Abstract

Honda Motorcycle and Scooter India Ltd. (HMSI) launched an economy segment motorcycle the ‘Dream Yuga’ in India in 2012, to attract mass and rural customers. It aimed to sell 300,000 ‘Dream Yuga’ units by the end of 2012-13. It also intended to become the leader in the Indian two wheeler market by 2020 with its aggressive expansion strategies. In order to tap the potential in Tier-II and Tier-III cities in India, HMSI planned to strengthen its sales and service network in these cities. The challenge ahead of HMSI was to gain leadership in the cluttered Indian two-wheeler market.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Understand how Honda is entering the mass market.
• Understand what factors contributed for the growth of HMSI in India.
• Discuss how Honda can attain the leadership position by 2020 in the Indian two wheeler market.
• Discuss how Honda’s entry into pre-owned two-wheeler market will work to its benefit.

Keywords

HMSI, Indian Scooter Market, Mass Market, Pre-owned Two Wheeler, Brand Management, Dream Yuga, Rural Marketing, Joint Venture, Lifestyle, Strategy, Positioning, Retail, Dealership, Channel Marketing, Advertisement, Motorcycle