Automotive / MobilityMulti-region
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JOURNEY · DETAIL
Giant and the New E-bike Curve: After King Liu, a 40-Year Manufacturing Veteran Rides the Global Cycling Boom
Founded: King Liu · Giant Manufacturing Co., Ltd.
JOURNEY
Key Fields
FIELD STAMPSIndustryAutomotive / Mobility
RegionMulti-region
ScaleGiant
ChannelOther
Origin
King Liu's early ventures in trade ended in total failure, with a 20 million TWD (approx. 5 million RMB) investment vanishing into thin air. In 1972, at the age of 40, he pooled 4 million TWD (approx. 1 million RMB) with seven relatives to found Giant Manufacturing in Dajia, Taichung. Starting as an OEM for international brands, the team of 38 couldn't even assemble a single bike in their first year. By 1979, production reached 350,000 units, but 75% of orders relied on Schwinn. Price cuts and order cancellations forced him to launch the Giant brand in 1981 (based on historical records from Sina Finance).
Milestones
1972
Startup & OEM Turning Point
In 1972, at age 40, King Liu founded Giant Manufacturing in Dajia, Taichung, entering the bicycle OEM supply chain. At the time, Taiwan's bicycle industry consisted of hundreds of small assembly shops. Giant secured international orders through strict quality control and stable delivery, transforming from a frustrated middle-aged man into a manufacturing newcomer.
1980
Global Expansion Growth
Giant established sales companies and production bases in mature markets such as Europe, North America, and Japan, gradually scaling its Taiwanese manufacturing capabilities into a global brand network. During this phase, Giant evolved from a simple bicycle factory into a multinational brand operator, beginning to compete directly with Western brands like Trek and Specialized.
1981
Brand Creation Turning Point
In 1981, the Giant Group launched its own brand, Giant, ending its reliance on pure OEM. King Liu believed that without a brand, the company would always be at the mercy of others. However, the move initially sparked dissatisfaction among OEM clients, and both distribution channels and market recognition had to be built from scratch. Giant persisted through internal and external pressures, laying the foundation for becoming the world's number one.
2008
Cultural Promotion Inflection Point
At 70, King Liu spent 17 days cycling around Taiwan, pushing Giant from a manufacturing company to an ambassador for cycling culture. Later in 2008, he launched the YouBike public bicycle system in Taipei. Giant moved from selling bikes to providing urban mobility services, shifting its brand narrative from simple transportation to sports and lifestyle.
2026
Founder's Passing Inflection Point
King Liu passed away at the age of 93. Following the departure of the 'Godfather of Bicycles,' the Giant Group entered the post-founder era. Simultaneously, the global rise in E-bike penetration and the cycling boom are creating alternative growth opportunities. The company must now prove it can maintain its dual engines of manufacturing and branding without King Liu.
Turning Points
- 1981: Launched the Giant brand, transitioning from an OEM factory to a brand manufacturer.
- 2007: Completed a round-the-island cycling tour at age 70, turning the founder's personal experience into brand culture and a marketing event.
- 2008: Launched YouBike, expanding from manufacturing into public mobility services.
- 2026: The passing of the founder, putting the group's succession mechanism and next-generation growth curve to the test.
Failures & Pitfalls
- King Liu's early business failures in trade created immense pressure, delaying his entry into manufacturing until age 40.
- The proprietary brand faced initial cold shoulders from both OEM clients and market channels; building brand awareness proved harder than building bikes.
- The founder's difficulty in letting go at an advanced age remained a long-term concern for outsiders regarding the Giant Group's succession.
关键成功要素
- Use OEM to build highly efficient production lines, then leverage the proprietary brand to capture premiums.
- The founder's long-termism, 'deciding the present through the future,' led to sustained investment in cycling culture.
- Used a round-the-island cycling tour to craft a brand story, transforming cold manufacturing into a warm, sports-oriented narrative.
- Extended from bike manufacturing to YouBike public mobility, tying the company to government investment in cycling infrastructure.
Lessons
- Branding is not an overnight success; the manufacturing capabilities accumulated through OEM are the capital for challenging international brands.
- The founder's personal example is the best marketing; cycling around the island was more persuasive than any advertisement.
- The greatest risk for an enterprise is not product aging, but being stuck in a manufacturing mindset and losing touch with end-users.
- Facing the new E-bike cycle, veterans cannot just stick to old products; they must view new power sources as an opportunity to restart.
Core Data
- Founding Year：1972 (Public record)
- Giant Brand Launch Year：1981 (Public record)
- YouBike Launch Year：2008 (Public record)
- Age of King Liu's Round-the-Island Tour：70 (Public record)
- Age of King Liu at Passing：93 (Public record)
Competitors / Peers
In the global mid-to-high-end market, Giant faces competitors such as Trek and Specialized from the US, and Accell Group and Bianchi from Europe. Domestically in Taiwan, Merida is its primary rival, having also transitioned from OEM to brand. Recently, the E-bike sector has introduced motor manufacturers like Bosch and emerging DTC brands. Competition has extended from traditional frame geometry to battery/motor supply chains and smart connectivity, requiring Giant to simultaneously defend its manufacturing costs and high-end brand positioning.