NEW CHIEF IN TOWN

The company reportedly invested a great deal of effort and resources researching the previous Indian Chief and the PowerPlus engine to learn about any issues the bike and motor may have had.

The company has made a significant investment in engineering —especially for a startup —by building a team of more than 41 employees, 25 of whom are engineering-related. This approach has enabled Indian to address, from a technical point of view, any problems that arose during the development process.

Custom builder Huze notes that this investment in engineering was evident during his tour of the plant in a unique way. He noticed that the company spent the least amount of money possible decorating and furnishing the former wallpaper plant and invested mostly in top-of-the-line motorcycle equipment, machining and tooling.

The resulting 2009 Indian Chief comes with a redesigned 105 cu. in. PowerPlus powertrain with closed loop sequential port fuel injection. A six-speed transmission runs through a belt-drive to a 16-in. rear wheel. Brembo brakes stop front and back. The bike's body parts are e-coated and the frame and swingarm are powder coated. Riders rest on all-leather seats.

When it comes to marketing the motorcycle, Julius says the primary focus will be on the existing ride population. And, if one were to trust the comments made on many online forums, the interest is high and the skepticism is shrinking.

They expect a surge of first-time motorcycle buyers at first, but these will likely give way to larger numbers of mainstream riders.

They also expect a number of riders will buy the new Indian for nostalgic reasons —with the caveat that these are newer, more sophisticated machines than past models. The company is banking on this.

Over time, however, Indian will offer products that aren't quite so overtly retro, but more modern and contemporary. "Even a modern product needs to remember its heritage," Julius says, citing automotive marques such as Aston Martin, Bentley and Jaguar as examples of companies building classically styled, modern machines.

Starting with the introduction in Sturgis, Indian will commence a guerilla-like marketing campaign to promote the new bikes. Bike nights will be a big focus as will rallies, events and Web-based efforts. "The overriding objective is to get the product in front of consumers — physically in front of them, to get them to see the bike, to ride the bike," Julius explains. "It's a very nuts-and-bolts strategy."

"DEALERS ARE OUR LIFEBLOOD"

Ultimately the emphasis will be on dealers. The company cites its commitment to having dealerships that provide a great retail environment for those looking to buy an Indian, Julius says. Thus far, Indian has signed letters of intent with 10 dealers, five of which are in the top 15 markets.

Early pictures of the Charlotte dealership that's under construction show a store with a entryway shaped like the front fender of a Chief, complete with the Indian-head lighting. The interior will feature wood and stone surfaces as well as elements such as leather and chrome studs that tie into Indian's design aesthetic. Amenities include an Indian Rider's Group conference room, audio and video equipment, and free Wi-Fi service for customers.

Above the visual appeal of the stores, Julius says, Indian is going after dealers who see the same opportunity with the brand as he does and who have the experience and acumen to provide superb service to the customer.

"In the motorcycle business I think in general we've seen some terrific players out there with highly professional systems, highly professional attitudes to doing business. And you know what? If you're not, you're going to die," Julius says. "The customer doesn't see why he should get a different experience buying a motorcycle from buying an automobile. Really, there shouldn't be any difference — and that's what we're all aiming for."