A Project Report on

Hero Honda Motors Ltd.

Submitted to: Submitted by:

Prof. M. R. Baid Manjeet Pareek

Nikhil Bhansali
Dinesh Vadera
Ankur Agarwal
Pankul Lakhmera
Rahul Bissa
Harish Kumar

Master of Business Administration

JIET SCHOOL OF MANAGEMENT

JIET Universe, N. H. No.65, Pali Road, Mogra, Jodhpur-342 002 (Raj.)

Tel: 0291-2868152/53, E-mail: info@jietjodhpur.com Web: www.jietjodhpur.com

1
 Acknowledgement

Behind every success always there is someone .We humbly state that this project is not a
fruit of only our effort but of a number of persons who directly or indirectly guided & inspired us
for the completion of our project. Submitting the project work report on

“Hero Honda Motors Ltd. ” we take this opportunity to thank our H.O.D Prof. M.R.Baid
and our project coordinator Mr. Mahendra Daiya and all teachers whose constant encouragement
made it possible for us to take up the challenge of doing this project. We are grateful to their
guidance and consistent help throughout the project.

Without help, this task would have been difficult to accomplish .We feel obliged to
extend our gratitude towards all those who contributed in successful completion of this project.

2
 Index

1) Introduction…………………………………………………..……5
1.1) Hero Honda Group & Hero Honda Motors Ltd. …………….……….5

1.2) Two – Wheeler Industry in India……………………………….…...….6

1.3) Strategic Intent of HHML (Vision & Mission)………………..…..…..11

1.4) Key Milestones……………………………………………………..……12

2) Strategic Planning...………………………………………………..14
2.1) Financial Resources ……………………………………………………...14

2.2) Physical Resources ……………………………………………………...15

2.3) Some of the unique practices at Hero Honda Motors Ltd …………...17

2.4) Technological Resources…………………..………………………..….18

2.5) Reputation………………………..………………………………….……19

2.6) Leadership……………………………..……………………………...…..21

2.7) Value Chain Analysis …………….……………………………………..24

3) MarketingStrategies………………………………..……….……26

4) Core Competency & Competitive Advantages ………….……..28

5) Range of Products…………………………………………..……..31
6) Bibilography………………………………………………………35

3
4
 1. Introduction
1.1. Hero Honda Group & Hero Honda Motors Ltd.

"Hero", the brand name symbolizing the steely ambition of the Munjal brothers, came into being
in the year 1956. From a modest manufacturer of bicycle components in the early 1940's to the
world's largest bicycle & two-wheeler manufacturer today (Hero Honda Motors Ltd. was started
in the year 1984 as a JV between Hero Group & Honda Motors, Japan), the odyssey was fuelled
by one vision - to build long-lasting relationships with everyone, including workers, dealers and
vendors. This philosophy has paid rich dividends through the years.
Hero, a name synonymous with two-wheelers in India is today a multi-unit, multi-product,
geographically diversified Group of companies. Through fully integrated operations, group roll
its own steel, make critical components such as free wheels for their bicycles, and have the
foresight to simultaneously diversify into myriad ventures, like product designing, IT enabled
services, finance and insurance, just to name a few.
Like every success story, Hero's saga contains an element of spirit and enterprise; of
achievement through grit and determination, coupled with vision and meticulous planning.
Throughout its success trail, the Hero Group and its members have displayed unwavering
passion of setting higher standards for themselves and delivering simply the best to their
customers.
"Engineering Satisfaction" is the prime motive of the Hero Group and it has become a way of life
and a part of the work culture of the Group. This is what drives the Group to seek newer vistas,
adopt faster technology and create quality driven products to the utmost satisfaction of
customers, partners, dealers and vendors.

5
1.2. Two – Wheeler Industry in India

Automotive market in India (2007-2008)

The automotive market of India is dominated by two – wheelers which constitute about ¾-th of
the entire market.

The manufacturing facilities for all these automotive players are well – spread across the country
with the east zone having the least of participation. The following figure shows the spread. The
zones which are circled show the presence of the two – wheeler manufacturers.

6
7
There are many factors which affect the India automotive industry as a whole which is analyzed
in the following figure. These factors drive the industry & make it competitive globally. India is
slowly becoming the manufacturing hub for the automotive sector.

After analyzing the drivers, let’s take a look at the projected sales in the automobile sector.

8
1

Key insights into the projections are:

2 • Sale of motorcycles in India is likely to touch 10 million mark by 2010 as per Frost and
Sullivan report.
3 • The size of the Indian automotive industry is expected to grow at 13% p.a over the next
decade to reach around US$ 120 - 159 bn by 2016.
• The total investments required to support the growth is estimated at around US$ 35 – 40
bn .

Now turning our focus into the two – wheeler industry we find that motorcycles
dominate the industry.

9
1 All the manufacturers in the automobile industry can be broadly classified into the
following categories:
1
2 􀂾 Major players are:
3 – Hero Honda Motors Ltd.
4 – Bajaj Auto Ltd.
5 – TVS Motor Company
2 – Honda Motorcycle & Scooter India Ltd.
1
2 􀂾 Minor players are:
3 – Suzuki Motorcycles India Ltd
4 – Yamaha
3 – Royal Enfield (Niche Segment)
1
2 􀂾 New Entrants
3 – Mahindra & Mahindra (Acquired Kinetic Motor Co. Ltd. in 2008)
4 – Mahabharat Motors ( started producing TVS branded 2-wheelers in Apr.’09)
1
2 􀂾 Other Players
– Manufacturers of electric two – wheelers such as Yo Bikes

10
1.3. Strategic Intent of HHML (Vision & Mission)
1
􀂃Vision/Mission
Mission -
“Hero Honda’s mission is to strive for synergy between technology, systems and human
resources, to produce products and services that meet the quality, performance and price
aspirations of its customers. At the same time maintain the highest standards of ethics and
social responsibilities.
This mission is what drives Hero Honda to new heights in excellence and helps the
organization forge a unique and mutually beneficial relationship with all its stake
holders.”
Mandate -
“Hero Honda is a world leader because of its excellent manpower, proven management,
extensive dealer network, efficient supply chain and world-class products with cutting
edge technology from Honda Motor Company, Japan. The teamwork and commitment
are manifested in the highest level of customer satisfaction, and this goes a long way
towards reinforcing its leadership status.”

􀂃Objective & Values

The Hero Group philosophy is -
"To provide excellent transportation to the common man at easily affordable prices
and to provide total satisfaction in all its spheres of activity."
The group philosophy clearly states what the group objectives are and stresses the focus
on – customers, providing reliable and affordable mobility for the masses and other
stakeholders like employees, suppliers, distributors, society and environment at large.

Apart from being customer-centric, the Hero Group provides its employees with a fine quality of
life and its business associates (suppliers & distributors) with a total sense of belonging, thus
strengthening the bond that is already deep-rooted.

11
12
13
2) Strategic Planning
2.1. Financial Resources

We begin the resource analysis of Hero Honda Motors Ltd. with the break up of the capital
structure of the firm & the financial comparison of different players in the two – wheeler
segment. The company is 100% debt free with the break up of the capital structure as follows:

26% of the shares are each owned by Hero Group & Honda Motors, Japan while the rest is
owned by equity shareholders. Apart from this Honda Motors, Japan gets a royalty fee of 25% of
the contribution margin because of the technical - know how provided to Hero Honda. Needless
to say, this has been one of the most successful overseas joint ventures by Honda Motors, Japan.
There are no such schemes like ESOP’s in place. However, employees are free to take the
company’s shares at their own discretion. It is interesting to note that in spite of the global
meltdown, Hero Honda’s net profit has increased by 47% as in the first three quarter as
compared to last financial year.

14
2.2. Physical Resources

Hero Honda has got three manufacturing facilities at Dharuhera & Gurgaon in Haryana &
Haridwar in Uttarakhand. The production capacity of the first two plants is 6500 vehicles per day
while for the third plant is 3500 vehicles per day. The cycle time for vehicle production is
maintained at 18 secs. Its distribution network is controlled by regional offices & area offices &
includes about 3000 dealers, stockists & SSP’s (Service & Spare parts) across the length &
breadth of India. The concepts of Lean Manufacturing are applied in all the plants to improve
performance & drive down cost.
The following are the salient features of Hero Honda managing of human resource.

Recruitment
• Use of PI as one of the tool
• Right Fitment - both culturally and Job based

Orientation
• Start with MDP – specific to the requirement and understanding the products
Development & Learning
• Functional & Behavioral input in single program, through consultant networking

Managing Performance
• High performers – lateral movement, special assignment, developmental program, Coaching &
Counseling
• Low performer – Development, coaching & counseling

Employee Communication
• Stand-Up meetings
• Open House
• Monthly Communication Meetings

15
Employee Involvement
• Various competitions like debate, speech, poem, poster, quiz, sloga
• Cross-functional teams
• Suggestion scheme
• Quality circles
• Idea camps

Even IT services are extensively used to support employee welfare. This includes -
Intranet
• Employee Policies
• Leave Application System
• Resource Reservation System
• Bulletin Board
• ESS
• Salary
• Loan status
• Attendance

16
2.3) SOME OF THE UNIQUE PRACTICES AT HERO HONDA MOTORS LTD

Joint prayers & exercises – The employees start their shift by saying joint common prayers
followed by physical exercises and discussion on a theme for that day. As part of this, the
employees get together at the atrium. One of them acts as a leader of the gathering. All of them
recite a prayer wherein they pray for the well – being of the world and freedom from pain, fear &
misery. They pray for the success of their work. This helps them in affirmation towards
achievement of the company’s targets. Another leader leads the gathering for undertaking
physical exercises which propel them toward better physical & mental efforts in achieving the
company’s targets.
Self managed team members – The operator on the assembly line also undertakes quality checks
and maintenance activities apart from operation related activities. As a part of this, the operator
identifies using prescribed systems, the quality check points maintenance check points. These
check – points help him in improving quality and reducing break downs. This results in having
post – production quality checks and scheduled overhauls, which considerably results in saving
time, material & manpower.
Quality Circles – Cross functional teams work together to solve factory related problems using
quality control techniques. As a part of this, the employees voluntarily form their teams after
trained by the qualified trainers in applying the above. The team identifies and selects problems.
The solutions are presented to the senior management for approval.

17
2.4. Technological Resources

The company believes in the concept called World Class Manufacturing. Its major ingredients
are shown in the figure below -

The Direct Online System (DOL) is similar to JIT. Here the vendors are selected for DOL
category based on a variety of parameters such rate of parts being defective & replaced in
warranty. In order to remove bottlenecks & improve quality of work fully integrated robotic lines
are used such as in Aluminium phase (for manufacturing cylinder heads, crankcase etc.) and in
weld & paint shops.
Flexible manufacturing system is followed where in any product assembled in any
assembly line.

18
2.5. Reputation
Hero Honda has toiled hard for the brand image it now has. This has been achieved not only by
the continued excellence of its products & services, but also due to the several of the following
social & environmental initiatives that it has under taken –
Safety, Health & Environment Policy –
Extensive use of incinerators, effluent treatment plants, sold waste disposable systems. It has also
been awarded ISO 9001, ISO 14001, OHSAS 18001 certifications.
Rainwater harvesting system –
It has an extensive system of rain water harvesting as is shown in the following figure:

19
CSR Initiatives –
Another name for the Delhi – Jaipur Highway is the “killer highway”. This is because this
highway is notorious for accidents. In order to take care of such casualties, Hero Honda has
opened “The Raman Munjal Memorial Hospital”. The hospital also caters to the needs of the
people of the rural areas of Haryana through mobile dispensaries etc. “The Raman Munjal Vidya
Mandir” was opened to provide quality education to the poor & needy.
Hero Honda Traffic Park & Ride Safe Program –
This was initiated to teach people traffic rules & riding their vehicles in the most appropriate
manner to avoid accidents.
Promotional Activities –
Time and again Hero Honda has been associated with the major sporting events in the country
like golf & cricket. It has sponsored reality shows like MTV Roadies & Sa Re Ga Ma Pa.

20
2.6. Leadership

Dr. Brijmohan Lall Munjal, Chairman, Hero Honda Group, is one of the best known first-
generation entrepreneurs in India. Dr. Munjal started Hero group right from the scratch
along with three of his brothers after shifting base to Ludhiana, India from Pakistan after
1947 and built a business empire of US$ 3.2 billion in a span of nearly six decades
comprising of 20 companies in diverse fields including auto parts, bicycles, motorcycles,
education, BPO, IT software etc.
From a modest beginning as bicycle component manufacturer in the early ‘50s to world’s
largest bicycle maker in 1986 till date to world’s largest two-wheeler maker in 2001 and
continuing – Hero Group has achieved much within this limited period of time, thanks to
the guiding vision and principles of its founding father, Dr. Brijmohan Lall Munjal. The
core values that he inculcated from the beginning of his academic life as he attended the
Gurukul system of education guided him through thick & thin. The value set, which
forms the intrinsic core of his business philosophy, is based on simplicity, honesty,
highest integrity & sense of fairness.
1 Dr. Munjal traversed the road to success with the Hero group following these
principles –
2 • “Trust the instincts”,
3 • “Deal with people with compassion”,
4 • “Think ahead of time”,
• “Show others the way through highest form of corporate citizenship”.
The examples for all of the principles just mentioned are easy to find out. Dr. Munjal,
never satisfied being only a bicycle component manufacturer, moved up the value chain
by becoming a complete bicycle manufacturer in 1956. Through continuous growth and
establishing a nation-wide supply & distribution network which was based on mutual
trust and relationship, within 30 years of starting, Hero Group became the largest bicycle
manufacturer in the world and it continues to be so till date. Hero Group, under the able
leadership of Dr. Munjal, pioneered bicycle exporting from India as early as in 1963.
Though exports were initially limited to Africa & Middle East, now Hero Group caters to

21
the US European markets as well. Adoption of key new technologies and providing best-
in-class value & performance are the hall marks of Hero Cycles.
At a time when the Indian two-wheeler industry was known by the
rusty Bajaj Chetak and other two-stroke engine vehicles, Dr. Munjal
revolutionized the industry by bringing the first four-stroke
motorbikes to the table. It was a brilliant strategic move. Since these
technologies were not indigenously available, he collaborated with
the Honda Motor Company of Japan and Hero Honda Motors Ltd.
was formed in 1984 as a JV between Honda & the Hero Group. It’s
one of the best success stories in India as a collaborative effort
between two different cultures and entities. The JV thrived because
the roles of the partners were clearly demarcated by the leadership –
Honda to provide the technological inputs and overall guidance, Hero
Group to provide the manufacturing resources and foot the
distribution efforts.
With this, Dr. Munjal ensured cheaper, affordable mobility to the
millions of Indians. Not only the four-stroke engines gave better
mileage, but these are reliable, less polluting machines which
immediately became the darling of the masses and for Govt.
regulators as well. He was at the forefront of the campaign by Hero
Honda Motors Ltd. - 'Fill it - Shut it - Forget it', which brought
forth the value-of-money aspect of these bikes and endeared the
masses. The testimony to all these efforts came in 2001 when Hero
Honda Motors Ltd. became the largest two-wheeler maker in the
world with a customer base of over 20 million. Though without
teamwork & commitment, all these achievements would not have
been possible, it was the vision and zeal of the founder which pushed
Hero Group to rise higher and higher and touch the horizons.
Dr. Munjal is not known only by his business acumen, but by his
philanthropic activities as well. He spearheads Corporate Citizenship
& CSR activities of the Hero Group. In his personal capacity, he is an

22
 active Rotarian and he co-ordinates various social initiatives in the
capacity of Rotary District Governor.
In recognition of his contribution to Indian industries and society at
large, he was conferred numerous awards and recognized, the
important among these are –
1
2
3
4
5 • Businessman of the Year in 1994 by business magazine "Business
India".
1 • National Award for outstanding contribution to the Development
of Indian Small Scale Industry in 1995.
2 • In 1999 Featured in Most Admired CEO List of the magazine
"Business Barons".
3 • The Distinguished Entrepreneurship Award from The PHD
Chamber of Commerce and Industry in 1997.
4 • Sir Jehangir Ghandy Medal for Industrial Peace in 2000 by
XLRI, Jamshedpur.
5 • Featured as Ernst and Young Entrepreneur of the year in 2001.
6 • The Lifetime Achievement award for "Management" from All
India Management Association in 2003.
7 • Banaras Hindu University, Varanasi conferred him with a
Doctorate; degree of "Doctors of letters" Honoris Causa in October
2004.
• Awarded "Padma Bhushan" in March 2005 for his contribution to
Trade and Industry
in o5

23
2.7. Value Chain Analysis

It is quite obvious that Hero Honda possesses some competitive advantages

over competition, enabling them to be the largest two-wheeler maker in the
world for the 7th year in a row and commanding a hefty market share of 52%
of Indian two-wheeler market (Ref. Annual Report, ’07-’08, HHML) and
continuing to grow at a healthy rate of 13% (PAT) amid worsening financial
crisis and deepening of recessionary influences. We attempt to ascertain the
competitive advantages that HHML has by analyzing its value chain.
1 Primary Activities

􀂃 Inbound Logistics
From early days, HHML tried to have close integration with suppliers as
vendor management is critical for its operation, for the simple fact that 73%
of production cost is due to material components. Thus it is essential for
HHML to ensure tight control & reduction of logistical cost and/or
transaction cost when procuring components. Additionally, reduction of

24
inventory will be an added boon so that working capital requirement will be
less.
With these aims, HHML adopted “Just In Time” (JIT) manufacturing
philosophy which demanded close coordination between its manufacturing
facilities and the vendors and
ancillary units. For example, ~ 100 ancillaries are setting manufacturing
bases in Haridwar near the newly started HHML plant to ensure integrated
supply chain. All these vendors will be connected to the main plant by
conveyors to prevent chances of time & material loss due to multiple
handling. Efforts are afoot to extend the JIT beyond shop floor, in the
operational & strategic decisions of the vendors as well like production
planning, capacity expansion etc. In this respect, HHML has succeeded in
establishing online real-time connectivity between its operation and that of ~
72% of its 300 plus-strong vendor base (in 2007-‘08). All these initiatives
have helped to reduce transactional & logistical costs and save Rs. 343 per
vehicle in 2007-’08. During 2008-09, HHML plans to work with vendors to
develop new vendor production facilities. 3rd Party Logistics (3PL) service
providers have also been identified for the Haridwar plant — if 3PL is
started, this will be a first for any two-wheeler company in India.

􀂃 Operations
As was being described above, HHML is probably the only Indian company
to have truly mastered the art of JIT manufacturing. HHML also follows
Lean Manufacturing, uses high degree of automation levels (full automatic
robotic operation in welding and some other specific areas) to ensure high
efficiency, low inventory production, with usual benefits like increased cash
flow, reduced cash & operating cycles and thus improved working capital
conditions. These fully equipped plants where these manufacturing concepts
have been applied during plant layout, design & commissioning phases are
the unique tangible assets that HHML has.

25
HHML has three manufacturing facilities at Dharuhera, Gurgaon and
Haridwar (newest), with annual production capacity of 4.5 million units.
With employee strength being in the range of 4320, the productivity per
employee is very high. Further, the concepts of Lean Manufacturing, JIT &
Integrated Supply Chain have been applied from the start in Haridwar plant
making it highly efficient.
Technological know-hows, design improvements etc for two-wheelers are
provided by Honda after the initial design requirements as espoused by
customers and market trends put in a structured form by Hero Honda R&D
team in India.

􀂃Outbound Logistics

HHML feeds the demand in India & exports ~ 95,000 bikes through its well
established delivery channels from the 3 plants. The effort is to provide for
minimum waiting period or rather filling the regions as per the demand
forecasts and market trends.

3)Marketing & Sales strategies

Marketing arm of HHML started the hugely successful “Fill it, Shut it,
Forget it” campaign years ago to pitch for its better fuel efficiency and thus
lower owning cost. It has been a constant strive for HHML’s marketing
26
efforts (in advertisements, in promos) to focus the value for money and
reliability of its products and thus attracting new customers and retaining
customers as well. To ensure customer loyalty, HHML has come up with
Hero Honda Passport Program which gives special privileges to its
customers. HHML does not indulge in price wars in an effort to maintain the
perception of enduring quality among present & potential customers. Of late,
there were complaints from customers that HHML is not dynamic enough to
present newer, flashier & more powerful bike models in the premium
segment that competitors like recharged Bajaj is offering. Another complaint
was that many of the variants offered by HHML have little or insignificant
product differentiation which can justify the price difference. HHML has
paid heed to these stated & unstated needs of its customers and improved the
4P’s (Product, Price, Place & Promotion). Its offerings now are well
accepted in the market.
HHML has roped in popular heartthrob Hrithik Roshan as its brand
ambassador to give impetus to its marketing efforts. It has been a constant
endeavor of HHML to cater to both urban and rural markets with similar
zest, with advertising campaigns and promotional events clearly focusing on
the two markets – “Har Gaon, Har Angaan” is the recent rural connect
initiative to cover ~ 23,360 villages with a population of 5000 or more by
500 specially trained rural sales executives.
HHML has a conscious strategy of penetrating new markets and
unrepresented territories through its distribution network which is made up
of dealers, authorized representatives, stockists and SSPs. In March 2001, the
company had 826 such customers points in India. By March 2008, this
number went up to over 3500. On an all India basis, 50 dealers, 150 SSPs,
267 dealers and 45 city work agents were added within this period.

The distribution network of HHML is both wide & deep rooted; it is based
on both mutual trust & relationship between HHML & its distributors and
HHML’s philosophy of ensuring its partners to grow with its own growth.

27
Trust & loyalty of distribution network is very important in maintaining the
leadership position in this highly competitive industry. In fact, HHML’s
strength in Supply Chain & distribution network is one of the unique
intangible resources that it has; superior brand image & reliability
perception of its brand is the outcome of these intangible & tangible key
assets.

􀂃Service
HHML has constituted one the best after-sales service network in the
industry. Apart from improving the quality of service and easy availability of
spare parts, HHML has also focused on cleanliness and other aesthetics of
the service stations and added amenities such as air-conditioned waiting area,
internet browsing and coffee shops etc. to enhance the in-house experience
of the consumers at those “customer touch-points”.
To ensure that millions of customers in the rural areas are not left waiting for
adequate service as it is impossible for HHML to introduce service stations
at every nook & corner of the country, mobile service stations are regularly
arranged with prior intimation to public about the route that the mobile
workshop would take when passing through that region, so that consumers
can come and get their two-wheelers serviced. All these activities are aimed
to increase the customer loyalty and thus retaining customers.

28
4. Core Competency & Competitive Advantages

Core Competency of Management

Thrust on Quality – Hero Honda does not sell the cheapest bikes in the
Indian market; instead, the company’s products command a premium as the
consumers believe that that they offer better value for their hard-earned
money. This has been possible by the managements relentless thrust on
quality. In a country where focus on quality is perceived to be less important
than achieving cost leadership and volume sales, the company has been
exemplary in its efforts towards maintaining the highest quality standards.
The focus on quality is clearly visible from the various policies of the
management, such as linking a major component of the worker’s wages with
factors such as quality and productivity.
But it has to be kept in mind that Hero Honda has achieved and continue to
achieve and provide its customers product and services of such high quality
at comparable or at lower cost
than its competitors by virtue of its diligent following of Lean Manufacturing
& other World Class Manufacturing concepts.
Focus on Continual Improvement – The management has been successful
in leveraging Honda’s vast product and technology range and the product
offerings of the company are a reflection of the ability of the management to
exploit the competencies of its JV partner to the fullest. For example, the
company was the first to introduce fuel injection for two wheelers in India.
Building Long Term Relationships with Channel Partners – Being at the
helm of the Indian two wheeler industry and sustaining the pole position

29
calls for an efficient supply chain. The management has been able to live up
to this challenge through its ability to build long term relationship with over
a large no. of dealers, suppliers & other channel partners. The focus has been
to create a sustainable business model that leads to a win-win proposition for
all the members of the value chain. The Munjals have gone much beyond the
conventional definition of ancillarisation, making it a point to extend
technical and managerial support to these ancillaries. These ancillary units
are manned by friends, relatives, ex-employees or close associates of the
Munjal family since the Group patriarch, Mr Brijmohan Lall, "… never
wanted to march alone."

Domain Knowledge – The management posses in-depth knowledge of the

Indian market. The combination of this knowledge and the supplier network
along with Honda’s expertise over 4-stroke technology has greatly
contributed to the success of the Joint Venture. This also helps the company
to think ahead of its competitors and come up with products for satisfying
the ever changing consumer needs.
Global Gearing: Managing Alliances - Over the years, Hero Group has
strengthened its joint ventures, forged profitable relationships with its
partners and allied itself with some of the best players in the market.
Technology assimilation through wide sourcing has been and will continue
to be an integral part of the progression of the Hero Group.
1
2
3
4
5
6
7
8

30
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24 In a nut shell, the major reasons behind Hero Honda’s success
are:
25
26 • Visionary Leadership
• Technical Superiority
1 • Superior Customer Focus
2 • Manufacturing Excellence
• Marketing & Sales Capability.
The following diagram summarizes the competitive advantages Hero
Honda enjoys thus -

31
32
1
2 5) Range of Products:
3
4 1) CD-DAWN
5

6
7
8 2)CD-DELUXE

9
10
11 3) PLEASURE
4)SPLENDOUR PLUS

12

13
14
15
5) PASSION PRO
16

17
18
19
20 6)GLAMOUR

21
22
23
24
7) ACHIEVER
25

26
27
28
29
30 8)CBZ-XTREME

31
32
33 9) HUNK
34
35 10) KARIZMA

36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
6) Bibilography

51
52 1) www.businessweek.com
53
54 2) www.herohonda.com
55
56 3) www.herogroup.com

4) www.indiatoday.com

5) www.forbes.com