I'm sure no-one is lying. This feels like another failure of the business model.
I'm sure that what Ezee is saying is true and would be surprised if 50 Cycles has actually said anything untrue, although they may have subtly misled people by implying NiMH batteries were impossible to get hold of. (Please note I have not checked back every statement, and do not intend to do so, and therefore will apologise profoundly if there has not been any such subtle misleading - all I am trying to do is to set out the business reasons why this situation is almost inevitable to come about)
Ezee outsources its UK distribution to 50 Cycles, which I assume to be a small but high growth business. I would expect such a business at this stage of its life to be cash constrained. Therefore it has to choose between alternative uses of its cash, and, to represent best interest of its shareholders, it must make the choice that it believes is likely to maximise profits in the long run (taking into account any customer dissatisfaction which may ensue). Faced with the following three choices, what would you do:
1. Invest in buying expensive spare parts (ie batteries) for a small minority of your most sophisticated customers. For these parts there is a particularly long lead time from you parting with the cash to receiving these parts, the price of them is volatile and your customers may resist your attempts to pass on price increases. Also these parts earn you lower profits than the ones that you have in stock (ie lithiums).
2. Invest in buying more finished product (eg Torqs, F-Series, etc) to sell to new customers who want a bike before the peak Christmas sales period.
3. Invest in buying stock to launch a new, high profile model which has received excellent reviews (ie Agutta) and which complements your existing range very well, enabling you to target a different customer segment who might not otherwise buy from you.
4. Combine 2 and 3 above with soothing words for the small number of your customers who want the awkward to obtain spares, and blame the global shortage of raw materials.
There are few people who would not be very tempted by option 4, and I would not blame them, from a business perspective.
This problem is solved in other markets by having alternative sources of funding so that 50 Cycles does not have to make such choices regarding use of its cash. For example, in other markets, the manufacturer will often retain ownership of the stock until it is sold. I do not believe Ezee or other bike manufacturers do this. If it did, 50 Cycles would not be cash constrained and could invest in batteries. Also in other markets, the distributor would not attempt to operate as a vertically integrated retailer, enabling other, better-funded retailers to invest their cash in buying up the spares, should they see it as an attractive way to compete.
Please also note that this is all inference on my part based on how businesses in general work but not based on any specific knowledge of Ezee or 50 Cycles. Therefore it may be wrong but it seems to fit the facts!
Frank