Our culture is as fun and lively as the lifestyle brands we represent where innovative ideas are welcomed and customer satisfaction is our top priority. We offer service contracts on a monthly, bimonthly and quarterly basis. A preventive maintenance program helps to keep your equipment in top condition, decrease downtime, and prevent major equipment failures. Cleaning, lubricating and making adjustments as well as replacing worn parts are all necessary to ensure the safety and reliability of your equipment. A service contract is the best way to extend the life of your equipment and keep your facility safe, but we understand that a contract may not be feasible. 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. While every large bicycle manufacturer sponsored or participated in bicycle racing competition of some sort to keep up with the newest trends in technology, Schwinn had restricted its racing activities to events inside the United States, where Schwinn bicycles predominated. As a result, Schwinns became increasingly dated in both styling and technology. 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. 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.[8][30] 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. This period in Schwinn's history plays a cameo role in a novel by Dave Eggers, A Hologram for the King (2012).[58] 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.[59] 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. By the mid-1970s, competition from lightweight and feature-rich imported bikes was making strong inroads in the budget-priced and beginners' market. The parts that say "Schwinn" were made by Schwinn in their enormous Chicago factory (which I had the pleasure of touring in the early '70's). Parts that say "Schwinn Approved" were made elsewhere to Schwinn's specifications. The Chicago Schwinns were among the most bomb-resistant bikes ever built, and they were built with unique technology .