· Domestic manufacturing strategy: keeping its plant on the same campus as its corporate offices in Boulder, Colorado. It had contributed greatly to cooperating among various departments and ultimately to the company’s growth.

· In 1992 EDC’s sales and earnings had hit record levels.

· Now the Company produced almost 30% of the bicycles sold in the United States.

· U.S. mass-market bicycle sales were growing by only 2% per year.

· For years, the Company had concentrated its efforts on inexpensive bicycles.

· Boulder Colorado, was a bicyclists Mecca. Eldora employees at all levels shared a genuine love of bicycling and eagerly pursued knowledge of the industry’s latest trends and styles.

· All marketing staff, engineers, designers and manufacturing personnel worked on one campus, within a 10-minute walk of one another.

· A Joint venture with Rinaldi, a high-end Italian bicycle manufacturer. EDC had begun importing Rinaldi bikes and Rinaldi had begun marketing EDC bikes in Europe.

· The industry is reaching the saturation point in United States.

Some topics in this essay:
Europe Fig, CHINA Reasons, China Republic, Mecca Eldora, Reasons China, Boulder Colorado, India Fig, ANNEX Figure, Asia Consequently, Korea Japan, government relations, marketing engineering, business rules, korea japan, local firms, hong kong, rules social customers, china ·, joint venture, business asia, government relations business, business figure, business rules social, corruption plays major, social customers financial,