Raliegh activator

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Communication via our website cannot replace the relationship you have with a physician or another healthcare practitioner. I consent to having this website store my submitted information so they can respond to my inquiry. This was the successor to their popular, but very low-end, Activator. On this note, I recall a school friend of mine had an Activator 2, and he thought it was far superior to my M Trax — until we swapped bikes and raced each other up a slight hill, which showed him just how much energy was getting drained away by his gas-pipe steel and pogo-stick bike.

All in all, the Activator range was not for serious mountain bikers, and opting for suspension at this price point is almost always a false economy.

I had Raleigh Activator 1 and 2 during my teenage years and thought they were brilliant. The bike still had original hand book etc attached to the frame. You are here Home » Credential Info. Credential Appointments. To make an appointment, select your appointment type. Click "Continue. Once you have selected a center, click "Continue. Centers that are marked as "Only" are limited to only employees and contractors of that agency. Select a date and time for your appointment.

Review the details of your appointment and if everything looks correct, click " Make Appointment. Click "find an existing appointment" Enter your appointment Confirmation Number and your email address. Click "Search Appointment. From here, you can cancel and reschedule your appointment. What to Bring to Enrollment Appointments To enroll for a USAccess credential, applicants must present two forms of identification that will be scanned into their Enrollment record one primary and one secondary OR two primary forms of ID.

What to Bring to Activation Appointments For activation appointments, bring the temporary password contained in the email sent to you informing you that your credential was ready for pick up. Other Inquiries: Use the Submit a Question form on this web site. At the time of writing, Pioneers are still made but the biggest marketing problem was the lack of an easily remembered and well-understood generic name for this type of machine.

Competitors, reasonably enough, did not wish to use the Raleigh name, Pioneer. The Germans called them trekking bikes, which suggests to UK customers something rather arduous. Although the Pioneer range was intended as an MTB replacement, it was recognised that it was not a perfect substitute, its market being somewhat different. There was therefore a need to extend the product life of the MTB, especially for younger customers. In the USA, interest had been growing in suspension for mountain bikes.

Although far from the mainstream of mountain bike design, it stimulated interest in the subject and Rockshox telescopic front forks reached the UK in Adding suspension to a Raleigh MTB seemed a good way of boosting interest and sales, hence the very successful Activator was created.

This was a budget MTB with a simple Raleigh-designed telescopic front fork. Launched in , it was advertised effectively on TV. The following year saw the introduction of Activator II, a dual suspension version, with a Raleigh-designed rear suspension system somewhat reminiscent of that used on the Raleigh-manufactured Moulton MkIII. Whereas the Activators were essentially budget MTBs with inexpensive suspension designed in-house, Raleigh recognised that the other end of the mountain bike market needing nurturing.

Both in marketing and product development, M-Trax benefited from the successes of the Raleigh Mountain Bike team, which Rix instigated in At the MTB entry level further development was needed to sustain interest and market share. Yvonne Rix had recognised the sales potential of MTBs with oversize aluminium tubing, which some competitors were introducing.

However, Raleigh had no in-house aluminium frame-building facilities and did not want to buy in frames. At the Harrogate cycle show in , Rix concluded that the appeal of oversize tubes to younger customers was primarily visual. They liked the look but were not particularly interested in the material used.

Raleigh was able to handle wider but thinner-walled steel tubes and hence the Max range was born. The range was hugely successful for some four years. In , Yvonne Rix retired as marketing director. The last innovation she introduced was the Select electric bike, which was launched in Rix believes firmly that electrically assisted cycles have a big future, subject to battery improvements commensurate with those seen in the development of mobile telephones.

Raleigh was the first major UK manufacturer to offer an electric bike. For a long time, Raleigh supported Sturmey-Archer by fitting an AW 3-speed hub in the entry-level model of each range. There was, however, an image problem with the product and a 5-speed derailleur was a cheaper, more fashionable alternative.

Moreover, Raleigh sometimes paid more for S-A products than did competitors, which lead to internal friction. Today S-A and Raleigh are relatively independent. There is no special favouring by Raleigh of S-A products. A Raleigh is as likely to have a Shimano 7-speed hub from the other side of the world, as it is a Sturmey-Archer from the other side of the road. Under Derby, Sturmey-Archer was able to re-engineer many of its hubs.

In most cases, this was successful, apart from the short lived and unsatisfactory 5 StAr dual-cable 5-speed hub. A single-cable 5-speed hub, the Sprinter 5, replaced this. During the s, more than 20 years after patenting a 7-speed hub, S-A was finally allowed to bring one to market, the Sprinter 7.

The major British specifiers are makers of portable cycles, such as Brompton, and niche players such as Pashley, for their roadsters, folders and delivery cycles, including those used by the Royal Mail.

Yvonne Rix retired in Her successor appointed a new advertising agency and instigated a change of corporate image. At the time of writing, figures for were not available but early indications suggested a recovery to approximately levels.

Production of high end cycles at Nottingham ended in the late s with the Reg Harris era. Awareness of, and interest in, the demands of the serious competitive cyclist died with it.

However, as Carlton was for the most part run autonomously, the association of the Raleigh brand with performance products ceased in the UK. The export situation was very different. Raleigh products designed and built by Carlton were an important part of the range. They sold well in their own right and were not used just to lend credibility to the rest of the range. The success of Carlton was seen as diluting the Raleigh brand and therefore the Carlton brand was killed off.

Production was transferred to a new lightweight department at Nottingham. Initially the products were lacklustre: high specification tubing but with mass production geometry and mid-range equipment. Although Raleigh had a successful racing team on the Continent, marketing made little use of this to promote Nottingham-built bikes. Nonetheless, the Nottingham-made product did improve and the International Cycling Guide selected the off the peg Raleigh Team Replica as one of its bikes of the year.

The Randonneur proved that Raleigh could still sell high-end product if it was thoughtfully designed and manufactured. The small team gathered together at Special Products built on this success. They produced many viable new bikes, which initially sold in good volumes. Derby encouraged this development work and Ed Gottesman, leader of the Derby buy-out, was particularly supportive.

An avid collector of high-end Raleighs, he was always looking to add to his collection. Moreover, he always paid for his Special Products bikes. Managing director Sandy Roberts was also a keen supporter of the unit.

However, after he retired in , support waned. Despite pioneering work on thermal bonding technology DynaTech and frame manufacture using titanium and metal matrix composites, the Raleigh board was unsure how to make use of Special Products Department.

Should it be required to make a profit? Should it be a development overhead? Was it a marketing tool and hence part of marketing costs? Yet, even breaking even was difficult. This was the era when internal transfer charging became fashionable in the corporate world. Meanwhile the sales department had little interest in Special Products and was so tied to the Raleigh 5-star dealer network that access was denied to quality independent dealers capable of selling the product. The decline of Special Products was therefore inevitable, although the unit still exists.

The Raleigh view is that the company always has been and remains primarily about mass-production. The brand philosophy also dictates that Raleigh must make the best end of the bicycles sold in volume.

This is not particularly profitable in its own right, but is worthwhile because of the brand enhancement when selling ordinary bicycles. Moreover, there is a trickle down of technological development and refinement from the team machines to ordinary production. The philosophy today regarding Special Products is that any niche markets catered for must relate to the mass-produced products.

For many years, the design department was all-powerful and a very large in-house resource. By about , however, marketing had become pre-eminent, a direction that had been foreshadowed when design director Alan Oakley moved to marketing a decade earlier. Therefore, it was considered better to concentrate on concepts involving technologies already mastered, or easily bought in. Technology push was not on the agenda, but on the other hand, Raleigh would try not to be merely reactive to market pull.

Although the pattern changed a little from time to time, the typical marketing department was as follows. The marketing director was a member of the main Raleigh board. Reporting to the marketing director were the product managers, concept design team and marketing services team. The concept design developed the product image, whereas marketing services dealt with advertising, point of sale support, promotional events and public relations.

The total number of staff involved fluctuated between about a dozen and twenty. Market research indicated that the Raleigh brand is widely seen in the UK as trustworthy, family-oriented, comfortable, friendly, strong, sturdy and reliable.

With these brand values in their heads, parents are likely to buy Raleigh. When it comes to selling racing bikes, however, such brand values are not a good match. Here Peugeot did much better, being seen as flash, French and lightweight. In contrast, the Raleigh brand strengths were the antithesis of what was needed.

Thus, when the Carlton brand was phased out and lightweight production moved to Nottingham, Raleigh sponsored a racing team, supported by TV advertising. With its emphasis on speed and lightness, this modified the popular view of Raleigh, whilst leaving intact the existing strengths. Sadly, interest in racing bikes then fell away, as MTBs took over. BMX fitted better with traditional Raleigh brand strengths. Perceptions of sturdiness, reliability, dependability and strength also served the marketing of low and mid-range MTBs well.

However, they were not a good fit for upmarket MTBs. These needed to be American and sexy, the perception being that all the best mountain bikes came from the USA even if in reality they were nearly all made in Taiwan.

So it can be seen that Raleigh capitalised on its brand strengths and sought to modify them where the fit was less than optimal. Reliability was further emphasised by the introduction of a year guarantee on frame and forks. In the s and early s, formerly independent sub-brands acquired by Raleigh, such as Phillips, Hercules and BSA, were used for mail order sales and certain other outlets.