1960 BSA Super Rocket vs. 1957 Triumph Tiger 110

Motojournalist Robert Smith gathers a pair of British 650s for a proper showdown.

By Robert Smith
Updated on August 11, 2021
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Robert Smith

Familiarity breeds contempt goes the saying. And a forced marriage offers plenty of unwelcome familiarity. No surprise, then, that in the 1950s, relations between the two senior stepsiblings of the BSA Group — BSA and Triumph — were distant, competitive and sometimes downright hostile.

By 1957, Triumph had been part of the BSA Group for six years. Yet, while Triumph’s Meriden factory near Coventry was just a 10-mile hop from BSA’s Small Heath, Birmingham plant, the two might have been at opposite ends of the galaxy. Each maintained its independence in development, manufacturing, and sales. Any potential sharing opportunities were ignored, downplayed or dismissed.

Much of this antipathy was down to the personalities involved. Famously irascible and autocratic, Edward Turner ruled his fiefdom at Meriden with an iron fist. Triumph could do no wrong (especially if Turner was involved, which he invariably was); and while Turner was well aware of trends and developments in the industry, innovations at Meriden were usually home grown.

A sideview of a motorcycle

Even after 1956, when Turner was in charge of both BSA and Triumph (see Turner sidebar below), his focus rarely wandered away from Meriden — and Triumph’s U.S. distributors, whom he visited often. (It was while driving through South Carolina to the 1949 Daytona races that Turner spotted the Thunderbird Motel. The name seemed just right for Triumph’s next motorcycle.)

The customary reason for merging two businesses is to gain synergy — the whole greater than the sum of its parts. In manufacturing, it’s the benefit of sharing resources and technology, commonality of parts, and economies of scale. If that’s what BSA Group’s board had hoped for in 1951, they were to be disappointed. It wasn’t until 1962 (when Turner was in ill health and close to retiring) that BSA called in consultants McKinsey & Co, to find out why: their report advised streamlining operations, and especially merging the two separate sales operations in the U.S. It took until 1969 for that to happen!

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