![]() How did HMSI do this? The simple answer - by putting key elements of the process chain in close proximity to each other to respond rapidly to market needs and trends, widening the product range to cover more market segments, deepening its presence to cover smaller markets better and increasing the number of dealerships, among other things. ![]() If these targets are achieved, then HMSI's share of its parent's volume could rise to 22.58%. Of the 1.96 million additional bikes and ATVs that the Japanese company is looking to sell this financial year, more than half - 1.18 million - will be from HMSI, which has forecast a sharp acceleration in growth to 43%, taking sales to 3.93 million units. Already, HMSI accounts for 17-18% of Honda Motor's global motorcycle and ATV business. The numbers pretty much tell the story of what has been achieved by Honda Motorcycle and Scooter India (HMSI) since its parent broke up with the Hero Group about three years ago. It ended up falling marginally short (15.494 million) but that it was even able to get so close to the target was because its Indian unit grew at a cracking 30% pace. The Japanese company had forecast that it would sell 15.52 million motorcycles and all terrain vehicles (ATVs) by March. MUMBAI: How critical India is to Honda Motor Co's fortunes became evident at the close of the last financial year.
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