The most effective of these strategies were those related to sales. In general, all things go from being attainable to a select few, to mainstream, to a degree of specialization in which fragmentation naturally occurs. Training sales people to recognize and account for this fact and simplify their sales rap was definitely needed. The primary strength of Shimano was its 2005 sales. This was bolstered by the popularity of Lance Armstrong and by the dedication of specialized, cycling enthusiasts. Its strength was also in recognizing change before it comes. This prescience included knowledge of the impending cycling decline and a knack for creating trends.

The primary weakness of Shimano was that it was too deeply entrenched in th specialized world of cycling. It had virtually forgotten about the casual...

Its weakness was also that as a cycling parts manufacturer, it had limited input as far as setting industry-wide trends.
The principle opportunity this organization faced was tapping into the plethora of U.S. denizens who did not ride bikes. As such, the organization could potentially tip the balance of the nature of the cycling industry, by changing it from one of specialized enthusiasts to average, recreational users.

The main threat was the fact that during the midway point of the first decade of the 2000's, Lance Armstrong was retiring. Additionally, the number of casual bicycle users had declined sharply. The actual cycling industry itself had grown smaller. Moreover, it was based on specialization, which alienated the common, layman interested in cycling or in buying a bike.