A

PROJET REPORT

ON

“HERO HONDA MARKETING STRATERGY”

IN CONTEXT WITH “HERO HONDA”
DURG (C.G)

Submitted in the partial fulfillment for the award of degree of

BACHELOR OF BUSSINESS AMINISTRATION

Of
Pt.Ravishankar Shukla University, Raipur (C.G)
Session 2007-2010

Submitted by

ABHISHEK KUMAR

DEPARTMENT OF MANAGEMENT
SHRI SHANKARACHARYA MAHAVIDYALAYA
SECTOR-6 BHILAI (C.G)
 Certificate

To whom may ever it may

concern

This is to certify that abhishek kumar

student of B.B.A 6th sem of shri
shankaracharya mahavidyalaya , bhiai
has carried a research project on the topic
to hero Honda under my supervision .
This report is original and data collected
by the researchers him self are true
authentic up to my knowledge.
We wish abhishek success in his
professional career .
 Declaration

I abhishek kumar student of sixth

semester at ‘
shri shankaracharya mahavidyalaya ‘
here by declare that these research report
under the title is the record of my
original work under the guidance of Mr.
Sandeep Jaswant (H.O.D ) B.B.A . These
report has never been submitted any
where for award of any degree or diploma.

Place:

Date:

Department of BBA
Shri shankaracharya mahavidyalaya sector-6
bhilai (CG)
 Certificate
This is to certify that abhishek kumar
a student of B.B.A sixth semester at
our institute under my guidance and
supervision he had carried out the
research project under title

“ marketing strategy of hero Honda“

This research report is the original

one.

Place:

Date :

Project guide
(lecturer)
Department of
B.B.A
SSM Bhilai
 Acknowledgement

Perhaps the most awaited moment of any

endeavor in its successful competition of their
project report cases study having worked on
her project for the whole academic session. I
would like to express my sincere gratitude to
all those who made it possible.

Firstly I am humbly and respectfully to my

guide
Mr. Sandeep Jaswant (H.O.D) of the B.B.A
department under whose able guidance. I had
the privilege to work and who guided at every
stage.

I take this opportunity to express my

sincere gratitude to our principle for being
guide of philosopher throughout B.B.A
program.

I shall be failing in my duty if I don’t

express my deep sense of gratitude to all my
friends and the relatives who have share their
valuable time and helped me directly or
indirectly in the preparation of their project .
 At the end last but not the least, I would like
to thanks the other staff and non staff member
the of this college.

(
B.B.A sixth semester)

Preface
The topic chosen by me for my project is
marketing strategy
“In reference to hero Honda automobiles
the two wheeler especially in the stylish
motorcycle. At present hero Honda is
market leader in the Indian market.

Today there are various companies

coming in Indian and these certainly will
exist a cutthroat competition in these field
. I have chosen a hero Honda as a topic
essence of my project .today two wheeler
consumer due to new manufacturing
entrant has started getting a wide choice
while buying one these gave to
considered the facility provided by the
two wheeler the price mileage ,
maintenance and service etc. while buying
a two wheeler .

A normal customer is quit puzzled and

faces for an uneven some time huge
problems in deciding which vehicle to buy.
I realized the problem and decide to take
these up as the challenge and provide
answer to as the requirement of the Hero
Honda.
Chapter - 1

Introduction
Satisfaction is the persons feeling of pleasure
(or) disappointment resulting from comparing a
product perceived performance (outcome) in
relation to his/her expectation. if the
performance fall short of expectation the
customer is dissatisfied . if the performance
matches the exception the customer is
satisfied if the performance exceeds the
expectation the customer is highly satisfied ( or
) delighted many companies are aiming for
high satisfaction because they are much ready
to switch. ]
Buyer’s expectation formed on the basis of
past buying experience,
friend and the associate advice and the
marketers and the competitor’s information
and promises. if marketers raise expectations
two high , the buyer is likely to be disappointed
. Even if the company sets expectation should
match the performances.

≈} A customer is the most important

person even in
any company
≈} A customer never depend on company,
but the
company depends on him.
≈} A customer is the person who bring
company his
Wants.
≈} A customer is not a interruption of
marketers
Work he is the purpose of it.

Two wheelers in
India
In 60 decade several vehicles were
running in the Indian roads those are the
sun beams, AIS, BBA and Royal Enfield.
From these motor cycles only the Royal
Enfield has existence in the motorcycle
market.

After 60 decade some other motorcycles

and scooter had been launched in Indian
two wheeler market those are the
Rajdoots, Java, Vespa and Lamrata .

Indian witrossed the first spate of

modernization in two wheeler industry in
1978-79 during that period Piaggio
sauntered the Indian market in a joint
venture with the Lohia machines and our
major Japanese motor cycle manufacture
set up joint venture companies to produce
50cc two wheeler for the first time.

Objectives of the
study

≈} To know the customers

expectations
towards hero Honda.

≈} to find out the customer

opinion regarding
 Various aspect of the bike.

≈} To give the appropriate

suggestion to the
company regarding he
performances.

Our brand

Our brand identity:

 Our brand is the visual
expression of the ought and the
action it conveys to everyone
 our intention two constantly
inspire the confidence.
 Our customers are the primary
audience for our brand.
 Indeed, our brand identity is
shaped as much by their belief
in hero Honda as the as it it’s
our brand.
 We can do this by the living on
the brand essence and by
continuously seeking to enhance
our customer experience.
 In doing so, we ensure a special
pace for our self in the heart
and in the mind of the customer.

Our brand essence

 Our brand essence is thje

soul of our brand
 Our brand essence
encapsulates or mission at
Herohonda
 It is the singular
representation of our terms of
endearment with our
customers.
 It provies the basis on which
we grow profitability in the
market.
 Our brand essence is
excitement
 Hero Honda strives to inspire
the confidence through te
excitement engineering.
 Blending together youthfull
creativity and competitive
technology to exceed the
spoken and the implict
expectations of our customers.
 By challenging the given . by
exploring the unknown and
 thereby stretching ourself
towards tomorrow, today.

Learning
 Learning is how we insure
our proactively
 It is the values that embraces
knowledges as the plat form
for the building well informed.

Innovation

 It is how we can create the

future
 It is that which provokes us
to reach beyond the abivous in
persuite of that which exceeds
the ordinary.

Speed
 It is how we convey clear
convection.
 It is the value that keeps us
sharpley responsive , mirroring
our commitment towards our
goal and process.

Chapter
-2
 History
India has the largest number of two
wheeler in the world with41.6 million vehicles.
India has a mix of 30 percent automobile and
70 % two wheeler in the country. India was the
second largest two wheeler manufacture in the
world starring in 1950’s with the British
automobiles product of India (API) that
manufactured the scooter. API manufacture the
lamberts but, another company Bajaj
automobiles LTD. Surpassed API and remaining
through the turn of the century from its
association with piaggio of Italy
(Manufacturer of Vespa)
The license raj that exist between the
1940s to 1980s in India , did not allow the
foreign companies to enter the market and
import were tightly controlled .these regulatory
maze , before the economic liberalization ,
made the business easier for local player to
have a seller market . Customer in India was
forced to wait 2 years to buy a scooter from
Bajaj. The CEO of Bajaj commented that he did
not make a marketing department, only in
dispatch department. By the year 1990, Bajaj
has a waiting list that has twenty six times of
annual output for scooter.
The motorcycle segment has the same long
wait time with three manufacture; Royal
Enfield, ideal Jawa and Escorts. Royal Enfield
made a 350cc bullet wit the only four – stroke
engine at that time and took the higher end of
the higher end of the market but , there was
little competition for there costumer . Ideal
Jawa and escorts took the middle and lower
end of the market respectively.

In the mid-1980s the Indian

government regulation changed and
permitted companies to enter the
Indian through minority joint venture.
The two wheeler market with for indo
Japanese joint venture: Hero Honda
TVS S Suzuki, Bajaj Kawasaki and
kinetic Honda. The entry of these
foreign companies changed the Indian
market dynamics from the supply side
to demand side with a large selection
of two wheelers on Indian market
customer started gain over the
product they bought and raise the
higher customer expectation.

 Hero entered the joint venture for

technical and financial participation with
one of the largest automotive makers

 Honda motors company limited of Japan,

in 1984 for the manufacturing of 100cc
motor cycles in India.

 Group companies Hero corporate service

limited – Hero mind mine –munlal

In 1984-1985 HHML came in existence by

collaboration of hero motor limited and Japans
Company Honda motors limited for the first
100cc with four stroke motorcycle is made by
Hero Honda motor limited in India.
 Company
profile
Hero is the brand name used by the Munjal
brother in the year 1956 with the flag ship
company hero cycle’s .the two wheeler
manufacturing business of bicycle component
had originally started in the 1940’s and turned
in the world largest bicycle manufacture today.
The Munjal run their own steel make free wheel
and other critical bicycle component and and
have diversified in to different like product
design. the Hero group philosophy is;
“ to provide excellent transportation to
the common man at easily available and
affordable and to provide the total
satisfaction in all its sphere of activity “
he hero group has a passion for setting the
higher standard and engineering satisfaction is
the prime motivation way of life and work
culture of the group .
In year 1984 Mr. Brijmohan lal munjal , the
chair man and managing director of hero
Honda motors , headed an alliance between
the Munjal family and Hero Honda company
LTD HHM mission statement is :
” we, at hero Honda , are continuously
striving for synergy between technology ,
system and human resources to provide
product and services that meet the
quality price and aspirations of the
customer”.

Product profile
Price list

Model PRICE RTO INS TOT

AL
CD-Dawn 32900 1699 845 35444

CD-DLX(MAC) 36650 1850 918 39467

PLEASURE 36740 1850 912 39502

SPL.NXG 39550 2050 999 42599

SPL.PLUS 41250 2099 999 42599

PASION PLUS 43750 2105 1005 46905

SUP.SPL.(RING) 44150 2199 1024 47373

SUP.SPL(MAC) 44900 2399 1109 48408

GLR.(MAC/SELF) 46250 2250 1055 49555

GLR.(DISK/SELF 48250 2350 1086 51686

CBZ.EXE (SELF/DISK) 57500 2750 1218 61468

HUNK 57000 2725 1216 60941

KARIZMA 73900 3400 1446 78746

CD-DELUXE(RING) 35400 1800 899 38098

Colors in Vehicle
 GLAMOUR
Candy blazing red, cloud silver metallic,
tornado metallic grey, impulse
orange metallic, excellent blue metallic.

 CD DELUXE
Candy blazing red, cloud silver, candy Tahitian
blue, amaranth maroon, cool mint grey.

 SPLEDOUR
black candy red , blaze , boon silver, metallic,
sierra metallic, granti blue metallic.

 PLEASURE
Orange , Candy blazing red, grey silver,
Tahitian blue metallic.
 CD DAWN
Black ,maroon, red

 CD 100SS
Candy ruby red black , amazing blue
metallic,green metallic.

 PASSION PLUS
Moon yellow, cloud silver ,amaranth maroon,
Tahitian blue, Candy blazing red,black with
purple strips.
 KARIZMA
Green , sky blue black metallic, yellow shade.

Hero Honda’s Marketing

Strategies in India

New Delhi, October 21, 2008: Hero Honda Motors Ltd (HHML), the
world's largest two-wheeler company for seven
consecutive years, today firmly reiterated its
undisputed leadership in the domestic two-
wheeler market with impressive bottom line
growth for the second quarter (Q2) – July to
September - of this financial year (FY) 2008-09.
 Even as the industry continued to face tough market
conditions on account of uncertainty over interest rates
and overall credit squeeze, the company reported 50
per cent growth in profit after tax (PAT) at Rs 306.30
crore for the second quarter. Hero Honda's profit after
tax in the corresponding period last fiscal (July - Sept,
2007-08) stood at Rs 204.33 crore.

Total turnover (Net sales & Other Operating income)

grew to Rs 3202 crore, a growth of 35.6 per cent over
Rs 2361 crore recorded in the corresponding period last
fiscal. The company has recorded an EBIDTA margin of
13.58 per cent in the quarter. The EBIDTA margin in the
previous quarter (April - June '08) was 12.20 per cent.

The strong financial performance is in line with the

company's better-than-industry top line growth. After
posting a growth 11.38 per cent in the first quarter, the
company kicked off the second quarter with a 39.8 per
cent growth in sales in the month of July, and followed
up with 26.8 per cent growth in August and 22.4 per
cent in September. Hero Honda consistently keeps
growing its share in the domestic motorcycle market,
and currently enjoys over 55 per cent share.

Dr. Brij Mohan Lall, Chairman, Hero

Honda Motors Ltd,

Said "We are happy with our financial performance.

It gives immense joy to see this kind of results in the
25th year of our company. I wish to thank all our
stakeholders – customers, associates, dealer friends,
ancillaries and also our joint venture partners Honda
Motors Co – for their continuous support."

Mr. Pawan Munjal, MD & CEO, Hero Honda Motors

Ltd,
said "Our numbers speak for themselves. Even in
this volatile and competitive environment, our top
line continues to outpace the industry growth, our
market share is at an all time high, and the financial
balance sheet is a delight – all the factors which form
the hallmark of a resilient company with cutting-edge
management. We will continue to keep innovating –
in bringing in technologically-superior products, in
our network expansion, in brand building, in our
financial management, and in our communication."

"Going forward, we will have to keep a close watch

on the commodity prices movement, and other
factors such as inflation, interest rate scenario and
availability of retail finance. These factors will play a
crucial role in the industry growth in the subsequent
quarters," he added.
Mr. Pawan Munjal, Managing
Director, Hero Honda Motors
Ltd ,

“The year 2007-08 has seen a leadership

performance from us. Despite the industry
slowdown, we have been able to manage
positive growth thereby taking our share in the
domestic motorcycle market upward of 52 per
cent. At the end of the financial year, I would
definitely like to thank our millions of
customers across the country, who have made
it possible. We will continue to focus on our
customers and they can surely look forward to
many more launches and various initiatives in
the coming year.”

HHML’s good run through the industry slump in

2007 has been possible due to the company’s
multi-focal strategy of bringing in new models
and variants across segments, supporting them
with innovative communication across media,
leveraging properties such as cricket and
entertainment for brand building and
augmenting its distribution network

(HERO HONDA CONSOLIDATES MARKET

LEADERSHIP WITH IMPRESSIVE GROWTH OF
15% IN MARCH’09
FOR FY 2008-09, HERO HONDA OVERTAKES
PREVIOUS FISCAL’S SALES TALLY, EVEN AS
DOMESTIC MOTORCYCLE INDUSTRY DECLINES
BY MORE THAN 10 %)

HERO HONDA CONTINUES TO

CONSOLIDATE MARKET LEADERSHIP WITH
27 PER CENT GROWTH IN AUGUST SALES

New Delhi, Tuesday, April 21, 2009: Reports robust sales of 305,516 units during the
month

Mr. Anil Dua, Sr. Vice President (Marketing & Sales), Hero Honda Motors Ltd,
“Our strategy is yielding results. The strategy hinges
on creating winning brands across segments,
investing in brand building, exploring untapped
markets in rural and upcountry areas while
consolidating urban presence and rapidly expanding
our network. However, the industry continues to face
uncertainty on account of high interest rates and
overall credit squeeze. The festival month of October
is going to be crucial in determining the overall
outlook of the industry for the year.”
Key Hero Honda brands continue to drive strong
volumes across segments - CD Deluxe in entry
segment, Glamour, the new Splendor NXG, Splendor
+ and Passion Plus in deluxe segment, and Hunk,
CBZ X-treme and Karizma in the premium segment.

Hero Honda’s scooter Pleasure has also been

growing strongly, with more than 12,000 units
being sold in August this year.

New Delhi, Tuesday, April 21, 2009: Highlights

Corporate performance: • Consolidated over 50% share in the
domestic motorcycle market

• Reported highest ever sales in a month in October 2007

(365,022 units)
• Crossed half a million retail sales in the festive season
• Closed calendar year 2007 with sales of over 33 lakh two-
wheelers

Mr. Pawan Munjal, Managing Director & CEO, Hero

Honda Motors Ltd.
said, “Given the industry slowdown scenario, we are
very enthused by our robust financial numbers for the
third quarter. However, this was not unexpected. We
had undertaken some strategic initiatives since the
beginning of this fiscal, including a conscious effort to
rationalize costs across the board, and its results are
now visible. Our bottom line has seen a consistent
improvement, and we have been able to demonstrate
that it is possible to keep gaining market share while
maintaining a robust bottom line.

“With input costs softening and our sharp focus on

cost efficiencies, we should be able to further
improve upon our financial results,” he added.

Hero Honda's strategy for aggressive top line growth

through new product launches, brand building
initiatives backed by innovative communication has
resulted in market share gain across every segment.
Indeed, Hero Honda’s share in domestic motorcycles
market has been growing upward of 50 per cent,
despite the slowdown in the two-wheeler industry.

SEGMENTATION, TARGETING & POSITIONING

From the current segmentation, targeting &

positioning and consumer surveys we found that our
client has targeted the following segments:

♦ Congested areas of urban cities.

♦ Males/Females between the age group of 18-36
♦ Middle class people , mostly officials & executives

The client analysis from our questionnaire it was found that our client has
targeted the right segment

HHML & TVS is overlooking one feature in bike which is its low
maintenance cost and reliability (i.e. less chances of breakdown) which
is absent in its competitors. Therefore, in order to meet the sales target,
two options are available with the client; one is to redesign the bike and
second is to reposition the bike as “Bike with one time investment”.
Since redesigning of bike may involve a big task and huge investment
therefore we recommended repositioning the bike.

The gap between motorcycles sold by Hero Honda and its

closest rival is approximately 1 m units (23% of industry
size). One of the reasons for the tremendous performance of
Hero Honda is the significant increase of share of
motorcycles in the two-wheeler segment, from 42% in FY99
to 77% in FY04. No doubt, that the shift in preference of
Indian populace from scooters and mopeds towards
motorcycles has facilitated the growth of Hero Honda.
However its performance vis-à-vis industry indicates that the
performance of Hero Honda was better than the industry
peers, barring two years. In the seven-year period ending
FY04, it has achieved a CAGR of 30% in two-wheeler
volumes against 11% of the industry.
 Segmentation Positioning

Targeting

Key factor of marketing strategy

“India and Bharat co- exist today. India comprises of fast
growing cities and town; Bharat is made up of villages
entering the economic main stream. We seek to walk &
march with both India and Bharat”
 Strong Fundamentals

The company has clarified about its intention of

setting a third plant in addition to its existing two
plants. The company has embarked upon a green
field expansion plan and has earmarked Rs 2 bn for
the same. It should be noted that the company has a
strong cash flow position, it generated Rs 9 bn from
operation in FY04 and is virtually a debt free

company.
EXAMPLES
Super Splendor

This Bike comes with 125 cc new generation quantum core engine with an output of 9 bhp (6.7 kw). Its relaxing
seating arrangement with other comfort features like less strain while clutching and declutching, low noise and less
vibration engine etc, makes it more market friendly bike.

For the convenience of the biker, there are few features included here are trip meter, peep hole, large utility box etc.
Some safety features included here are pass switch and push cancel indicator switch, muffler with heat shield etc.

Splendor +

4 stroke single cylinder lair-cooled, OHC engine delivers power of 5.5 Kw (7.5PS) @ 8000 rpm . Running with the
maximum mileage of 85 kmph, this bike is giving the optimum satisfaction for long journey.
Its double cradle frame gives the steadiness in biking. Its wider 1230 mm wheelbase provides the proper base for safer
riding.
Lighting fitting included in it like multi reflector with halogen bulb makes the biking secured at every time.

Splendor NXG

Splendor NXG comes with a new engine and pioneering features and combines stylish looks with a high performance
engine. It features trapezoidal multi -reflector headlamps which is powerful even at low speeds. This is achieved by
powerful battery which powers the DC high beam in the headlamp and its strength is not dependent on the engine rpm.
Circuitry for the low beam and pilot lamp has also been enhanced for low variation in intensity arising from changes in
the engine rpm.
Segmentation of Hero Honda
Splendor: -

Geographical Segmentation

Geographic Segmentation calls for division of the market into different

geographical units such as nations, states, regions, countries, cities, or
neighborhoods. In the South Asian context, geographic segmentation
assumes importance due to variations in consumer preferences and
purchase habits across different regions, across different countries, and
across different states in these countries.

Demographic Segmentation

In Demographic Segmentation, we divide the market into

groups on the basis of variables such as age, family size,
family life cycle, income, occupation, education, religion, race,
generation, nationality and social class. One reason
demographic variables are so popular with marketers in that
they’re often associated with consumer needs and wants.
Another is that they’re easy to measure. Even when we
describe the target market in non-demographic terms (say, by
personality type), we may need the link back to demographic
characteristics in order to estimate the size of the market and
the media we should use to reach it efficiently.
Psychographic Segmentation

Psychographics is the science of using psychology and demographics to better

understand consumers. In psychographic segmentation, buyers are divided into
different groups on the basis of psychological/personality traits, lifestyle, or values.
People within the same demographic group can exhibit very different
psychographic profiles. Values and lifestyles significantly affect product and brand
choice of consumers. Religion has a significant influence on values and lifestyles.
The strict norms that consumers follow with respect to food, habits or even dress
codes are representative examples in this regard.
 The four groups with higher resources are:

1. Innovators: - successful, sophisticated, active, “take- charge” people with high

self-esteem. Purchases often reflect cultivated tastes for relatively upscale, niche-oriented
products and services.

2. Thinkers- mature, satisfied, and reflective people who are motivated by ideals
and who value order, knowledge and responsibility. They seed durability, functionality,
and value in products.

3. Achievers- successful, goal-oriented people who focus on career and family.

they favor premium products that demonstrate success to their peers

4. Experiences- Young, enthusiastic, impulsive people who seek variety and

excitement. They spend a comparatively high proportion of income on fashion,
entertainment and socializing.

The four groups with lower resources are:

1. Believers- conservative, conventional, and traditional people with concrete beliefs.

They prefer familiar products and are loyal to established brands.

2. Strivers- trendy and fun-loving people who are resource constrained. They favor
stylish products that emulate the purchases of those with greater material wealth.

3. Makers- Practical, down-to-earth, self-sufficient people who like to work with the
hands. They seek products with a practical or functional purpose.

4. Survivors- Elderly, passive people who are concerned about change. They are
loyal to their favorite brands.
 Behavior Segmentation: -
In behavioral segmentation, marketers divide buyers into groups on the
basis of their knowledge of, attitude toward, use of, or response to a
product.

Decision Roles:
People play five roles in a buying decision: Initiator, Influencer,
Decider, Buyer and User. Recognition of the different buying roles and
specification of the people who play these roles for specific products and
services are vital for marketers. This is especially useful for designing the
communication strategy.

Behavioral Variables:
Many marketers believe behavioral variables-occasions,
benefits, user status, usage rate, buyer readiness stage, loyalty
status, and attitude-are the best starting points for constructing
market segments.
Market Targeting: -

Effective Segmentation Criteria

To be useful, market segments must rate favorably on five key criteria:

 Measurable, the size, purchasing power and characteristics of the

segments can be measured.

 Substantial, The segments are large and profitable enough to serve. A

segment should be the largest possible homogenous group worth

going after with a tailored marketing program. It would not pay, for
example, for an automobile manufacture to develop cars for people
who are less four feet tall.

 Accessible, The segments can be effectively reached and served.

 Differentiable, The segments are conceptually distinguishable and

respond differently to different marketing-mix elements and

programs. If married and unmarried women respond similarly to a
sale on perfume, they do not constitute separate segments.
  Actionable, Effective programs can be formulated for attracting and

serving the segments.

Evaluating and Selecting the Market Segments

Single- Segment

Concentration

M1 M2 M3

P1

P2
P3

Selective
Specialization
M1 M2 M3

P1
P2
P3
Product
Specialization
M1 M2 M3

P1

P2

P3

Market Specialization
 M1 M2 M3

P1

P2

P3

Full Market Coverage

M1 M2 M3

P1

P2

P3

Single Segment Concentration:-

The farm equipment division of Mahindra & Mahindra concentrates on tractors, primarily
targeted at agricultural markets. The Zodiac brand concentrates on formal shirts for
executives and professionals. Especially hospitals focus on specific therapeutic areas
such as cancer care, heart specialty, neonatal care and gynecology. Through concentrated
marketing, the firm gains a strong knowledge of the segment’s needs and achieves a
strong market presence. Furthermore, the firm enjoys operating economies through
specializing its production, distribution and promotion. If it captures segment leadership,
the firm can earn a high return on its investment.

Selective specialization: - A firm selects a number of segments, each

objectively attractive and appropriate. There may be little or no synergy among the
segments, but each promises to be moneymaker. This multi segment strategy has the
advantage of diversifying the firm’s risk. When Procter & Gamble launched crest White
strips, initial target segments included newly engaged women and brides to be as well as
gay males.

Product specialization: - The firm makes a certain product that it sells to

several different market segments. A microscope manufacturer, for instance, sells to
university, government, and commercial laboratories. The firm makes different
microscopes for the different customer groups and builds a strong reputation in the
specific product area. The downside risk is that the product may be supplanted by an
entirely new technology.

Hero Honda used Product Specialization for target market of Hero Honda
Splendor.

Market specialization: - The firm concentrates on serving many needs of a

particular customer group. For instance, a firm can sell an assortment of products only to
university laboratories. The firm gains a strong reputation in serving this customer group
and becomes a channel for additional products the customer group can use. The downside
risk is that the customer group may suffer budget cuts or shrink in size.
 Full market coverage: - The firm attempts to serve all customer groups with
all the products they might need. Only very large firms. Such as Microsoft (software
market), General motors’ (vehicle market), and coca-cola (nonalcoholic beverage
market).

Additional considerations
Two other considerations in evaluating and selection segments are segment-
by-segment invasion plans and ethical choice of market targets.

Segment-by-segment invasion plans: -

A company would be wise to enter on segment at a time. Competitors must
not know to what segment(s) the firm will move into next. Segment-by-
segment invasion plans are illustrated three firms, A, B, and C, have
specialized in adapting computer systems to the needs of airlines, passenger
transport, and goods transport companies. Company A meets all the
computer needs of airlines.

Ethical choice of market targets: -

marketers must target segments carefully to avoid consumer backlash.
Some consumers may resist being labeled. Singles may reject single. Serve
food packaging because they don’t want to be reminded they are eating
alone. Elderly consumers who don’t feed their age may not appreciate
products that identify them as “old” market targeting also can generate
public controversy.

Positioning: -

Positioning is the act of designing the company’s offering

and image to occupy a distinctive place in the minds of the
target market, the goal is to locate the brand in the minds of
consumers to maximize the potential benefit to the firm. A
good brand positioning helps guide marketing strategy by
clarifying the brand’ essence, what goals it helps the
consumer achieves, and how it does so in a unique way.
Everyone in the organization should under- stand the brand
positioning and use it as context for making decisions.

Competitive Frame of Reference

A starting point in defining a competitive frame of reference

for a brand positioning is to determine category
membership-the products or sets of products with which a
brand competes and which function as close substitutes.
Competitive analysis will consider a whole host of factors-
including the resources, capabilities and likely intension of
various other firms-in choosing those markets where
consumers can be profitably served.

Product:-

Core Product: -
The core product or benefit of Hero Honda Splendor is Travelling and saving the time by
reach on desire place at right time.]

Basic Product: -
The basic product of Hero Honda splendor are Engine, Handle, Shockers, Wheels, Gear
box and chain set etc.

Expected Product: -
The expected products of Hero Honda splendor are: -
1. It should be 5 gear boxes.
2. It should be 90 Km/l mileages.
3. It should be 120 Km/hour Maximum speeds.
4. It should be disk brake or power brake.
5. It should be steel body.
6.

Augmented Product: -
The augmented products of Hero Honda Splendor are: -
1. It provides monthly check up for decrease the pollution.
2. It provides fast service of the product.

Pricing Strategy: -

Penetration Pricing: -
The price charged for products and services is set artificially
low in order to gain market share. Once this is achieved, the
price is increased. This approach was used by France
Telecom and Sky TV.
Hero Honda Used penetration pricing strategy because that
time Hero Honda use National Segment and low income
persons so they used penetration strategy.

Price Skimming: -
Charge a high price because you have a substantial
competitive advantage. However, the advantage is not
sustainable. The high price tends to attract new competitors
into the market, and the price inevitably falls due to
increased supply. Manufacturers of digital watches used a
skimming approach in the 1970s. Once other manufacturers
were tempted into the market and the watches were
produced at a lower unit cost, other marketing strategies
and pricing approaches are implemented.
Premium pricing, penetration pricing, economy pricing, and
price skimming are the four main pricing policies/strategies.
They form the bases for the exercise. However there are
other important approaches to pricing.

Promotion: -

Below the Line Promotion: -

‘Below The Line is a common technique used for touches and
feel products. Those consumer items where the customer
will rely on immediate information than previously
researched items. Below The Line techniques ensure recall
of the brand while at the same time highlighting the features
of the product.

Above The Line Promotion: -

Above the line (ATL) is an advertising technique using mass
media to promote brands. Major above-the-line techniques
include TV and radio advertising, print advertising and
internet banner ads. This type of communication is
conventional in nature and is considered impersonal to
customers. The ATL strategy makes use of current traditional
media: television, newspapers, magazines, radio, outdoor,
and internet.
Hero Honda used Above the Line Promotion because in the
Above the Line promotion co. members used advertisement
through Radio, T.V., Newspaper and Other media
communications.

Place: -
Geographical Placing: - Geographical placing of the product has divided
into 4 markets and these are: -

1. Local
2. National
3. Regional
4. International

Hero Honda used National Market for sale the Hero Honda Splendor.
Considering all facts of marketing in a unique way for
proper and efficient definition of marketing.

Marketing threats
 MANAGING RISK IS
HALF THE BATTLE WON

RISKS AND CONCERNS

• Slowdown: Sales in the lucrative premium two wheeler

segment (150 cc and above) have been affected by the
economic slowdown; a quick return to robust growth is
unlikely, and this could affect Hero Honda's near term plans
for an increased
presence in this segment.
• Interest rates: Lending rates have started softening but
effective lending rates for the two-wheeler industry remain
high on account of risk aversion by banks. However, Hero
Honda has de-risked its business by focusing on segments
which are not too dependent on financing. Still, if interest
rates for two-wheelers continue to remain high and the
overall credit-squeeze persists, it is likely to adversely
impact the company's efforts in realizing its full growth
potential.

• Inflation: After climbing to double digits in the first half,

inflation growth was close to zero per cent by year-end.
However, high fiscal deficit and rising food prices could push
up inflation again during the year. Rising inflation may limit
the downward
trend in interest rates.

• Increasing competition: Several two-wheeler companies

introduced new models in the lucrative premium segment;
over time this could impact the profitability of this segment.
At the same time, the expected fresh competition in the 100
cc segment
in 2010 poses a challenge to the company's stronghold on
this segment.

• Input costs: Prices of critical inputs came down during the

year thanks to lower commodity prices. However, prices may
be close to bottom levels, and may start perking up in the
second half of the coming year if there is an economic
revival.
HERO HONDA'S PERFORMANCE
SETTING THE BENCHMARK
Hero Honda was the torchbearer for the two-wheeler
industry during the year in review. It sold more two wheelers
during the year than the combined volumes of the second,
third and fourth placed competitor.
Overall, the company sold 3.72 million two-wheelers, up 12
per cent. Motorcycle sales in the domestic
market, which account for more than 95 per cent of Hero
Honda's sales, were up 11 per cent.

During the year, the company also turned in a rollicking

performance with its scooter portfolio, with a 49 per
cent growth in domestic sales to 156,210 units. This
performance allowed Hero Honda to increase its share
in the domestic scooter market by more than three
percentage points. Hero Honda's performance in the two-
wheeler industry was the only standout performance during
the year amongst the large players. Without Hero Honda's
numbers, the two wheeler industry growth would have been
marginal.
 Planni
ng

observ
control
e

These prime constitutes a

proper set up of the
marketing program in order to get
the desired output.
Products of the company
Bibliography

WEBSITE:
WWW.HEROHONDA.COM
WWW.HEROCYCLES.COM
WWW.WEKIPEDIA.COM
WWW.TIMESOFINDIA.COM
HTTP://WWW.THEHINDUBUSINESSLINE.COM
HTTP://ECONOMICTIMES.INDIATIMES.COM/SEARCH.CMS
WWW.INDIAINFOLINE.COM
HTTP://WWW.FADAWEB.COM/INDIA
BOOKS:

AUTOCARE

OVERDRIVE

INDIA AUTO
Hero Honda is trying to accomplish in its latest
advertisement for the entire range of Hero
Honda motorcycles, which tries to engrave
the brand Hero Honda in hearts across the
country. “Desh ki Dhadkan” is the catch
line.

Product recall: By everyone. The farmer in Punjab. The

fisherman in Kerala. The trader in Mumbai. And the worker in
Bengal. Imagine having a place in their hearts. Imagine
echoing their heartbeats. Imagine being part of the great
Indian fabric.
That's the great Indian dream. Of every company.
And it is what Hero Honda is trying to accomplish in its latest
advertisement for the entire range of Hero Honda
motorcycles. Says Navroze D. Dhondy, CEO, Percept
Advertising, which made the 60-second television
commercial, "We wanted to say that Hero Honda was more
than a bike. It was a friend, something that has been part of
your life, something that has shared your best moments."

So who's the target? Everybody. The models in the

advertisement range from children to old people. The
message? Everybody needs a Hero Honda. In the shape of a
CD100, or a CBZ, or a Splendor, or a Street. "Desh ki
Dhadkan" is the catch line. "Dhak, Dhak," the message. "We
echo the heart beat of every Indian," the claim. "We were
looking for something new. We wanted to tell the viewer that
we were way above the rest," says Atul Sobti, senior vice-
president, marketing, Hero Honda.

Did somebody say new?

The India theme was plugged by Bajaj Auto with its Buland
Bharat ki Buland Tasvir. Then there was Apollo Tyres,
Reynolds, Bharti Telecom… A route numerous companies
have treaded time and time again.
"This is a campaign by the right company at the right time.
We waited till we were actually the heartbeat of India," says
Sobti. "That's why we went in for an umbrella kind of
advertising," adds J. Narayan, advertising manager, Hero
Honda. "We wanted to communicate two things. Our market
leadership and the joy of ownership. We wanted to reach our
audience at a very emotional level."

Market research carried out all over the country for three
months gave the creative team at Percept the idea for the
ad. "Everybody kept talking about how Hero Honda
motorcycles were part of their lives," says Dhondy.
That was also the message that the company wanted to
communicate. A slew of product launches had glutted the
market, and Hero Honda, the market leader in the
motorcycle segment with a 47 per cent share, wanted to get
out of the trap of product oriented or range-oriented
marketing. This was the brief that was given to Percept
advertising. And Percept says that the advertisement was
the first and only presentation it had to make.

The advertising is in tune with Hero Honda's ambition for the

Indian market. Worldwide, Honda's Splendor is the largest
selling 100-cc bike. It is a success that the company hopes to
repeat in India as it strives to attain leadership of the two-
wheeler segment where it currently has a 26 per cent
market share.

But competition is harsh. Bajaj rolls out 87,000 two-wheelers

every month. Hero Honda rolls out 86,000 and is planning to
take that figure up to 90,000. At the same time, the
company realises that further growth in the market is tough.
The competition is nipping at Hero Honda's heels. Yamaha,
Suzuki and Kawasaki are the closest, while the lower end of
the market is held by brands such as TVS, Escorts and
Suzuki.

The market plans reflect the aspirations of the company.

Hero Honda came in 1992, and has grown spectacularly.
According to a survey, between 1992-93 and 1998-99, the
sales volume of Hero Honda, with a 37.5 per cent market
share in the motorcycle segment, increased at a compound
rate of 25 per cent per annum. By virtue of better sales
performance during 1998-99, the company recorded nearly
a 49 per cent jump in its operating profit and its net profit
improved by over 58 per cent compared with 52 per cent the
previous year. Hero Honda achieved this feat despite higher
total expense, depreciation and tax burden, and currently
controls 47 per cent of the market.

That leap, from material reality to emotional power, from the

mind to the heart, is what Hero Honda is aiming at with the
new ad. Will heartbeat translate into more market share?

In this interview, Brijmohan Lall, chairman of motorcycle manufacturer Hero Honda Motors, Ltd., and his
son, Pawan Munjal, the company's managing director and CEO, speak about the part innovation has played
in the company's rise to the top.

Innovation Helps Hero Honda Ride to No. 1 Spot

A question for motorcycle fans around the world: Where is largest manufacturer of motorcycles located?
Japan? Germany? Italy? The answer is India, where Hero Honda Motors became the largest single-entity
manufacturer of two-wheelers in 2001, shipping 1.4 million motorcycles -- seizing a dominant 48-percent
share of the domestic market in the process. In 2002 it plans to increase shipments further to 1.8 million.

The New Delhi-based company is a joint venture between India's Hero Group and Japan's giant Honda
Motor Company. Established in 1984, it came about when Honda chose Hero Cycles as its partner to set up
a motorcycle operation in India after the Indian government relaxed foreign investment and import
regulations on two-wheel motorized technology up to 100 cc. Hero Cycles was then, and still is, the world's
largest maker of bicycles, selling over 5 million cycles annually. Another Hero company, Hero Majestic, had
also established a moped manufacturing business. This combination of mass-production know-how and a
large distribution network proved crucial to Honda's decision to join Hero, despite being ardently courted by
a number of other Indian manufacturers.

"Honda saw that we had similar business philosophies," says Brijmohan Lall, chairman and founder of the
Hero Group of companies. "We were careful with capital investment, and made efficient use of equipment
and manpower. Honda also saw how we had created a strong relationship with the entire stakeholder
community, whether it was with our employees, our dealers or our customers. So it all clicked."
From the beginning, Brijmohan Lall made the bold decision to bet on four-stroke motorcycle technology,
when two-stroke scooters were by far the most popular form of transport in India at the time. After talking
with potential customers around the country, Hero engineers worked with Honda to come up with a design
for an extremely fuel-efficient two-wheeler adapted for the Indian environment. In 1985 Hero launched its
first motorcycle, the CD100, which gave 80 km to the liter.

"The four-stroke engine is more fuel efficient and cleaner," says Brijmohan Lall. "There was nothing like the
CD100 being built in India. Scooters were not getting more than 40 km to the liter. So this was a
breakthrough product, and we rode on its success in the early years."

Hero has since fine-tuned its process for finding out just what a diversified customer base across the length
and breadth of India wants. It does this by regularly conducting vast market surveys that question up to
70,000 people at a time. What comes back are specific customer requirements and preferences. These are
then translated by Hero's marketing and R&D teams into basic specifications, which are sent on to Honda's
R&D group in Japan. Honda comes up with a prototype design, and Hero takes this back into the market to
sound out customers for possible further refinement, until a winning design is eventually arrived at for Hero
to build.

Reaching Out With Mobile Workshops

Given the country's one billion population and large area, it is impractical for Hero to establish sales and
maintenance outlets in every town. So it's come up with the fresh idea of mobile service workshops: a
complete workshop incorporated into trucks that travel predetermined routes, visiting small towns and
villages where existing Hero customers reside.

"Customers are informed a workshop will be coming, so that they don't have to travel hundreds of kilometers
to an authorized workshop for servicing or repairs," explains Pawan Munjal, who, as managing director and
CEO of Hero Honda, has taken over the daily running of the company from his father.

These mobile workshops also double as sales outlets and spare-part distributors. The concept has been so
successful that some of Hero's largest distributors have adopted the idea and send out their own workshops
to supplement Hero's efforts.

At the same time Hero has brought innovation into its authorized dealerships. To reduce the amount of
manual labor involved in repairs and maintenance, it has introduced pneumatic tools to replace hand tools,
while hydraulic ramps now position bikes for easy inspection. It has also installed automatic ventilation
systems in repair shops to remove engine exhaust fumes.

It doesn't stop there. Customers can wait in air-conditioned waiting rooms where TVs and water coolers
have been installed, while in a few key dealerships, they can enjoy a cup of tea and surf the Internet in Hero
cyber cafes. What's more, in certain larger dealerships, customers can actually watch ongoing repairs
through glass-fronted workshops. "This gives customers more confidence in our service and support," says
Pawan Munjal. "Normally, workshops are dirty areas and companies don't want their customers to see them.
We've installed glass walls so customers can see the cleanliness and the type of work that's going on."

Passport to Customer Loyalty

Last April Hero launched the Hero Honda Passport, a program designed to increase customer loyalty.
Customers who sign up are issued "passports," and they receive points when purchasing parts or referring
new customers. "This helps us in getting to know our customers better," says Pawan Munjal. "We have
600,000 members in the program, and we also organize events where they can meet sports stars and film
stars. This creates loyalty in our customers."

But to create loyal customers, a company must first have loyal employees. "Fortunately, Honda has a good
name, Hero has a good name, so we attract very good people," says Brijmohan Lall, who at 79, still
continues to put in a full day's work as chairman. "With our long experience we have created a friendly
atmosphere. My door is never closed, so anyone can walk in at any time."
As a reward for becoming the world's largest motorcycle manufacturer, the Munjals took the managers
(along with their wives) who had contributed most to this success on a vacation to Switzerland last year. "We
conducted a seminar on top of a Swiss mountain to symbolize our success," says Brijmohan Lall. "We also
invited a professor from Harvard University to come and give us a talk on how we must now compete and
sustain ourselves at this new level."

Hero Honda's IT Strategy

With the Indian motorcycle market opening up to overseas competitors and more fierce domestic
competition, Hero Honda decided it needed to overhaul its various computer systems and create a single
integrated IT system. Rather than continue to use computers merely for data processing, it sought to use IT
to integrate business operations such as product planning, materials resource planning, financials and sales
and distribution. It was also looking to automate its internal supply chain, reduce overall costs, and create a
transparent information system that would help managers make decisions more quickly. To do all this it
teamed up with SAP in June 2000 to implement the system, and went live in February 2001.

"Now we can look at the same information, when earlier we had three or four different versions, which didn't
always match," says Pawan Munjal. "Now we (the managers) can all look at the same costs, for example,
because all the information is up there on the screen. Nothing is hidden, everything is transparent. So there
are no arguments over figures now, which used to waste time and hold up decision-making."

There are improvements on the factory floor too, now that manufacturing has been brought into the new IT
system. In the past there was no accurate way of checking the consumption of raw materials and inventory
in general. So excess stocks in some areas became an inevitability. "Now we know what should be there
and what is there," says Pawan Munjal. At the same time, defective parts and materials are no longer
accepted, forcing suppliers to upgrade their quality.

"The next step is to get dealers and suppliers online, so that orders can be taken directly by the suppliers,"
says Pawan Munjal. This will eliminate any wastage that is still left in our supply chain."

In upcoming issues of the SAP 30th Anniversary Leadership Interview series, we learn how experience,
innovation and vision are driving other major Asian corporations to be leaders in their fields.

Q1. How do you choose your management team?

A1. Brijmohan Lall: "It's a matter of experience. With over 50 years experience (in the Hero Group) we
have built up a good team of managers promoting from inside the company. They in turn have created a
very conducive environment to work in. This is a friendly company. In Hero Cycles, I still have people who
were with me from the beginning and who are grandfathers today."

Q2. What do you do when market research doesn't reflect reality?

A2. Pawan Munjal: "This happened when we launched the Joy motorcycle in April 2000. After six months
we found the market was not as receptive to the product as we had expected. So we talked directly with our
customers and found that they wanted some specific changes and a different pricing structure. This April we
launched the Dawn, incorporating those changes and a new pricing strategy. In the first three months since
the launch, we have sold 10,000 units a month and have now reached 13,000 monthly--which is way ahead
of our forecast."

Q3. Do you have a personal philosophy?

A3. Brijmohan Lall: "Yes. Make things happen!"

It is just a matter of time when Honda will exit completely from the Hero Honda joint
venture. The promoters of the Hero Honda group are now working on a new branding
strategy for Hero Honda, which will go live once Honda leaves. Honda’s name will be
dropped from all future communications after their exit. Come to think of it, Hero
Karizma, Hero Passion sound so lackluster and even the owners of HH know that. Hence
they might just drop the name of the company completely and instead focus on individual
product names (HUL style). The company will also get a new logo.

Hero Honda Motors has a technology tie-up with Honda till the
end of 2014. What happens after that is still a question mark and hence the company
plans to showcase its technological innovations to ensure that customers keep faith in
them even after Honda exists. Hero Honda will now pump a large chunk of money into
research and development activities in order to ensure they don’t get stranded after they
go solo. Although Kawasaki’s exit really didn’t dent Bajaj as the latter was never known
as Bajaj-Kawasaki.
CAMPUS ROCK IDOLS
07

Hero Honda Motorola Campus Rock Idols, India’s largest inter-college rock music competition
is all set for the forth edition. The annual independent competition “Campus Rock Idols” for
amateur bands at the campus level, in this third consecutive year, offers an ultimate experience
for bands to perform on a professional, technical and evolved production offering.

DNA and Sports Media Pvt Ltd are the organizers and event managers of Campus Rock
Idols which debuted in 2004 is already India’s biggest annual independent college music
festival/completion. CRI covers multiple cities and on an average involves 300 colleges and 275
bands in a two-three month rock music extravaganza.

Campus Rock Idols 07 will be held across India in 10 cities over a 2-month period, commencing
from October 27 2007, and culminating on December 2, 2007 with a grand finale in Delhi.

Hero Honda, keeping in mind the appeal of music with the youth continues to
communicate their brands through this unique initiative.

The regional events will commence in October 2007 in Indore, Hyderabad, Delhi, Manipal,
Ahmedabad, Bangalore, Shillong, Kolkata and Pune respectively. Bangalore, Hyderabad,
Manipal form the South Zone for the music fest. In the West Zone, the regional events will take
place in Pune and Ahmedabad. Jaipur, Delhi and Chandigarh form the three cities in the North
Zone. In the East Zone, the regional events will be in Calcutta and Shillong.

On completion of the regional events, the regional finals will be held at Delhi, Bangalore,
Kolkata, and Pune. The participants will be the first two winning bands from each of the regional
events including the metro events. The chosen bands will be provided with travel and
accommodation for the regional finals from the various campuses.

No other city can be more rocking for the finals than Delhi. The winning college band will
become the Hero Honda “CAMPUS ROCK IDOL”

'MTV Hero Honda Roadies' 5.0 Goes International

Play up your dark side in the unknown terrains of Thailand & Malaysia on the mean machine!!

Three countries, foreign languages, unknown cultures & twisted people - 'MTV Hero Honda Roadies'
5.0 is here and it's bigger and nastier. This year, MTV Hero Honda Roadies 5.0, India 's longest
running and most popular adventure-reality show, is going to take you through the unpredictable
terrains of Thailand & Malaysia .

'MTV Hero Honda Roadies' is back for the 5 th consecutive season. If being mean, unfair and
vindictive comes easy to you then push your way to the front of the line for the chance to travel the
world on a mean machine - Hero Honda Karizma! This year the show will follow 6 girls and 7 boys as
they battle their way through the India leg of the journey from Goa to Chennai and if they survive,
through the International leg from Bangkok to Kuala Lumpur ! But remember there are no free
tickets - if you thought last year was full of surprises, get ready to be shocked this year.

Says Sandeep Dahiya, Associate Vice President, Communications and Corporate Affairs, - MTV
Networks India, " MTV Hero Honda Roadies has been the longest running adventure reality series on
Indian television and among the only ones that has grown in popularity, scale and viewership over
previous seasons."

In order to make it to the show, contenders will have to undergo and pass auditions in any of the five
cities - Kolkata (October 12 th ), Chandigarh (16 th October), Delhi (19 th October), Jaipur (23 rd
October) and Mumbai (28 th October) where their wits, guts and attitude will be put to the test by
none other than one of the most popular MTV VJs Nikhil Chinappa and the most-hated Indian judge
Raghu Ram.If you thought Raghu was just mean before..you might be shaking to find out that the
game has changed and that his middle name now starts with an R and ends with an E for plain
RUDE!

Talking about the 5th season, Mr. Anil Dua, Sr. Vice President- Sales & Marketing, Hero Honda,
adds, "We are glad to partner with MTV once again and take this unique concept to another level.
MTV Hero Honda Roadies 5.0 is going to be the ultimate test of endurance for the Roadies finalists,
of course on their Hero Honda's Karizma. MTV Hero Honda Roadies provides us the ideal platform to
put Karizma through grueling terrains, harsh weather conditions and most importantly impatient
riders.And every time Karizma can be seen proud & upright, next to the last man/woman standing."

Talking of his expectations from this year's contestants, Raghu Ram , judge & dictator, MTV Hero
Honda Roadies, says, "I am looking for people, who have an insatiable appetite for winning and at
the same time.who've got guts to stand their ground and endure whatever comes their way. So, if
you do not possess any of these.please stay at home and do not waste my time."

MTV Hero Honda Roadies made its entry in 2003 as India 's first adventure-reality show that tested
the mettle of a young group traveling cross country on bikes, by exposing them to grueling
situations, harsh conditions and tough competition! This one-of-a-kind adventure-reality show went
on in subsequent seasons to evolve into a true adrenalin junkie's dream-come-true.

Since the 1 st season many finalists of MTV Hero Honda Roadies have found fame & fortune in the
entertainment world for just being..well.'mean' - from Rannvijay, who is now one of MTV's most
popular VJs to Ayushman Khurana, a well known RJ on Big FM, tough Shubhi Mehta who starred in
blockbuster movie 'Chak De' and the girl who no one liked - Bani, who made her debut in Bollywood
with Himesh Reshamiya's 'Aap Ka Suroor'.

So.get ready for MTV Hero Honda Roadies 5.0 auditions in your city ... Raghu RUDE Ram & Nikhil
Chinappa are sharpening their claws & you better be filing your fangs to bare at the auditions.as you
might just get that one in a million chance to travel the world to show everyone.just how far you are
willing to go!

Being the only reality show on Indian television that has shown consistent increase in popularity as
well as ratings year on year, 'MTV Hero Honda Roadies' 4 showed an astounding 230% increase in
ratings over the previous year, and made MTV the most watched channel, in that 1 hour duration,
towards the final episodes, beating even the general entertainment channels.

More than mere TV ratings, the popularity of Roadies has spawned an underground cult resulting in
over 1,50,000 people forming Roadies communities across various social-networking sites,
scrapping & dissecting each episode and each Roadie. Last year, MTV Gear (MTV India's clothing &
accessories business) also launched Roadies Cargoes (pants with too many pockets) for both men &
women. The cult of Roadies also extended into music, with the launch of 'Roadies' theme song by
'Agnee', one of India's well known rock bands. For more information, sms "ROADIES" to 56882 or log
on to www.mtvindia.com.

HERO HONDA SA RE GA MA PA

Hero Honda Sa re Ga Ma Pa Challenge 2005 is a reality show that promises to go beyond just the
participants. It is a contest between the four Mentors themselves! The epitomes of the music
industry and the four mentors - Adesh Shrivastav, Jatin-Lalit, Himesh Reshammiya and Ismail
Darbar will come together only to battle against one another in a bid to make their team win the
title of the Hero Honda Sa Re Ga Ma Pa Challenge 2005.