by Jon Row

With its new S1000RR Germany’s staid and iconic motorcycle company is making one of the biggest changes ever in its business. Convinced it has to expand beyond the traditional customer base that has long been its mainstay, BMW’s shocking S1000RR is designed to rev up the company’s image (and sales) to younger, different buyers. The primary target: Japanese superbike owners and prospects. Targeting the flagship liter bike segment with the most powerful production superbike to date, BMW knew there was some risk of alienating their owners and dealers by just being in the “crotch rocket” business. Communications Manager Laurence Kuykendall relates that the company began meeting with customers and clubs in 2005 to prepare them. The message: change was coming and it was critical; change that not just supplemented existing segments but helped ensure BMW could remain in the two-wheel business as its affluent boomer buyers ultimately retire.

Examples of the transition were evident at Salt Lake’s WSB event. A BMW line of Japanese-made Kushitani leathers. Support of a Brock’s Performance S1000 powered drag bike, stunt riding shows and, not coincidentally, a greater number of blue and white-badged bikes in the parking lots. Conversations with customers and BMW club reps confirmed the faithful are OK with the new direction. They’re pleased to see their beloved brand in WSB; especially if it ensures new GS and K series bikes keep coming—thank you very much.

BMW is changing in other ways too. Berthold “Bertie” Hauser, BMWs director of motorcycle sports, has been with the company almost 30 years. Hauser is the guy responsible for hiring multi-time Italian Superbike Champ and 20-year Ducati team manager Davide Tardozzi to spearhead the 2010 S1000RR WSB team this year. Tardozzi has proven ability to deliver multiple WSB championships.

For the traditionally Teutonic BMW, bringing Tardozzi aboard for expertise and connections was smart but also demonstrates BMW’s willingness to go outside the box melding Italian and German race team cultures. One of Tardozzi’s personal requirements was to retain among other things, his Italian team chef. The team also utilizes several former BMW F1 engineers who assist with specialized development areas. An army marches on its stomach and the Beemer team appears to be doing well with both the food and the diverse cultures. Results have been improving. It hasn't been easy but both riders now have significantly more points than this time last year. With a 3rd place at Monza and top five finishes 6 of 7 times so far, the team is becoming more confident as they work through the issues.




BMW knows that just building a world-class production bike, even one of the best to date, cannot assure market success without good WSB results, especially in Europe.

Racing was part of the S1000 marketing plan from the beginning, however WSB is so competitive that event wins, let alone championships, are incredibly elusive. Catching up to and jumping on WSB‘s fast moving train is harder than most non-participants ever imagine. Even with veteran riding talent like Ruben Xaus and, highly experienced, two time WSB champ Troy Corser, BMW still needs something else…time.

Despite its advanced engineering prowess and the team’s combined experience, BMW is using many clean sheets of paper …and pixels, to race-develop their unique and powerful new machine. BMW resources such as their Munich based Energy and Environment Test Center with its high altitude chamber helped preparation for the thin-air Salt Lake City and Kyalami rounds. Unfortunately, as Tardozzi notes “ there is no substitute for track development time and race-based feedback. Settings just take time to develop.”

A key challenge for the team was the decision to self develop its own unique, engine management and traction control systems in house. The Magneti Marelli software widely utilized by other teams would have been an easy choice and might have facilitated quicker short-term results. Long term though, BMW believes they can evolve a superior system and prevent other teams from acquiring the benefits (and parity) of a shared supplier. Hauser claims efficiency is high, citing the ability to effect major programming changes in days vs. weeks. That’s important because tire and traction control finesse issues have prevented the riders from utilizing the beemer’s full power potential.

While criticized by some for attaining only a single podium so far, BMW’s progress has been better than many knowledgeable insiders expected. It appears BMW is using its resources effectively. Bertie Hauser is confident; 2010’s remaining results will be even better.