VOL. 50 ISSUE 25 JUNE 25, 2013
our future, at how we wanted
to grow Polaris into a $5 billion
company - and motorcycles fit
very nicely into that long-range
plan. But to be a serious player
in the quite lucrative heavyweight
motorcycle market, we had to
have a bigger brand than Victory,
and the fact that Indian was out
there, and that there was an opportunity to acquire it, made us
look at doing so - again. For in
fact, we had looked at it previously in early 2001, before Stellican
acquired it, but at that point in
time we weren't ready to acquire
the Indian brand, whereas this
time around it was opportune for
us to do so. We'd spent the past
15 years learning the business
with Victory, we'd made a lot of
good moves and paid some tu-
P81
ition fees to do so, so we thought
this was the right time to help propel our motorcycle business forward with two contrasting brands
which will help us build the company, and grow a bigger motorcycle business. We felt that with
our capability and financial backing, Polaris could really make a
difference to Indian.
So when did you acquire it,