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Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) is a motorcycle and scooter manufacturer company based in India. Hero Honda was born in 1984 as a joint venture between Hero Cycles of India and Honda Motorcycle Japan Co. Ltd of Japan. The venture between the compa Read more... Hero Honda Splendor Plus for sale as good as new one 09 February 16:01 hero honda splender plus 08 February 20:30 hlo...ladies...r u interested to make some fun.7061309270 24 January 18:30 2011 Splendor Plus Sale 27 December 16:24 Hero Honda splender + in very good condition... Hero Honda CD 100 1986 original Japanese engine 25 September 18:14 second hand bikes Hyderabad, second hand bikes Bangalore, second hand bikes Mumbai, second hand bikes Chennai, second hand bikes KolkataTck. 1987 yamaha rx100 sale or exchang Tck.1987 yamaha rx100 for sale or exhange as equal to any valuable two wheelers fully restored with orginal mahel piston two new michelin tyres only one owner...
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There are a few reasons this might happen: To request an unblock, please fill out the form below and we will review it as soon as possible. /Bikes-Scooters/Bikes-Scooters/y72?l=Brand_name from 54.179.74.103 on 2017-02-14 00:51:58 GMT. Trace: C9F68030-F24F-11E6-9C4C-E0364BE36F5A via cb94677d-e8f6-4df9-9a03-a5b24b199dcf May 20, 2015 Last Updated at 21:30 IST Bajaj plants new models in budget bike segment Two-wheeler makers saddled with excess capacity Hero, Italy's Magneti open JV plant in Haryana Hero Motocorp gains 2% on new bike launch Eicher overtakes Hero on m-cap roadtrip The net profit of Hero MotoCorp, India's biggest two-wheeler maker, nose-dived 14 per cent in the last quarter of what was otherwise a fruitful year. This was especially disappointing for the auto company because in the preceding three quarters of 2014-15, it had recorded a growth of 23 per cent, defying the slowdown in the market. But dependent as it is on the rural market for sales of its bread and butter economy bikes, the erratic weather and the effect of tweaks in the government's employment guarantee schemes left Hero feeling the pinch.
In the process, targets that it had defined for itself five years ago look unlikely to be met. Rural buyers, among whom the Hero Splendor bike is usually the top draw, have been forced by crop losses and income falls to reroute their savings to repay farm loans. As a result, against Hero's projected double digit increase in sales, it could report only a growth of 6 per cent in 2014-15. Society of Indian Automobile Manufacturers (SIAM) data shows Hero sold 5.67 million two wheelers compared with 5.42 million units in 2013-14. And though this represented a higher growth of 4.6 per cent than the industry average of 2.5 per cent, arch rivals Honda did better with a growth of 6.4 per cent. Five years ago, the Munjal family, promoters of Hero, had decided it wanted to remain the global leader it was in two-wheelers, which meant opening several global factories, making more premium bikes, exploiting the scooter segment and having a world-class product development center. None of these was acceptable to its partner Honda, which saw these as conflicting with its own interests.
After a 26-year marriage, the two companies dissolved their joint venture in December 2010. In mid-2011, Pawan Munjal, the chief executive and MD of Hero, announced a target revenue of $10 billion, sales of 10 million units and 10 per cent export share of total sales by 2016. He also promised to open six factories (manufacturing or assembly) outside India by 2014 to meet its export target. But five years later, Hero isn't even close to meeting these objectives. With total sales (domestic and exports) closing at 6.63 million units last year, it is unlikely the company can log a 50 per cent jump this financial year to touch the targeted 10 million units. A. Srinivasu, sales head at Hero, has predicted the company's volume growth prospects at 5.5-7 per cent this year. And after posting a turnover of Rs 27,585 crore ($4.3 billion) last year, it seems improbable it can reach the figure of $10 billion by 2016. Of the six overseas units scheduled to go on stream by 2014, only four have become operational.
Naturally, its export targets have been affected and last year, accounted for just 3 per cent of sales, quite a distance from the planned 10 per cent in 2016. Keeping up with goals Hero, however, maintains that there is no slowing in its plans. "There is no delay in our global operation plans, except in Nigeria," says a company spokesperson. "We already have four assembly units in Kenya, Uganda, Tanzania and Bangladesh. We started our Kenya assembly unit in 2013, while the ones in Bangladesh, Uganda and Tanzania became operational in 2014. The assembly operations in Nigeria will start this year. This was somewhat delayed due to the political situation in that country." Interestingly, Nigeria continues to be rival Bajaj Auto's biggest export market, where it is also the market leader. One of Hero's biggest disappointments has been its inability to capitalise on the growth in the premium bike business. It has seven products, including the Karizma, Extreme, Impulse, Hunk and Achiever, in the 150 cc and above segments, but commands a share of just 6 per cent.
Bajaj Auto is the leader in this segment with a share of 45 per cent, led by its Pulsar range. Aswin Kumar P, industry analyst (South Asia and Middle East, automotive and transportation), Frost & Sullivan, explains, "Hero does not sell in the higher segments for the same reasons why Maruti Suzuki has not been good at selling cars priced over Rs 10 lakh." He points out that Hero is known more for its commuter bikes like the Splendor and Passion that are bought for their fuel efficiency and low-cost of ownership. Hero had actually realised this lacunae and joined hands with US-based Eric Buell Racing (EBR), a racing bike specialist, to develop motorcycles that could take on Bajaj's best-selling Pulsar and others in the premium segment. Hero had bought 49 per cent in EBR, in order to tap the American company's high-end bike technology. However, a few weeks ago, EBR suddenly filed for Chapter 128 (bankruptcy protection), and projects for which technology was being provided by EBR faced a freeze.
The company spokesperson says that "EBR has already completed (and launched) 12 of the projects that it was working on". He adds that other projects, including a sports bike to be called the HX 250R on a new platform with multiple variants, were in an advanced stage of completion. "With our R&D capabilities and external support, we are confident of completing these projects with minimum delay," says the spokesperson. Through EBR, Hero had been planning a foray into the US market, something no Indian manufacturer has done with the exception of Royal Enfield. Some "niche products", as Munjal puts it, for inter-city commuting in smaller American cities would have been marketed through EBR. Hero took a Rs 155-crore impairment hit on its equity investment in EBR. In contrast to its setbacks, Honda Motorcycle and Scooter India (HMSI), a subsidiary of Japan's Honda Motor Company, has grown rapidly after its separation from Hero Motocorp. From a share of 13 per cent of the domestic two-wheeler market in 2010-11, HMSI closed 2014-15 at 27 per cent, according to SIAM.