression years At the close of the 1920s, the stock market crash decimated the American motorcycle industry, taking Excelsior-Henderson with it. Arnold, Schwinn, & Co. (as it remained until 1967) was on the verge of
bankruptcy. With no buyers, Excelsior-Henderson motorcycles were discontinued in 1931. For the
Aerocycle, F. W. Schwinn persuaded American Rubber Co. to make
balloon tires, while adding streamlined
fenders, an imitation "gas tank", a streamlined, chrome-plated headlight, and a push-button
bicycle bell. The bicycle would eventually come to be known as a
paperboy bike or
cruiser. Schwinn was soon sponsoring a bicycle racing team headed by Emil Wastyn, who designed the team bikes, and the company competed in
six-day racing across the United States with riders such as Jerry Rodman and
Russell Allen. In 1938, Frank W. Schwinn officially introduced the
Paramount series. Developed from experiences gained in racing, Schwinn established
Paramount as their answer to high-end, professional competition bicycles. The
Paramount used high-strength
chrome-molybdenum steel alloy tubing and expensive brass lug-brazed construction. During the next twenty years, most of the
Paramount bikes would be built in limited numbers at a small frame shop headed by Wastyn, in spite of Schwinn's continued efforts to bring all frame production into the factory. On 17 May 1941,
Alfred Letourneur was able to beat the
motor-paced world speed record on a bicycle, reaching on a Schwinn Paramount bicycle riding behind a car in
Bakersfield, California.
Industry dominance By 1950, Schwinn had decided the time was right to grow the brand. At the time, most bicycle manufacturers in the United States sold in bulk to department stores, which in turn sold them as
store brand models. Schwinn decided to try something different. With the exception of
B. 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. In 1952, F. 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. In the 1950s, Schwinn began to aggressively cultivate bicycle retailers, persuading them to sell Schwinns as their predominant, if not exclusive brand. 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 reached to 4.4 million. 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 1946, imports of foreign-made bicycles had increased tenfold over the previous year, to 46,840 bicycles; of that total, 95 per cent were from Great Britain. The postwar appearance of imported "English racers" (actually three-speed "sport"
roadsters from Great Britain and West Germany) found a ready market among United States buyers seeking bicycles for exercise and recreation in the suburbs. Though substantially heavier than later European-style "racer" or sport/touring bikes, Americans found them a revelation, as they were still much lighter than existing models produced by Schwinn and other American bicycle manufacturers. Imports of foreign-made "English racers", sports roadsters, and recreational bicycles steadily increased through the early 1950s. Schwinn first responded to the new challenge by producing its own
middleweight version of the "English racer". The middleweight incorporated most of the features of the English racer, but had wider tires and wheels. The company also joined with other United States bicycle manufacturers in a campaign to raise
import tariffs across the board on all imported bicycles. In August 1955, the
Eisenhower administration implemented a 22.5% tariff rate for three out of four categories of bicycles. However, the most popular adult category, lightweight or "racer" bicycles, were only raised to 11.25%. Despite the increased tariff, the only structural change in foreign imports during this period was a temporary decline in bicycles imported from Great Britain in favor of lower-priced models from the Netherlands and Germany. In 1961, after a successful appeal by bicycle importers, the Eisenhower tariffs were declared invalid by the Court of United States Customs Appeals, and
President Kennedy imposed a new tariff rate at 50% on foreign-made bicycles, a rate which remained in place until 1964. In order to prevent competition among its wholesalers, Schwinn assisted them by dividing up the national market. Schwinn also strengthened its dealer network, shrinking the number of authorized dealers. Since Schwinn could decide who got their bikes and who didn't, the company rewarded the highest volume dealers with location exclusivity, as well as mandating service standards and layouts. In response, the company was sued by the Department of Justice in 1957 for restraint of trade. In a ten-year legal battle, many of Schwinn's practices were upheld by the courts: judges ruled they had the right to have their bicycles sold by retailers equipped to service the bikes as well as sell them. However, in a ruling by the
Supreme Court of the United States in 1967,
U.S. v. Arnold, Schwinn & Co., Schwinn was found guilty of
restraint of trade by preventing distributors shipping bicycles to unapproved dealers. Though the
Arnold decision would be essentially overturned in later rulings, the company stopped working solely through independent local distributors and constructed four regional warehouses from which bicycles would — legally — be sent to shops. While this solved the problem of unfair trade practice with the courts, the new warehouses and distribution system cost millions of dollars at a time of rising competition from foreign manufacturers.
Child and youth markets During the 1960s, Schwinn aggressively campaigned to retain and expand its dominance of the child and youth bicycle markets. The company advertised heavily on television, and was an early sponsor (from 1958) of the children's television program
Captain Kangaroo. The Captain himself was enlisted to regularly hawk Schwinn-brand bicycles to the show's audience, typically six years old and under.
Schwinn Tandems From Schwinn's earliest years in the 1890s to the 1980s, Schwinn produced a series of
tandem bicycles. From 1946 to 1963, the tandem frames were hand brazed with seamless chromoly tubing and featured a short wheelbase with a curved rear seat tube, heavy duty tandem components, and an eccentric front bottom bracket for chain adjustment. In 1959, the tandems were given the model name Town & Country. In 1963, the electro-welded Schwinn Twinn tandem was introduced at a retail price of $99.95, with the Town & Country at $175. The Town & Country disappeared from the catalog in 1964. The Twinn was eventually offered in three different models: the single speed Twinn, a two speed semi-automatic, and the five speed Deluxe Twinn. The Twinn used a straight rear seat tube and an idler sprocket to adjust the timing chain tension, typically found on low-priced tandems. In 1969, the Paramount tandem was introduced, returning to fillet-brazed, seamless chromoly tubing and an eccentric front bottom bracket chain adjustment system. It kept some of the heavy duty features of the discontinued Town & Country model but lengthened the wheelbase and fitted with lightweight components including TA (later Campagnolo) aluminum cranksets, aluminum 27" rims on Campagnolo hubs with heavy, 12-gauge spokes, Brooks leather saddles, Cinelli handlebars and stem, and Campagnolo pedals. 1969 retail price was $397 for both the double-diamond and rear step-through frame designs, each in two different frame sizes in the customer's choice of color. The Paramount tandems were sold alongside the Twinn until 1979, when the retail price of the Paramount had risen to $1,395. In 1975, Schwinn re-introduced the curved rear seat tube on the Paramount models, calling it a "short coupled" design. The Twinn series continued through 1982. From 1989 through 1992, Schwinn offered a tandem called the Duo Sport, which used a lugged frame built with oversized tubing in Japan and equipped with quality, mid-range components. Like the Paramount tandems, the Duo Sport was offered in two different frame sizes.
The Sting-Ray In 1962, Schwinn's designer Al Fritz heard about a new youth trend centered in California for retrofitting bicycles with the accoutrements of motorcycles customized in the "
bobber" or "
chopper" style, including high-rise, "
ape-hanger" handlebars, and low-rider "banana seats". The 1960 Varsity was introduced as an 8-speed bike, but in mid-1961 was upgraded to 10 speeds. Other road bikes were introduced by Schwinn in the early and mid 1960s, such as the Superior, Sierra, and Super Continental, but these were only produced for a few years. The Varsity and Continental sold in large numbers through the 1960s and early 1970s, becoming Scwhinn's leading models. The major difference between the two models was the use of a tubular front fork on the Continental -- both bikes used the same frame design, a lugless, steel unit, using Schwinn's standard Ashtabula cranksets and welded in such a way that the joints were smoothly filled (similar to the joints in 21st-century composite frames). The wheel rims were likewise robust, chromed, stamped steel with a unique profile designed to hold the tire bead securely, even if pressure were low or lost. In the late 1960s, the Varsity and Continental pioneered the use of auxiliary brake levers, which allowed the rider to rest hands on the straight, horizontal center section of the ram's horn handlebars, yet still have braking control. To further improve control from this more-erect riding position, the levers used to move the derailleurs (shifting the chain from one sprocket to the next) were moved from the traditional position on the "down tube" to the top of the headset, on a ring which would turn with the handlebar stem. This feature, attractive to older riders, soon found its way to other Schwinn models, especially those intended for senior citizens. 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. Although the Varsity and Continental series would still be produced in large numbers into the 1980s, even Schwinn recognized the growing market in young adults and environmentally-oriented purchasers, devoting the bulk of their marketing to lighter models intended to pull sales back from the imports.
The bicycle boom International Typical 1970s
Bike boom ten-speed road bike Schwinn's Japanese competitors — brands such as
Fuji,
Miyata,
Panasonic/National,
Bridgestone,
Centurion,
Univega and
Nishiki — had enjoyed tremendous success during the United States' 1970s
bike boom, only to suffer during the late 1980s. Because of the
steep increase in the Yen's value, Nishiki and Univega were ultimately absorbed by Derby International, and manufacture of Nishiki bicycles was moved from Japan in 1989 to
Giant Bicycles in Taiwan. Derby discontinued the Nishiki brand in the United States in 2001.
Pictured: 1977 Nishiki International Manufacturer: Kawamura Cycles, Kobe, Japan United States Importer: West Coast Cycle Frame construction: Lugged Frame material: plain gauge
Cromoly (3 tubes) Fork: high-tensile steel Rear
Derailleur Suntour Cyclone Front Derailleur:
Suntour Cyclone
Stem Shifters: Suntour
Brakes: Diacomp, single pivot side-pull Rims: Araya (bicycle manufacturer) 27 x 1-1/4", 36 count spokes Hubs:
Shimano Crank:
Sugino Super Maxy Seat stem: Sakae Ringyo (SR) LaPrade Non-standard equipment: handlebars, saddle, chrome cable guides, rear rack --> The
Sting-Ray sales boom of the 1960s accelerated in 1970, with United States bicycle sales doubling over a period of two years. However, there were clear warning signs on the horizon. Despite a huge increase in popularity of lightweight European sport or
road racing bicycles in the United States, Schwinn adhered to its existing strategy in the lightweight adult road bike market. For those unable to afford the
Paramount, this meant a Schwinn 'sports' bike with a heavy steel electro-forged frame along with steel components such as wheels, stems, cranks, and handlebars from the company's established United States suppliers. Though weighing slightly less, the mid-priced Schwinn
Superior or
Sports Tourer was almost indistinguishable from Schwinn's other heavy, mass-produced models, such as the
Varsity and
Continental. While competitive in the 1960s, by 1972 these bicycles were much heavier and less responsive in comparison to the new sport and racing bicycles arriving from England, France, Italy, and increasingly, Japan. Another problem was Schwinn's failure to design and market its bicycles to specific, identifiable buyers, especially the growing number of cyclists interested in road racing or touring. Instead, most Schwinn derailleur bikes were marketed to the general leisure market, equipped with heavy "old timer" accessories such as
kickstands that cycling aficionados had long since abandoned. More and more cyclists, especially younger buyers, began to insist on stronger steel alloys (which allowed for lighter frames), responsive frame geometry, aluminum components, advanced derailleur shifting, and multiple gears. When they failed to find what they wanted at Schwinn, they went elsewhere. 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. With their aging product line, Schwinn failed to dominate the huge sport
bike boom of 1971–1975, which saw millions of
10-speed bicycles sold to new cyclists. By 1975, bicycle customers interested in medium-priced road and touring bicycles had largely gravitated towards Japanese or European brands. Unlike Schwinn, many of these brands were perennial participants in professional bicycle racing, and their production road bicycles at least possessed the cachet and visual lineage of their racing heritage, if not always their componentry. One example was
Peugeot, which won several
Tour de France victories using race bikes with frames occasionally constructed by small race-oriented framebuilders such as
Masi, suitably repainted in Team Peugeot colors. In reality, mass-market French manufacturers such as Peugeot were not infrequently criticized for material and assembly quality — as well as stagnant technology — in their low- and mid-level product lines. Nevertheless, Peugeot proudly advertised its victorious racing heritage at every opportunity. While not as prominent at the winner's podium, Japanese brands such as
Fuji and
Panasonic offered consistently high quality, reasonable prices, and state-of-the-art-derailleur, crankset, and gearing design. Unlike Schwinn, most Japanese bicycle manufacturers were quick to adopt the latest European road racing geometries, new steel alloys, and modern manufacturing techniques. As a result, their moderately-priced bicycles, equipped with the same Japanese-made components, usually weighed less and performed better than competitive models made by Schwinn. Schwinn brand loyalty began to suffer as huge numbers of buyers came to retailers asking for the latest sport and racing road bikes from European or Japanese manufacturers. By 1979, even the
Paramount had been passed, technologically speaking, by a new generation of American as well as foreign custom bicycle manufacturers.
BMX bicycles Schwinn also largely failed to capitalize on a new trend in Southern California:
BMX racing. After first claiming it to be a dangerous sport, management changed their tune — too late — when they introduced the
Scrambler in 1975, The company briefly (1978–1979) produced a bicycle styled after the California mountain bikes, the
Klunker 5. Using the standard electro-forged cantilever frame, and fitted with five-speed derailleur gears and knobby tires, the
Klunker 5 was never heavily marketed, and was not even listed in the Schwinn product catalog. Unlike its progenitors, the
Klunker proved incapable of withstanding hard off-road use, and after an unsuccessful attempt to reintroduce the model as the
Spitfire 5, it was dropped from production. The company's next answer to requests for a Schwinn mountain bike was the
King Sting and the
Sidewinder, inexpensive BMX-derived bicycles fabricated from existing electro-forged frame designs, and using off-the-shelf BMX parts. This proved to be a major miscalculation, as several new United States startup companies began producing high-quality frames designed from the ground up, and sourced from new, modern plants in Japan and Taiwan using new mass-production technologies such as
TIG welding. Schwinn fielded a
mountain bike racing team in the United States where their team rider
Ned Overend won two consecutive
NORBA Mountain Biking National Championships for the team in 1986 and 1987. Schwinn's new competitors such as
Specialized and
Fisher MountainBikes were soon selling hundreds of thousands of mountain bikes at competitive prices to eager customers, setting sales records in a market niche that soon grew to enormous proportions.
Factory and retooling issues By this time, Schwinn's bicycle factory was completely outmoded in comparison to modern bicycle manufacturing centers in Japan and Taiwan, who had continually invested in new and up-to-date manufacturing techniques and materials, including new joinery techniques and the latest lightweight chrome-molybdenum alloy steel, and later, aluminum. The company considered relocating to a single facility in
Tulsa,
Oklahoma, but financing the project would have required outside investors, perhaps even foreign ones. Schwinn's board of directors rejected the new plant in 1978. However, worker dissatisfaction, seldom a problem in the early years, grew with steep increases in inflation. In late 1980, the Schwinn Chicago factory workers voted to affiliate with the
United Auto Workers. Plant assembly workers began a strike for higher pay in September 1980, and 1,400 assembly workers walked off the job for thirteen weeks. Although the strike ended in February 1981, only about 65% of the prior workforce was recalled to work. By this time, increasingly stiff competition from lower-cost competition in Asia resulted in declining market share. These problems were exacerbated by the inefficiency of producing modern bicycles in the 80-year-old Chicago factory equipped with outdated equipment and ancient inventory and information systems. After numerous meetings, the board of directors voted to source most Schwinn bicycle production from their established bicycle supplier in Japan,
Panasonic Bicycle. As Schwinn's first outsourced bicycles, Panasonic had been the only vendor to meet Schwinn's production requirements. Later, Schwinn would sign a production supply agreement with
Giant Bicycles of Taiwan. As time passed, Schwinn would import more and more Asian-made bicycles to carry the Schwinn brand, eventually becoming more a marketer than a maker of bikes. In an attempt to preserve remaining market share and
avoid a unionized workforce, Schwinn later moved remaining United States bicycle production to a new plant in
Greenville, Mississippi, where bicycles could be assembled at lower cost using parts sourced from Asia. The Greenville plant was not a success, as it was remote from both the corporate headquarters as well as the West coast ports where the material components arrived from Taiwan and Japan. The Greenville manufacturing facility, which had lost money each year of its operation, finally closed in 1991, laying off 250 workers in the process. After a series of production cuts and labor force reductions, Schwinn was able to restructure its operations. The company renegotiated loans by putting up the company and the name as collateral, and increased production of the
Airdyne exercise bicycle, a moneymaker even in bad times. The company took advantage of the continued demand for mountain bikes, redesigning its product line with Schwinn-designed chrome-molybdenum alloy steel frames. Supplied by manufacturers in Asia, the new arrangement enabled Schwinn to reduce costs and stay competitive with Asian bicycle companies. In Taiwan, Schwinn was able to conclude a new production agreement with Giant Bicycles, transferring Schwinn's frame design and manufacturing expertise to Giant in the process. With this partnership, Schwinn increased their bicycle sales to 500,000 per year by 1985. Schwinn's annual sales soon neared the million mark, and the company turned a profit in the late 1980s. However, after unsuccessfully attempting to purchase a minority share in Giant Bicycles, Edward Schwinn Jr. negotiated a separate deal with the China Bicycle Co. (CBC) to produce bicycles to be sold under the Schwinn brand. In retaliation, Giant introduced its own line of Giant-branded bikes for sale to retailers carrying Schwinn bikes. Both Giant and CBC used the dies, plans, and technological expertise from Schwinn to greatly expand the market share of bicycles made under their own proprietary brands, first in Europe, and later in the United States. Seeking to increase its brand recognition, Schwinn established additional company-operated shops, a move that alienated existing independent bike retailers in cities where the company stores had opened. This in turn led to further inroads by domestic and foreign competitors. Faced with a downward sales spiral, Schwinn went into bankruptcy in 1992. The company and name were bought by the
Zell/Chilmark Fund, an investment group, in 1993. Zell moved Schwinn's corporate headquarters to
Boulder, Colorado. In 1993,
Richard Schwinn, great-grandson of Ignaz Schwinn, with business partner Marc Muller, purchased the Schwinn Paramount plant in
Waterford, Wisconsin, where Paramounts were built since 1980. They founded
Waterford Precision Cycles, which ceased operations in 2023. In 2003 they employed 18 workers building lightweight bicycles. 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. The new company produced a series of well-regarded mountain bikes bearing the Schwinn name, called the Homegrown series. In 2001, Schwinn/GT declared bankruptcy.
Sale to Pacific and Nautilus 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. In 2004, Pacific Cycle was in turn acquired by
Dorel Industries. Once America's preeminent bicycle manufacturer, the Schwinn brand, as with many other bicycle manufacturers, affixed itself to fabrication in China and Taiwan, fueling most of its corporate parent's growth. In 2010, Dorel launched a major advertising campaign to revive and contemporize the Schwinn brand by associating it with consumer childhood memories of the company, including a reintroduction of the Schwinn
Sting-Ray. In 2021, Dutch conglomerate
Pon Holdings acquired Pacific Cycle. Direct Focus, Inc., a marketing company for fitness and healthy lifestyle products, acquired the assets of Schwinn/GT's fitness equipment division. Direct Focus, Inc. subsequently became
Nautilus, Inc. ==Models==