Those who felt it was a downhill slide for Hero post the split with Honda considered themselves vindicated by the results of Most Trusted Brands 2012, where the brand was No 6 in its segment. While still the market leader by a wide margin, it's been trying times for Hero MotoCorp. Its market share is reportedly down to 42.85% from a near 49% in 2009. Erstwhile partner and current competitor Honda appears to have gained at Hero's expense with a reported share of near 19%.
Earlier this year, however, Hero MotoCorp CEO Pawan Munjal stated his ambition to gain a 50% market share for the brand. It should come as good news to Hero then that its performance in 2013 marks the largest climb up a category table in the Most Trusted Brands survey this year, from 6 to No 1.
Anil Dua, senior VP - marketing and sales at Hero MotoCorp, explains: "Making tall claims is not in our nature. We believe in under-promising and over-delivering." So where competitive brands talk about wild mileage numbers, Hero offers a humble 'Thoda Extra,' thereby indicating it isn't an arrogant brand. Where most brands in the category would offer a 2-3 year warranty, Hero has recently announced a 5 year warranty on its entire portfolio. Given that a two-wheeler is a significant purchase, this lends a biker some peace of mind, Dua feels. On an ongoing basis, Hero tries to boost its CRM programme by being closer to its customer through a wide network and ensuring spare parts are available across multiple outlets. A sound CRM strategy encourages an ongoing relationship and creates loyal customers in the long run. "Many loyalty studies place Hero MotoCorp at a significantly high position," Dua mentions.
Hero has also improved its ground level response system by marrying the online and offline component. Dedicated online CRM teams with two or three people are a part of the coordination cell that connects aggrieved customers to offline support.
Post the split; the brand has released a couple of campaigns like Hum Mein Hai Hero and Vroom Vroom (celebrating 50 million bikes sold) that have helped seed a positive image. Says Aniruddha Banerjee, director of Brand Factor, "I thought Hero would do a great job if they didn't lose ground after the split." Hero has built its imagery over strong motivating campaigns and given enough products to substantiate its quality claims, he believes. Sukanya Kripalu, an independent marketing consultant, adds that the brand's saliency has helped it a great deal but that alone doesn't do the trick when it comes to trust. It's a combination of a fine delivery system, a great product line and a robust feedback mechanism. And Hero manages to check all the boxes.
With Hero's new bikes hitting the road, the brand has proved that it can be trusted for both its roots and its technology. And in doing so, hammered home the old Bollywood cliché: the Hero ought to win in the end.
Earlier this year, however, Hero MotoCorp CEO Pawan Munjal stated his ambition to gain a 50% market share for the brand. It should come as good news to Hero then that its performance in 2013 marks the largest climb up a category table in the Most Trusted Brands survey this year, from 6 to No 1.
Anil Dua, senior VP - marketing and sales at Hero MotoCorp, explains: "Making tall claims is not in our nature. We believe in under-promising and over-delivering." So where competitive brands talk about wild mileage numbers, Hero offers a humble 'Thoda Extra,' thereby indicating it isn't an arrogant brand. Where most brands in the category would offer a 2-3 year warranty, Hero has recently announced a 5 year warranty on its entire portfolio. Given that a two-wheeler is a significant purchase, this lends a biker some peace of mind, Dua feels. On an ongoing basis, Hero tries to boost its CRM programme by being closer to its customer through a wide network and ensuring spare parts are available across multiple outlets. A sound CRM strategy encourages an ongoing relationship and creates loyal customers in the long run. "Many loyalty studies place Hero MotoCorp at a significantly high position," Dua mentions.
Hero has also improved its ground level response system by marrying the online and offline component. Dedicated online CRM teams with two or three people are a part of the coordination cell that connects aggrieved customers to offline support.
Post the split; the brand has released a couple of campaigns like Hum Mein Hai Hero and Vroom Vroom (celebrating 50 million bikes sold) that have helped seed a positive image. Says Aniruddha Banerjee, director of Brand Factor, "I thought Hero would do a great job if they didn't lose ground after the split." Hero has built its imagery over strong motivating campaigns and given enough products to substantiate its quality claims, he believes. Sukanya Kripalu, an independent marketing consultant, adds that the brand's saliency has helped it a great deal but that alone doesn't do the trick when it comes to trust. It's a combination of a fine delivery system, a great product line and a robust feedback mechanism. And Hero manages to check all the boxes.
With Hero's new bikes hitting the road, the brand has proved that it can be trusted for both its roots and its technology. And in doing so, hammered home the old Bollywood cliché: the Hero ought to win in the end.
