There are certain archetypal stories that fall into the “Only in America” category. The inventor who tinkers in his garage until he develops a successful product is one of those stories. This tradition includes men like Thomas Edison, Henry Ford and Ivor Allsop. No, Allsop didn’t invent the electric light or the Model T, but he is responsible for something nearly as ubiquitous: the ski boot tree.
Like many of his predecessors, Allsop came from a farming background.
“Dad came from southern Idaho,” said his son, Jim Allsop. “His father used a team of horses to build roads. He was always tinkering and has invented some things no one even knows about.”
Ivor “Buss” Allsop had a knack for solving problems and his solutions were often unique. As a dedicated skier, he frequented resorts like Sun Valley, where he met his wife. He graduated from Idaho State University with a degree in pharmacology.
“He invented all kinds of elixirs and tested them on us kids,” Jim said. “One of them was an instant remedy for a sore throat.”
The elder Allsop trained as a tank driver during World War II, but a heart murmur kept him from overseas service.
“After the war, he worked at Hanford before taking a job with the Veterans Administration in Seattle,” Jim said. “Eventually, he became head of the VA here in Bellingham. On weekends, he operated a rope tow at Mt. Baker and he also opened a ski shop.”
Ivor Allsop eventually managed the Mt. Baker Ski Area for several years before moving on to run the Snoqualmie Pass Ski Area. That’s where the idea gelled for his first invention.
Ski boots were made of leather in those days and rental shop owners were saddled with the problem of drying the boots before being able to rent them the next day. Ivor Allsop applied his ingenuity to the problem and came up with the legendary Boot-In.
Working out of his garage, Allsop, along with sons Jim, John and Mike, obtained an SBA loan and went into production. It was 1964 and Allsop, Inc., was off to the races.
“Plastics were a big deal at the time and relatively new to the market,” Jim said. “We always referred to it as space age plastic.”
Mike Allsop recalls his father’s fiscal prudence.
“Dad refinanced the house to supplement the SBA loans,” he said. “He repaid every loan he got from the SBA and that’s pretty rare. We worked out of the garage at first, then had locations on Prospect Street and on State Street where the Harley-Davidson dealer is now. I remember Dad selling Boot-In out of the back of our station wagon.”
One of the keys to the firm’s success was a connection Ivor Allsop made with Tom Link, CEO of Garcia Corporation, a major distributor of sporting goods.
“We developed the in-store units to display ski boots, along with the Boot-In,” Mike said. “It became a major merchandising tool and we sold thousands of those racks. It was like having a silent sales person at ski shops.”
Jim and Mike took over operations of the company in 1972, while Ivor stayed on as president.
“Our kids, wives and dogs have all played a role in the success of the company,” Jim said. “It’s a real family operation.”
Allsop, Inc., moved to its present Meridian Street location in 1973.
“By 1978, we had branched out into consumer electronics, golf shoes and street shoes,” Mike said. “We developed ski bindings and the first shock absorbing ski pole. Those ratcheting closures that are on almost every ski boot are an Allsop invention. We didn’t get much money for that because of a poorly written contract.”
The company’s left turn into consumer electronics proved to be fortuitous.
“We didn’t invent the first mechanical head cleaner for tape players, but we improved on it,” Jim said. “We did invent the VCR head cleaner and have worldwide patents.”
The company was starting to get a lot of business from Europe and opened a plant in Waterford, Ireland.
“We were one of the first US companies to locate in Ireland,” Mike said. “That has helped contribute to amazing progress in the Irish economy over the past 25 years.”
The Irish Development Authority granted tax breaks to attract business and has been so successful that they are now working with other members of the European Economic Community.
“Our main US production facility is in Laramie, Wyoming,” Jim said. “That location offers advantages both in the manufacturing and distribution areas.”
By the mid 1980s, Allsop’s old customers were looking for new products and the company responded by developing the first media storage units for computers. That avenue proved smooth enough that Allsop now markets more than 150 computer products.
“At first, computers were sold through value-added retailers,” Mike said. “We thought regular retailers would sell only accessories. By the time computers were sold in regular stores, we were already in with them.”
Allsop developed a cleaner for compact disk drives that tapped into both the audio equipment and computer markets.
“Phillips in Europe had a lot of units that were getting plugged up,” Jim said. “We helped them build the cleaner so they could sell millions of dollars in inventory.”
Allsop revolutionized the design of the bicycle in 1988 by introducing the Softride system. These high performance multi-sport bikes won a host of races, including the world mountain bike championship before the governing body of bicycle racing took action.
“UCI (Union Cycliste Internationale) is the governing body for bike racing,” Jim said. “They’re located in Switzerland and were not happy about all these American bikes winning races. So they established rules that essentially target our bikes and banned them from the Tour de France and the Olympics. I guess they were just too fast.”
American companies invented the mountain bike and Europeans were late in jumping on board.
“The UCI rule is really aimed at our bike,” Jim said. “It’s tough to fight. We can’t go after them because of jurisdiction problems. Of course, any publicity is good and that ruling was a huge boost for our bikes. We’re still considering alternatives. We were in the Olympics many times and it hurts not to be there. We were allowed for ten years, then started winning too many races.”
Softride bikes are superior from several aspects. They are more comfortable to ride, lighter in weight and aerodynamically more streamlined than standard designs. They are popular enough that Allsop spun off a separate division to make them along with a hitch mounted rack system that has become the industry standard.
“Our product became the exclusive rack for General Motors,” Mike said. “It changed our whole way of doing business because of all the certifications we needed to get.”
Allsop has followed retailing trends into the gardening market.
“If there are opportunities in retail, we need to be there,” Jim said. “Gardening is a wildly popular pastime and garden departments in stores are getting a lot bigger.”
The company’s first gardening product was Wheel Easy, the world’s first garden cart that could be loaded at ground level, thus saving a lot of back strain. Wheel Easy achieved a rare 100 percent endorsement from the National Home Gardening Club in real-world testing this year.
“Some of our other garden products include Pot Pads that make big pots easier to move and help prevent deck rot underneath,” Jim said. “We also developed a seven by seven foot tarp with sewn in handles that makes a burrito out of yard waste that is easier to haul. Firefly is our solar powered garden art that can light a pathway or provide accents."
Mike’s son Brett is part of the third generation now moving into the company.
“Brett had an Internet company and brought a new technological focus to us,” Mike said. “The timing was right. People are comfortable with using the Internet now.”
All of Allsop’s products are now available online in addition to the Meridian Street retail shop.
“It’s a very vertical company,” Mike said. “We don’t eat unless we invent something. Then, we have to patent, engineer and sell it.”
That creates a certain amount of urgency.
“Pressure interferes with the creative process,” Jim said. “If we could just fool around and think, it would be better.”
The sword of necessity has two edges.
“That pressure also defines the creative process and brings it to a conclusion,” Mike said. “We have to get the products to market. If we ever get far enough ahead, we’ll create a corporate lab. It will be a fun place that is our version of retirement.”
Allsop maintained a low profile for many years.
“Retail requires more visibility,” Jim said. “We have to embellish our company mark. We have a significant reputation in our niches, but were not very well known in Bellingham.”
The new generation of Allsops is changing that.
“Bellingham is bigger now,” Jim said. “It’s no longer a town where everybody knows everybody. The public profile of Bellingham has increased nationwide. It’s a unique place. There’s a lot of economic vitality, but it still retains its character. We have to preserve that uniqueness.”
He pointed out that some products are now obsolete in months rather than years.
“Much of the world is now depending on the Chinese to produce things cheaply,” Mike said. “We’re resisting as much as we can economically. The US is not lacking for jobs, it’s just the kind of jobs and the skill level that are problems. There’s a lot of pressure on us to change our skills and reeducate the workforce. We graduate 187,000 engineers a year in this country. China graduates 500,000.”
The global economy brings new demands.
“We have to design products with Europe, Asia, South America in mind,” Jim said. “It all has to start in our schools. We have to figure out a way to sell products to China, turn the tables on them, get smarter. Allsop has to get better at research and development. We can’t move that offshore. Americans have been master designers for the world, but that’s shifting. You have to look at where things are made and where they are selling.”
A global market means a lot more consumers.
“You have to do your job well and not be intimidated,” Jim said. “We can’t all work for the city, the college or the state. You have to find where you fit.”
In addition to holding more that 450 patents worldwide, the company is committed to promoting environmental responsibility.
“We take the environment into consideration when making decisions concerning the manufacturing process,” Jim said. “That has made us a leader in earth friendly business practices. We use recycled paper products wherever possible. We recycle paper, corrugated boxes, oil and other industrial ingredients. We regrind and reuse the plastic scrap that is a by-product of our manufacturing process. We sponsor employee recycling programs. We co-developed and use Ultreen 144 in all our computer and electronics cleaning systems. That contains no ozone depleting or environmentally damaging chemicals.”
The company’s Natural Elements line of media storage products is made using recycled wood waste that would otherwise end up in landfills.
Mike would like to see a level playing field for small business.
“As a small business, we feel slighted by the state,” he said. “We should get the same deal as Boeing. It’s not only easier to keep existing business than it is to attract new ones, it’s cheaper and healthier, too. We create jobs and drive the economy. Business is the only source of jobs and taxes, but you don’t see many politicians in here.”
Allsop employs 80 people locally in its Softride division. There are 40 to 50 more in Laramie and another 50 in Ireland.
“We used to have more people,” Mike said. “But we don’t make as much as we used to. We only manufacture 25 to 30 percent of our products. A lot of successful people in Whatcom County started here. Business creates that kind of spinoff. It makes the wheels turn.”