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By Tom Demerly for tomdemerly.com

Is the new GORUCK Star Course non-stop 50-mile, 20-hour military style endurance event the new holy grail of endurance activities? Has the Ironman Triathlon, with its Emmy Award winning, reality show hype and boom growth in the early 2000’s, trended?

Both events were founded in military tradition. Both were started on a dare. One event is trending upward as participation grows, another is waning downward as participation and event integrity declines. The evolution of the two events acknowledges the normal life cycle of a brand and the typical behavior of trends in American fitness and leisure activities. One is growing, one is dying.

The Ironman Triathlon has struggled with course modifications from bad weather, traffic control concerns on the bike courses, an inability to enforce competitive rules resulting in rampant bike course cheating, escalating entry fees and costs associated with doing the three-sport event. It has also been hit by growing concern over bicycle/car accidents in training as dangers like distracted driving become more prevalent.

The GORUCK event brand, that produces over 500 annual endurance events of various distances around the U.S. has benefitted from much lower entry fees, lower financial barriers to entry, safer training and participation, fewer requirements for expensive equipment, simpler preparation and finally, that one litmus test that grants any event true credibility: Toughness.

The start of the first-ever GORUCK Star Challenge earlier this year in Washington D.C.

While Ironman has become a caricature of its original self with nearly every participant finishing, GORUCK Star Course boasts a brutal 40-50% dropout rate. Most people who enter Ironman can finish within the cutoff time. About half the field at GORUCK Star Course don’t make it, hobbled by foot problems, navigation errors, undertraining or an overall lack of the toughness it takes to survive 20 hours on your feet, in the dark, in bad weather with a heavy load on your back.

GORUCK Star Course is also a team event. Teams consist of 2-5 people. For many competitors, the social aspect of having a small team adds additional value to the experience and makes training, travel to events and participation more attractive. While the Ironman triathlon has a reputation for ruining relationships with its solo training and financial demands, GORUCK Star Course actually reinforces core relationship values.

For companies looking for team building, wives and husbands, fathers, mothers, daughters, brothers and sisters looking for a bonding experience, GORUCK Star Course brings small numbers of people onto a cooperative team competing against the rigors of distance and time more than the other teams.

This evolution in event status also signals something else in U.S. popular culture, the ascension and erosion of “street cred” in participant sports and the social status of iconic, discretionary accomplishments. The Ironman “M-Dot” used to carry significant clout and status, but as the number of Ironman finishers exploded in the early 2000’s, the exclusivity and status of Ironman was diluted over increasing numbers of finishers. Ironman was no longer perceived as being quite as “extreme” as it was prior to large numbers of people finishing the event.

One big difference between GORUCK Star Course and the Ironman Triathlon is media. Ironman rose to prominence on the back of network television coverage prior to the explosion in internet and social media. People entered Ironman after seeing it on TV. People will enter GORUCK Star Challenge as word spreads on user-contributed social media. It’s unlikely GORUCK Star Challenge will ever be the subject of a network television broadcast or spin off a version of itself as an Olympic sport. But ultimately, it will be the participants that spread the virus of the GORUCK Star Challenge as more events take place and the participation germ spreads on the winds of social media. How fast the epidemic spreads remains to be seen.


 

Author Tom Demerly training for the upcoming GORUCK Star Challenge 50-Miler in Cincinatti, Ohio. Demerly is a former member of a U.S. Army National Guard Long Range Surveillance Team (LRS) and Company Honor Graduate from the U.S. Army Infantry School at Fort Benning, Georgia. He has raced endurance events on all seven continents including Antarctica and completed over 200 triathlons including the Ironman Triathlon World Championships in Kona. Hawaii. His articles have been published in Outside, Business Insider,Velo-News, Bicycle Guide, Bicycling, Inside Triathlon, Triathlete, Triathlon Today!, USA Triathlon Magazine and many other publications around the world.

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By Tom Demerly for tomdemerly.com.

There’s no politically correct way to express this, but, yeah… ahhh. I feel a little out of place.

I’m a 56-year old conspicuously Caucasian guy in the crowd-packed center of the massive Mexicantown Cinco de Mayo street celebration late on a hot May afternoon in Detroit.

There’s heavy ganja haze in the air. It’s thick enough for a contact buzz. I’m carrying a huge U.S. flag in my hand, and feeling like I’m not particularly understood or appreciated here. Other than the double file line of about 50 quasi-military, tacticool, mostly white guys and girls with a distinctly law-enforcement look that are behind me, I feel pretty isolated. And pretty conspicuous with my flag and backpack as we navigate the tightly packed downtown party crowd of tens of thousands. There is almost no room on sidewalks, the streets are bumper to bumper and packed with crowds. And smoke.

We’re doing GORUCK Light Detroit 2018.

In the evolution of participation sports GORUCK events have emerged. With approximately 500 events scheduled in 2018, GORUCK challenges are huge now. Today I’m in my first one. I’m wondering if it’s coming slightly off the rails.

GORUCK Light is a team endurance event that includes military style calisthenics, running and a lot of walking or “rucking” between 8 and 12 miles in group formation while you wear a weighted backpack. Think basic military training, then add your new constant companion, a 10- 40-pound weighted backpack that makes everything that would have been easy for a reasonably fit person, a good bit tougher.

GORUCK events are inspired by contingency training for military special operations units.

Jason McCarthy, a fit, chiseled, dark- haired guy with that bolt upright posture that screams former military, founded the GORUCK brand in 2008. There are a lot of remarkable things about GORUCK, but the single most remarkable thing is its growth. In only ten years GORUCK has become huge.

McCarthy founded GORUCK while still in U.S. Army Special Forces and deployed in the Middle East during the Global War on Terror (GWOT). He made an emergency survival and evacuation “Go Bag” backpack for his wife who served in the Foreign Service. If there was a coup d’état, an IED attack, or any other threat in one of the most dangerous places on earth, Jason’s wife Emily could grab her “Go-Ruck” and evacuate with the essentials of food, water, additional clothing and rudimentary survival gear.

GORUCK founder Jason McCarthy (center), a former member of U.S. Army Special Forces.

Without knowing it, McCarthy had conglomerated an idea that had been around for a long time into a saleable brand, then began to parlay that brand into an image, an event and even a lifestyle.

GORUCK could have become just another military backpack brand, and in the wake of the 9/11, there are a lot of them. But Jason McCarthy also built something else along with his simple, sturdy, square, tech-free backpacks. He built a vibe.

The GORUCK vibe is a learned responsibility. It’s isn’t politically yawed, it’s not a “movement”. It’s an insight and acceptance of the real world in accelerated change. A change that in the post-9/11, Arab Spring and polarized U.S. political world can just as easily come off the rails as it can evolve into a new unified world. Either way it goes, the GORUCK ethos is adaptable. And capable.

Most participant endurance sports are compensation. Compensation for a sterile life lived too easily, too slowly, too conveniently. Our culture has become overweight and underprepared. If most Americans got a flat tire in a rural setting and had to walk six miles in hot weather to find a tow truck they would be in deep trouble, especially if their smart phone battery died. GORUCK Light acknowledges that. So, you train for the “real world” and gain some functional fitness and endurance while meeting friends and re-connecting with how to cooperate on a team. GORUCK events are no different in terms of compensating. They offer a “synthetic” or contrived set of discretionary challenges. But much of what you learn and practice at GORUCK is practical, and it may come in handy if you are ever have to walk your way to safety, or even make a connecting flight across the airport after the shuttle has left.

GORUCK Light Detroit on Saturday, May 5, 2018 in Hart Plaza.

In December, 2016 CNN reported that, “Karen Klein, 46, was headed to the Grand Canyon National Park with her husband Eric and their 10-year-old son. State Road 67, which leads to the canyon’s north rim, is closed for the winter and their car’s GPS detoured them through forest service roads.” Klein was stranded in her car and forced to endure a brutal, freezing 26-mile solo hike for 30 hours. CNN reported she, “Subsisted on twigs and drinking her own urine, to get help.”

In December, 2006 Daryl Blake Jane was stranded in snow in his Jeep Cherokee on a remote U.S. Forest Service road west of Mount Adams, Washington. He was forced to survive in his vehicle, in the depth of winter, for nearly two weeks.

In between these instances there have been many more when people had to rely on basic fitness and skills to survive. This isn’t the fringe “prepper” or “survivalist” mindset. This is basic responsibility for your own life and the people around you. GORUCK teaches and tests that responsibility.

Different from the vibe of Ironman triathlons with their finisher photos and individual stories, GORUCK is about the group. It’s about cooperation, teamwork, unity and acceptance. It is about admitting your shortcomings and about doing more than your share while not expecting an extra pat on the back. It’s about carrying someone else’s ruck when the going gets tough, and having them carry yours. Everyone has a bad moment in GORUCK. There are no solo finisher photos in front a branded banner, no medal around your neck. You get a Velcro patch for making it as a team for the hook and loop section of your GORUCK. Every tribe has its icons.

GORUCK events include a community service component where participants have to plan and execute a project that benefits the community. Every participant is required to play a role in the community service project. Our event participants collected food and clothing for homeless people in Detroit and raised cash donations for shelters.

GORUCK events vary in intensity from the GORUCK Light, the easiest and shortest introductory event, to the difficult long distance, non-stop GORUCK events like GORUCK Tough and GORUCK Heavy. GORUCK also provides practical skill training events.

The GORUCK events mesh well with the Crossfit, veteran, law enforcement, emergency services crowd but don’t have an exclusive mindset. This is about teamwork, integration, doing more than your share and accepting help when you inevitably have a weak moment. And everyone has a weak moment sooner or later. But the sum of the parts is greater than the whole, and that is one of the lessons of GORUCK. Two is one, one is none, and synergy gets everyone to the finish as a group. In GORUCK, you are never more than an arm’s length from a teammate. Stray too far, and you are doing another combination of push-ups, bear crawls or eight-count body builders. You don’t even go the bathroom in a GORUCK event by yourself.

We’re through Mexicantown now in full Cinco de Mayo swing. Now we’re making our way at a fast trot along Vernor Highway, underneath the iconic Detroit ruins of the Michigan Central Train Depot. We hump our packs up from underneath the train tracks and through Roosevelt Park where we pose for a group photo. From there it is double-time east on Michigan Ave. as we enter the final miles of the event at a fast clip.

Our team carries a simulated casualty on an improvised litter in the final miles of the event.

But one man goes down from heat, dehydration and the workload of moving fast with a heavy pack. Our “cadre”, the instructor/administrators of a GORUCK event, show us how to rig an expedient casualty litter from an eight-foot section of 1” tubular nylon climbing webbing. In only minutes, we have the “casualty’s” ruck off, I wear it on my chest with my ruck on my back, and we continue east at combat speed on Michigan Ave. You never know the distance or course in GORUCK. We may have another three miles to go, or another five. We may have to climb four parking structures, or one. We may have to cross open waterways (the GORUCK Light event earlier in the day in Detroit was in the Detroit River four times). Not knowing the course or distance is a component of the event.

Finally, we reach Washington Blvd. and take a right, still moving fast, still carrying our “casualty”, a roughly 230-pound lad who is finding out that riding in a field-expedient improvised litter isn’t much more comfortable than humping a 40-pound ruck. Everyone is out of water. There are no aid stations in GORUCK. No support. No mile markers. No course map before the event. Like selection for the most elite special forces units you never know when the instructors will stop the “class”, circle you around, and declare “ENDEX” or “end of exercise”.

The GORUCK baby elephant walk.

One of our scouts veers off into a parking structure two blocks from the Detroit River. It’s dark now and I wasn’t looking forward to figuring out how to move our “casualty”, our rucks and ourselves through the dark water of the Detroit River as the air cools way off. So, I’m glad when our team hits the stairs and begins to run up eight flights to the roof of the parking garage. I’m glad until I realize I am at the front of the group running up flights of stairs wearing two 35 pound rucks. By the fifth floor I am destroyed. Three to go.

At the top of the parking garage our instructors “Wild Will” and “DS”, one a former U.S. Air Force Special Operations Combat Controller, the other a former U.S. Marine Corps Special Operations member, both with combat tours in Iraq and Afghanistan, circle us around. What now? When does this thing end?

Wild Will unzips one of the team weights we have been carrying over the last 8 or nine miles, a massive and awkward cordura duffel, and produces a can of Dos Equis. We’ve learned a lot today at GORUCK Light Detroit, and perhaps the best lesson is that, whether it is in a big party crowd in Mexicantown on Cinco de Mayo or carrying your new buddy in an improvised litter down Michigan Ave in Detroit, GORUCK Light brings people together. Then we hear those magic words:

“ENDEX! You made it.”

GORUCK Light Detroit 2018 ENDEX, “End of Exercise.

 

 

Author Tom Demerly is a former member of a U.S. Army National Guard Long Range Surveillance Team (LRS) and Company Honor Graduate from the U.S. Army Infantry School at Fort Benning, Georgia. He has raced endurance events on all seven continents including Antarctica and completed over 200 triathlons including the Ironman Triathlon World Championships in Kona. Hawaii. His articles have been published in Outside, Business Insider,Velo-News, Bicycle Guide, Bicycling, Inside Triathlon, Triathlete, Triathlon Today!, USA Triathlon Magazine and many other publications around the world.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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By Tom Demerly for tomdemerly.com

After the shortened course and prolific drafting at this year’s first U.S. Ironman in Texas, it’s worth asking: has the gold standard of endurance sports become a diluted accomplishment-for-purchase?

The answer is an unfortunate, undeniable “Yes”.

The sooner Ironman’s new parent company, Chinese conglomerate The Dalian Wanda Group, acknowledges the decline in event quality, the sooner it can be restored. But the problem is real, and it didn’t happen overnight.

Ironman is entirely different today than it was when the race began on the beach in Waikiki in 1978. In the early 1980’s Ironman struggled for legitimacy. By the end of the decade, in 1989, Dave Scott and Mark Allen’s “Ironwar” two-up race duel vaulted the event into something even more significant than athletic competition. In 2004 I wrote “The Strugglers”, an homage to the everyman finisher at Ironman you can read by clicking here.

Ironman became legend. It was revered as somehow tougher than mere athleticism. Scott and Allen’s high noon, mano a mano slugfest defined a gritty toughness that transcended other endurance events. Marathon running, once the high bar of the everyman endurance world, took a back seat to completing an Ironman triathlon. In the late 1980’s and 1990’s, Ironman became modern gladiatorial combat for the masses in a new electronic coliseum.

Emmy winning television production spotlighted the transformation of the everyman to hero status. With spectacle like the Julie Moss crawl to second place, Ironman was depicted as the one-day filter through which a mortal person could pass to achieve super-athlete status. Everyday people arrived at the Ironman start line as caterpillars, left as colorful M-Dot butterflies decked out in officially licensed “Finisher” apparel.

Ironman became big. Then came the internet. And Ironman became enormous.

The defining Dave Scott/Mark Allen “Ironwar” race of 1989.

As internet and social media exploded a universal virtual podium made Ironman status visible around the world instantly. It became normal for Ironman participants to chronical every step of their journey to Ironman in social media, triathlon forums and blogs. They would top it off with wordy, indulgent “race reports” for all to (presumably) read.

All that was missing from Ironman was the mass production of this new event-product. It was so well recognized that one trademark defined our impression of a person the instant we saw their t-shirt, bumper sticker or tattoo. That status was bestowed when you crossed the finish line and the verbal Excalibur, “YOU! Are an IRONMAN!!!” touched your shoulder.

A person could earn a college degree, raise a family, beat a terminal disease, overcome a disability or serve in the military. But until they dragged their life story across the finish line at Ironman to earn the M-Dot stamp of significance, it was just average. Just life. At Ironman, it became significant. It became a story. A filter through which we must pass to achieve exceptional status.

Ironman sold. And sold. And sold. Events a year away sold out in minutes. Entry fees went up, travel and lodging costs climbed. You had to earn an Ironman finish, and by the turn of the century in 2000 it took not only a deep aerobic base but also deep pockets to finish an Ironman.

Ironman gave the well-heeled everyman the opportunity to be exceptional. And while the majority of the participants in Ironman did have an intrinsically challenging experience preparing for and completing an Ironman, the heavy-handed branding of the event created a brand more conspicuous than structural.

As prices and participation climbed, the quality of race venues and officiating suffered. The event became increasingly “interpretive”, with swim cancellations, course shortenings, inadequate drafting enforcement and no effective athlete drug screening.

Ironman became pass/fail.

I worked and raced in the triathlon industry since the early 1980s and had a front row for the transformation of the sport. I saw it change from fringe endurance activity to apex life-defining event. Then into a credible athletic sport including Olympic competition. And today into a just-about-anything-goes social media stunt. Cutting courses, drafting and using performance enhancing drugs is more likely to be enforced in the kangaroo court of social media than by the people paid to administer the race.

As Ironman peaked in popularity, the races filled from the back of the pack. Race winning times did get marginally faster among top professionals. But the bigger expansion was at the back of the race. Despite a proliferation of “wind tunnel tested superbikes” triathletes were going slower and slower as a group at Ironman.

In the 1980’s and ‘90’s when I either raced or watched an Ironman event, the volume of finishers after 13 hours tapered off to a trickle. By the early 2000’s the floodgates opened at 13 hours with hordes of everyman Ironmen streaming across the finish line. That influx of participants created more demand for Ironman events. Individual athlete performance and overall event quality suffered. If you could drag yourself across the finish line at Ironman, whether you made the 17-hour cutoff time by a second or nine hours, whether the swim was shortened or cancelled, whether the bike course was long, short, flat, windy or mountainous, “YOU!” were still “An IRONMAN!” There was a distinct lack of standards for what had been a high bar of endurance sports.

The double edge sword of social media that helped immortalize and proliferate the sport has now become its undoing. The event organizers appear immune to criticism and largely unconcerned with maintaining event quality. Today brandishing an M-Dot logo on a calf tattoo, bumper sticker or officially licensed T-shirt doesn’t carry the clout it once did. Ironman has become a sketchy, “everyone’s a winner” attention grab that is low on event quality control and high on licensing fees, entry fees, and official merchandise prices. Until that changes the Ironman motto, “Anything is Possible” has become a decidedly cynical commentary of a once great event.

 

 

 

Author Tom Demerly has raced triathlons and worked in the triathlon industry since 1984, completing over 200 races including the Ironman World Triathlon Championships in Kona, Hawaii in 1986 and Ironman events in Canada, New Zealand and the U.S. He has participated in the Discovery Channel Eco-Challenge, The Raid Gauloises, The Marathon des Sables, The Antarctic Marathon and the Jordan Telecom Desert Cup. He raced bicycles as an elite amateur in Belgium for the Nike/VeloNews/Gatorade Cycling Team and is three-time Michigan USA Cycling State Champion. He is a former member of a U.S. Army National Guard Long Range Surveillance Team (LRS) and now works as an aerospace and defense columnist for TheAviationist.com, the world’s foremost defense and aerospace blog published in Rome, Italy.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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By Tom Demerly for tomdemerly.com

A new April 7/8 photo of a black cat very closely resembling Mr. Blackie has surfaced.

Based on a photo posted to the Nextdoor.com community bulletin board website on Monday, April 9, 2018, it is highly probable that the enigmatic feral cat known as “Mr. Blackie”, has been seen.

The photo was taken sometime over Easter weekend, April 7,8. When comparing high resolution photos of Mr. Blackie to the cat shown in this new photo, likely taken on a smartphone, the body proportions, eye color, ear shape, fur length and overall size seem very similar to Mr. Blackie. Analysts put the probability of the cat shown in the new April 7/8 photo as being Mr. Blackie at “Better than 70%”.

Analysis of the new photo of an unidentified cat sighted on April 7/8 and a known photo of Mr. Blackie from 2017: A, Ear shape is similar. B. Eye color is similar. C. Girth and aspect ratio of main torso is similar. D. Volume and length of tail is similar.

The location where the photo was taken is being kept private until it can be confirmed if this is Mr. Blackie, the feral cat. Reports suggest the cat shown in the new photo is spending time near a wood pile. This behavior may suggest Mr. Blackie is using the wood pile as a shelter.

Chronology of verified and possible sightings of Mr. Blackie.

Mr. Blackie the Feral Cat is neutered, immunized and has micro-chip #956 000 010 017 739 implanted just under his skin for identification.  There has been a neighborhood-wide 93 day search effort underway to locate him after he disappeared at the end of December last year. Feral cat houses, food and veterinary care were being provided to Mr. Blackie on a permanent basis until his disappearance over three months ago.

As a trap/immunized/neutered and released feral cat, Mr. Blackie helps control rodent and pest populations in the local neighborhood and removes injured birds during his normal behavioral patterns. His managed presence benefits the entire local ecosystem as the “alpha predator” of the suburban ecology.

As details about this photo emerge we will provide updates. If you have any information on sightings of this cat please phone, message or email me:

Tom Demerly (313) 400-0150

tomdemerly@yahoo.com

 

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By Tom Demerly.

Lt. Col. Eric Schultz, USAF. 1973-2017.

During the last 72 hours, I’ve written three articles read around the world about the death of U.S. Air Force Lt. Col. Eric Schultz. They talk about his career, and they guess at his mission at the time of his death.

But they say nothing about the man himself, Lt. Col. Eric Schultz.

During my research one photo continued to come up. The photo you see here of Lt. Col. Eric Schultz, USAF. It is on hundreds of articles written about him around the world in many languages. He is seated in the cockpit of a U.S. Air Force F-35A Lightning II, the Air Force’s newest, most advanced aircraft. I’ve seen that photo a lot over the last few days, but tonight was the first opportunity I had to spend some time looking at it carefully.

Who was Lt. Col. Eric Schultz and what does his life and passing mean to Americans and people around the world? I never met him, at least not that I know of, but I will try to explain what I have learned about him over the last few days to you.

Lt. Col. Schultz earned six degrees including a PhD in aerospace engineering. He had difficulty becoming a pilot because of his eyesight early on, but he did not let that stop him.

Based on what I’ve learned, Schultz never stopped, never gave up. Or, if he did give up once or twice as any human being occasionally does, he gathered himself from whatever setback he had, like his vision preventing the Air Force from initially taking him as a pilot, and then he got back to work. Schultz typified, in every way that I have read, the American ideal. Fortitude, integrity, selfless service, courage and more.

In his final role in the U.S. Air Force Lt. Col. Schultz effectively disappeared from normal life. No Facebook page, no LinkedIn page, no Instagram, no Pinterest. He took a job that required him to live and work quietly and honorably well behind the scenes in a role that could sell a million books and pack theaters with its story. But Schultz did all this silently, humbly, with integrity and honor and commitment to something he believed was greater than himself; his country.

However cliché it is to say, Lt. Col. Eric Schultz had The Right Stuff. A modern-day Chuck Yeager or Neil Armstrong who worked behind the veil of national security doing things we’d likely all find hard to believe. It is an irony of military service and the fickle nature of history that the greatest heroes often remain anonymous. Such is the case with Eric Schultz.

In short, Lt. Col. Eric Schultz was a hero and a role model. He is the American ideal. A man made of his own accord, with clear vision of his goals and steadfast resolve to achieve them. His goals were selfless and difficult. Schultz’s service benefitted the Air Force in ways we will likely never read about. His work spanned the globe, took him to war and cemented our ongoing peace at home that we enjoy today.

When internet banter criticizes the cost of a defense program or spins a wild conspiracy theory about the government, it does so on the parchment of a free press that Lt. Col. Eric Schultz silently protected. The delicate balance of peace here within our borders is insulated only by the tireless and quiet toil of the few people like Lt. Col. Schultz. We live and think and speak freely because of their vigilance and dedication. If for one instant you doubt this consider the building pressure that presses inward against our lives from countries like North Korea, Iraq, Afghanistan, Somalia, Syria and too many more to list. They remain at bay preserving our frail, precious bubble of freedom because of the very few people like Lt. Col. Eric Schultz.

I’m privileged to meet and work with the women and men of our Air Force, Navy, Marines, Army, Coast Guard and Homeland Security and our intelligence agencies frequently in my job. It is the best part of my job. They elevate me, hold me to a higher standard that I know I can never match. They make me believe in heroes and know that they exist. And they remind me that the simple liberties we so commonly take for granted like weaving tales of possible secret projects in hidden deserts are so tremendously precious, and so incredibly frail. I make it a point to shake the hand of a pilot or a Marine or an aircrew member or a maintainer or a soldier or a sailor when I meet them. I hold their hand tight for a moment, hoping that some of what they have will somehow pass over to me. I have heroes, and they are mine.

I am thankful for heroes like Lt. Col. Eric Schultz, and dreadfully empty when we acknowledge their loss. Their passing weakens the fabric of our nation, makes us vulnerable until someone else steps up to try to stand their place on the wall.

 

 

By Tom Demerly for tomdemerly.com

1. Preserve Price.

Tim Brick, owner of Brick Wheels, a successful independent bike retailer in Traverse City, Michigan told me years ago: “Never discount. You will only go out of business slower.”

Price preservation and the perception of what a product is worth has been destroyed by weak-kneed and undercapitalized bike retailers who give discounts too easily.

Sometimes they give discounts in the hopes of attracting more business, but discounted business is bad business, and it only earns the retailer a reputation for being a sucker to customers who drive a hard bargain. And soon they all drive a hard bargain.

Retailers also give discounts just to keep the lights on. Don’t do that. Just close the business, declare bankruptcy and get a job. The entire industry has been dragged down by incestuous and incessant discounting that has destroyed price integrity, brand identity and even alienated customers who don’t want to negotiate.

If there is one malignant cancer that pervades the entire retail bicycle industry, it is rampant discounting. The problem is so bad most retailers who do it are in total denial of it.

Bike industry, take one tip from a guy who has both succeeded and failed for four decades in this business: Stop Discounting.

2. Don’t Play Favorites: No Sponsored Athletes, No Club Discounts. 

When retailers play favorites with some highly visible athletes and groups through “sponsorships” and discounts, they alienate the rank n’ file average customer who subsidizes the cool girl and guy by paying full price. They train the consumership that through performance and visibility they earn special pricing.

This sends a clear message: Some people are more special than others and price is flexible.

Most importantly, there is no consistent, empirical business metric in small bicycle retail that quantifies how many full-margin additional sales are added to the bottom line by sponsoring anyone. And if you can’t accurately measure a sales promotion, you shouldn’t do it.

Sponsorships of athletes and clubs sends a message of favoritism and exclusion, rewarding persistence in driving pricing down.

Even if a sports marketing campaign were run correctly, as it is at the brand level (not by retail stores) it is extremely time consuming and expensive to manage. One beverage industry metric stated that for every $1 spent on sponsorship to automotive racing, the company budgeted $10 talking about the sponsorship in paid media. No bike retailer can afford the money or time for that. And if they could, they should start a beer brand and sponsor a NASCAR driver.

The most recognizable engagement ring brand, Tiffany’s, has never given a free or discounted sparkler to a Kardashian in exchange for publicity. Instead, news media reports, “Kardashian’s Tiffany Sparkler Was $25M!”. That preserves the perception of value and makes the brand aspirational.

3. Don’t Have Too Much Inventory. 

The worst thing about the bike business is bikes, and bike brands ram inventory down retailers’ throats with a vengeance. Bike shops: less is more. It is better to have money in the bank than bikes on the floor.

Bicycle inventory is like fruit, the second it lands it begins to spoil. Something newer, cooler and better is already under development and months away from release. And with the evolution in media the word about upcoming innovations doesn’t spread fast, it spreads instantly. As soon as something new is announced, what is suddenly old (but current only hours before) is suddenly devalued.

Customers will buy new, relevant bikes sight-unseen if the retailer’s sales process is optimized to facilitate that purchase format. That preserves capital, maintains freshness and keeps prices up. It also provides customers with more options and better integrity in the purchase.

Bike shops with a lot of inventory on the floor, and a lot of invoices on their desk, are compelled to “sell what we’ve got” and that leads to an ugly paradigm of putting customers on the wrong size bike with the wrong equipment rather than ordering the right bike and adding another invoice to the pile.

Consumers should be wary of bike shops with too many bikes on the floor, they’re going to try to ram something they have in stock down your throat just to make an invoice due date instead of getting you the bike you should really have.

4. Do Have Lots of Capital.

Nearly every bicycle retailer is undercapitalized and over leveraged financially. The reason is simple: When you have $500K to invest in something, does opening a bike shop provide the highest return on that investment? No, it doesn’t. You could take that $500K to an Edward Jones office and earn a better return on it the next day with no work than if you did the heavy lifting and ditch-digging of opening, promoting and running a bicycle retail store. As a result, most bike retailers try to start a business with about $50-200K and make a go of it.

If they don’t own their own real estate free and clear, have to pay rent or a mortgage, pay at least one employee payroll (and mandatory withholding taxes and health insurance) then the math doesn’t work.

To make bike retail profitable you have to have deep pockets and a deeper work ethic. You have to love hard work and business, not bikes and bike rides.

In its current iteration, the bicycle retail business model is a rotten investment. But, a new, emerging business model long on service and profit margin and short on inventory and overhead is promising and will be the bike shop of tomorrow.

5. Manage Costs.

This doesn’t mean go cheap. If your biggest overhead item is marketing then you are doing it right. If your customers arrive at your store and consistently say, “I thought this place would be a lot bigger”, you’re doing it right.

If you’re biggest overhead item is inventory, you are already in trouble.

Starting and maintaining a bike shop can be done very cheaply. Never buy new fixtures, so many used fixtures from other retailers that have been closed are available they can be had for pennies on the dollar. Never pay for extraneous and non-paying expenses like alarm systems (they won’t prevent or deter theft anyway) and subscriptions to POS software systems. Those don’t add to the bottom line.

Use low-cost, streamlined, highly adaptive and simple systems to combat the asymmetrical retail war the little bike shop has to fight against the big box e-commerce giants. Think of how the Afghan Guerillas used crude weapons to bring the Soviet Union to its knees, and still give the Americans fits in rural Afghanistan. Be a retail guerilla, a retail Taliban. Keep your costs low, adaptable and maintain a large amount of liquid capital.

6. Invest in Star Employees.

The online retailer you compete against is a faceless enemy. You can defeat him with a friendly face. If you have a star employee whom customers consistently ask for, reward them before anything else. Give them raises before you buy more bikes, pay them first and well and craft a set of “golden handcuffs” that makes it tough for them to go anywhere else. They are your brand, and if you lose them, you will have to rebuild your brand around another star employee. Worse yet, if you lose your star employee to another bicycle retailer across town or if your star opens their own shop, guess what happens, their customers follow them.

For a small bicycle retailer, the star employee is the single most important business tool. Develop them, value them, reward them, retain them.

7. Participate in the Sport. 

Instead of sponsoring the local hotshot, be the local hotshot. This doesn’t mean you have to do a nine-hour Ironman (but it helps) it just means you have to be present at events and participate credibly. This is a part of your business. It is work.

Set up the hours of your store so you can train. Close on key race weekends so you can be where the action is, as a part of the action. Ride the nicest bike you sell and show it off everywhere. Be an aspirational figurehead so when people see you on social media and in the store you have become “That Guy who Knows Everything and is Everywhere”.

If you build your hours correctly and manage your staff correctly the time you spend in the sport will directly and measurably bring full-price buyers into your store and keep them offline.

8. Differentiate Yourself. 

Build a voice, a brand and an identity. If your identity is so lifeless and generic that people confuse your business with others, you haven’t done that.

Understand that you will not please everyone. Nor is that the goal. If you talk about a donation to a wounded veteran’s charity in social media an anti-war activist may stop shopping with you. Fine. You can’t be everything to everyone.

Build your brand with clear vision and narrow focus. Don’t be generic. Don’t appeal to the masses. Keep your brand message narrow, unique and focused and be true to who you are.

If you are gay, fly the rainbow flag in front of your store and sponsor “Pride Rides”. If you are a veteran, have benefits for veteran’s organizations. If you are an animal rights activist, broadcast your donations to the local animal shelter and host an adoption day at your store. If you are an environmentalist, show your commitment to renewable energy and talk about how bikes preserve the environment.

Have the courage and identity to stand for something, be someone different and special. Brand yourself visibly and distinctly.

9. Be Highly Adaptive.

 Small bicycle retail is asymmetrical warfare: A small opponent taking on a much larger, better capitalized foe. Take a page from the teachings of Mao Tse Tung, Ho Chi Minh, Fidel Castro, Che Guevara and Osama Bin Laden’s play book: Never fight fair.

Change your floorplan frequently. Bring in small, low-priced, easily purchased new products first. Seek out niche brands the big-box guys don’t have and use the equalizing power of social media to partner with the brand to promote them.

Build a reputation as a brutal buyer who torments sales reps and sales managers with non-adherence to “program” buying. If the biggest brands’ credit manager loves you but the sales manager hates you, you are doing it right.

Within your brand identity continue to change and adapt. Use every social media platform. Embrace new media. Use video. Never stop changing, evolving and promoting. There are two types of businesses on the retail battlefield: the quick and the dead. Improvise, adapt, overcome.

10. Have An Exit Strategy.

One day, this will all end. What will you have to show for it? Did you squirrel away money in an offshore account? Did you buy real estate? Is your brand developed enough to have some sales value? And, if you begin to fail, and chances are overwhelming that you will, do you have a viable safety net?

It’s a pipe dream to sell a small bicycle retail business. Frankly, they aren’t worth anything. The inventory is usually older than six months, the fixtures are stale, the employees may not come with the deal and rest can be reinvented elsewhere better and cheaper. As a result, you have to have a viable exit strategy.

What is yours? What is your end game? When do you cry “Uncle” and walk away? Know those answers in advance and you can sleep more soundly at night as a bike retailer.

By Tom Demerly for tomdemerly.com

Business rewards bastards. And Seton Claggett was never a bastard.

TriSports.com in Tucson, Arizona is closing after 17 years of being one of the largest, and one of the first, online triathlon retailers. TriSports.com helped invent, define, and then sink the triathlon industry.

What happened to TriSports.com is happening to all of the triathlon and high-end bicycle business, and it is worth looking at.

Seton Claggett, TriSports.com founder and President, messaged me early today with insights on why the business is closing:

“We are closing because I was in litigation with the bank that caused me to go into BK11 4+ years ago. We went to trial on breach of contract, breach of the covenant of good faith and fair dealing, and fraud. The judge ruled last week that the bank committed all of these but ultimately did not cause us any damages. I now owe them the original $1.8M (most of this would have been paid off by now) plus millions in attorney fees and costs.”

There will be a rush to judgment about what caused TriSports.com to close. Set against Claggett’s disclosure of bank litigation I’ll suggest it was not any singular reason that TriSports.com is closing, but rather a creeping, gradual, decade-long “death by a thousand cuts” that pervades an industry populated by people who like bikes and triathlons first, and do business second. Even though Claggett was not that man- he is a formally trained and gifted businessman- the rest of the industry weighed on pricing and distribution strategies. The Internet experts will have their say, but it’s unlikely many of them will understand the real reasons TriSports.com is closing and the industry as a whole is suffering.

The people still in the bike and triathlon business will pay no heed as the industry continues to contract and fails to adapt under the ruthless crush of economic reality and accelerating business change. I know because I have been one of those people- a business owner, and I did not change, so I know firsthand.

You can’t tell a small business owner anything. I’ve tried with four businesses I worked for; people tried it with me when I owned my own business before that. We never listen.

Until we lose everything, you can’t tell us anything.

I’ve seen five other bicycle and triathlon retailers ride their businesses into the ground. TriSports.com is just the biggest of us to close. It’s the 9/11, the Black Tuesday, the Automotive Recession, the Chernobyl, the Fukushima and the Three-Mile Island of the triathlon retail industry. Once the fallout clears, the industry will be radioactive for years and will only be habitable by ego-driven mutants of the small business world deformed by their bizarre and nonsensical toxic obsession with a sport and a “business” that eats its young, then consumes itself as their internal voice tells them, “I am the one who can get this right”.

They’re wrong. The triathlon business is no longer viable on any significant scale beyond hobby. There are a lot of reasons for that, enough to fill a book.

If you want a single narrative to the complex issue of triathlon business failings, then call it the same thing triathletes suffer from as a culture: hubris. I will, however, suggest that in the case of Seton Claggett and TriSports.com, he is a rare man largely immune to hubris.

I worked at TriSports.com for over two years in their bicycle, then marketing department. One memory of many defines the experience:

The employees of TriSports.com are high in the Arizona mountains outside the sleepy town of Show Low, Arizona. It’s a town named after a bet two prospectors made over a gold strike in the area. Both of them lost. We’re putting on the annual Deuces Wild Triathlon Festival, a series of endurance races in the high, wooded area surrounding Show Low.

Most of the about-50-person staff from TriSports.com drove from Tucson to Show Low, Arizona to help put on the Show Low Triathlon Festival. It’s a massive annual multisport event with kids’ races, various distance triathlons, an off-road triathlon and an orgy of the triathletes’ favorite endurance activity, getting free stuff. The event concludes with a giant raffle benefitting charity where tons, and I mean tons, of triathlon gear and schwag are given away for a charity donation- about the same volume of stuff sold in a small triathlon store in a year. But this is TriSports.com, and we are the largest. So, we can afford to give away tons of stuff for free people probably would have bought at full price anyway.

After the festivities are over it is time to clean up.

It’s hot out and Seton Claggett is addressing us while standing chest deep in disgusting, reeking garbage inside a trash hauling semi-trailer. Every one of us is exhausted, filthy, smelly, sore, hungry and sleep deprived.

“If we leave this mess here it goes against everything we stand for.” He tells our downtrodden mass of long-faced employee volunteers as the sun sags. It’s like a scene in a book about forced labor camps. This is the triathlon industry gulag, and I am exiled here like a less-intellectual retail Solzhenitsyn banished to the labor camps for my own personal failings in this business. Like Cool Hand Luke, I gotta get my mind right.

A key tenant of TriSports.com is environmental responsibility, and cramming all this garbage into the back of a couple semis to dump in a landfill is against Seton Claggett’s molecular make-up as an environmentalist, former boy scout, parent and business owner. It is against the Little Red Book of TriSports.com doctrine.

Despite the sickening, nose-permeating stench of rotting banana peels under the high Arizona sun, dirty bottles filled with congealing sports drinks, discarded race equipment soaked in athlete urine, changed diapers from spectators’ toddlers and all the other disgusting offal produced by a couple thousand athletes and their closest friends, Seton wants us to sort the garbage by hand into bins for environmentally responsible recycling and processing.

Claggett is clamped onto the ethos of environmental responsibility like the face-hugger in “Alien”. The Claggetts have two kids, and Seton’s life mission is to leave the world a better place than he found it for those kids, and for everyone else. Seton and Debbie Claggett’s unswerving attachment to environmentalism isn’t corporate feel-good window dressing. They own it. Environmental responsibility and a doctrine of leaving things better than you found them is in Claggett’s DNA, and he has cloned it into the corporate DNA of TriSports.com and its culture. Not to sell more stuff, but because Claggett doesn’t just believe it’s the right thing to do, he knows it is the right thing to do.

And now he stands chest deep is piss-smelling filth to prove it. And prove it he does.

One by one employees slowly churn into action, pulling trash bags out of the back of the disgusting mess, opening the garbage bags, pulling out discarded wet wipes with… something brown on them. It’s not just gross, it’s fucking gross. But Claggett somehow walks the walk with enough conviction he inspires the entire staff to wade into the offal and begin sorting the revolting mess into neatly organized recycling barrels.

Claggett somehow inspires a crew of tired, volunteer employees to sort filthy garbage by hand in the dark after consecutive 14-hour workdays. Show me a leader strong enough to inspire that, and I will show you Seton Claggett.

A couple hours later, in the dark, we stink like hell and the world is a slightly better place. Claggett himself is covered in filth, and the last to stop working. I have found a new hero.

The Claggetts defined themselves repeatedly with acts of generosity and kindness both large and small. When Seton saw me riding my bike to an airshow loaded down with camera equipment early one weekend morning he secured a pass for me to the Air Force base and took me with him to a private air show during the Heritage Flight Conference at Davis-Monthan AFB. When my cat Frederick died of old age Debbie had every employee sign a sympathy card for me. I still have that card.

The charity and giving doctrine of the Claggetts was infectious. It spread like a smiley-faced plague through the building. After riding my bike to work one day in a rare Tucson downpour the Human Resource Director, a woman named Susan, found dry clothes for me to put on and a towel. When I obsessively worked 70-hour weeks she counseled me for working too many hours.

But heroes are fallible and complex, and Seton Claggett is no exception. Claggett was oddly fixated on loading the dishwasher in the employee kitchen correctly. He produced a YouTube tutorial video on the correct procedure, lectured employees at meetings on the correct process and even installed a video camera over the dishwasher to verify compliance. Where did that come from? I chalk it up to Claggett’s penchant for clear thinking and process. He is a smart man, a man of organized thought, spreadsheets and analytical problem solving. To him it is incomprehensible that a person could not load a dishwasher correctly, and that detail mattered. It was a teachable moment.

The dishwasher conundrum.

The story of TriSports.com and the rise and fall of the triathlon industry deserves to be told. It’s a complex story not well suited for Internet chat room fodder. It is more complex, both worse, and better. It doesn’t fit in a 1300 word blog.

If Seton Claggett had opened a software company, an app developer, a social media outlet or any other emerging business I’ll suggest we would mention his name alongside Gates, Jobs, Buffett and Zuckerberg. Claggett is a tirelessly hard-working man with a Masters in business and a deep, analytical mindset and strong stomach for risk. Unfortunately for him his first round of entrepreneurship was spent on an industry filled largely by people long on enthusiasm for the sport, too quick to give a discount and short on business acumen.

I wager Seton Claggett’s next round at business will conclude very differently.

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