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Harley-Davidson:
Market Entry Strategies in India
Anita M*
aking full advantage of the post-liberalization economic boom in the country, the Indian
motorcycle industry is on an expansion mode. Motorcycle manufacturers around the
world are keen to utilize this opportunity to set up operations in India. This is marked
by the proposed entry of the US superbike manufacturer, Harley-Davidson (H-D) into the
country. Its entry into the Indian market was restrained by the stringent emission norms and
high import duties levied by the Indian Government. In April 2007, the emission norms were
relaxed by the counter trade agreement between the US and India. Still, H-D is daunted by the
high import tariffs applicable as on 2007, which have virtually doubled the prices of their
bikes. It faces competition in India from Japanese motorcycle manufacturers, who have queued
up with plans for the premium bikes market. These manufacturers already have a strong hold
in the Indian motorcycle market with their various other brands on road and availability of
inland facilities. Despite the accessibility of various market entry strategies, H-D has announced
that it would confine itself to the import route to enter the Indian market. Time alone can tell
when H-D, the most iconic US motorcycle will traverse the Indian roads.
Ibid.
Case
Study
2008
The Icfai University Press. All Rights Reserved.
49
Passenger
Vehicles 14%
Commercial
Vehicles 5%
Two-wheelers 77%
Source: Market Share, http://www.siamindia.com/scripts/market-share.aspx
Number of Vehicles
Production
Domestic Sales
Exports
943,974
940,673
35,685
7,112,225
6,553,664
545,887
379,987
355,870
37,566
7,982
7,341
8,444,168
7,857,548
619,138
Source: Compiled by the author from: (a) Production Trend, http://www.siamindia.com/scripts/productiontrend.aspx, (b) Domestic Sales Trend, http://www.siamindia.com/scripts/domestic-sales-trend.aspx,
(c) Exports Trend, http://www.siamindia.com/scripts/export-trend.aspx
Council of Applied Economic Research (NCAER), Indias premier economic research institution,
has forecasted that motorcycle demand will increase during the period 2002-03 to 2011-12
(Table 2).3 The increase in consumers disposable income favors the sale of motorcycles. These
issues have created a market opportunity for motorcycle manufacturers. But the increase in
fuel prices and the proposed infrastructural development in mass transport system such as,
roadways and railways may decrease the demand for motorcycles. However, the impact of
these factors on the industry may be felt in the long run.
To attract the customers, the industry has reduced prices, introduced freebies and is launching
improved brands throughout the year. The result of this motorcycle wave is the wide choice of
vehicles for the consumers to choose from (Annexure 1).4 The available vehicles are categorized
according to the type of use and engine capacity from 50cc-1200cc and above.5 Tables 3(a)
and 3(b) gives details on the classification based on engine capacity and type of use.
3
Cherng Eric and Kosnik Thomas J (2004), The Global Motorcycle Industry 2003, edcorner.stanford.edu/
downloadMaterial.html?mid=472&fileId=907, January 17.
50
Table 2: Demand Forecast for Motorcycles and Scooters for 2011-12 (in thousands)
Regions
Two- Wheeler
Segment
Motorcycle
South
West
NorthCentral
East and
North-East
All-India
2835
4327
2624
883
10669
(12.9)
(16.8)
(12.5)
(11.1)
(14.0)
Note: Compound Annual Rate of Growth during 2002-03 and 2011-12 is presented in parentheses.
Source: Indian Automobile Industry: Optimism in the Air, Industry Insight, NCAER; Mukhopadhyay Dripto
(2004), "Indian Two-Wheeler Industry: A Perspective", http://www.fadaweb.com/itw_ industry.htm
Engine Capacity in cc
Light weight
50cc-250cc
Middleweight
251cc-750cc
Heavyweight
751cc-1199cc
Super Heavyweight
1200cc and up
Source: Cherng Eric and Kosnik Thomas J, The Global Motorcycle Industry 2003, edcorner.stanford.edu/
downloadMaterial.html?mid=472&fileId=907, January 17, 2004.
Emphasis
Engine Capacity
Standard
50cc-250cc
Performance
Touring
Custom
Source: Cherng Eric and Kosnik Thomas J (2004), The Global Motorcycle Industry 2003,
edcorner.stanford.edu/downloadMaterial.html?mid=472&fileId=907, January 17.
According to the findings of 2006 Motorcycle Total Customer Satisfaction (MTCS) study6
conducted by TNS (a leading global automotive market information company), the consumers
were satisfied with the performance of more than 50 models across India.7 The key factors that
consumers look for in a motorcycle are product quality, performance and design, after-sales
6
The study represents the responses of more than 8,700 new motorcycle buyers towards the performance of
more than 50 models in the key areas of sales satisfaction, product quality, motorcycle performance and design,
after-sales service, brand image, and cost of ownership. The TCS index score provides a measure of satisfaction
and loyalty that a given model or brand enjoys among its customers.
Case Study
51
service, brand image and cost. According to the study, the largest market for motorcycles
comprise of the first new motorcycle buyer. The preference for future purchases of motorcycle
with higher engine capacity has also been observed in the West and the South of India.
This study highlighted the fact that existing players have begun to increase the engine capacity
of their bikes. Such cruiser bikes are marked by their striking appearance with a long wheelbase,
stepped seat, backrest and high handlebars designed for long distance travel. Dealers are
optimistic that the trend for cruiser bikes would pick up. This forward trend was also encouraged
by action plans of Indian Government.
The Government of India has commenced a development program called Automotive
Mission Plan 2006-2016 for the auto industry to make India a global production hub by
2016.8 The vision of this development program for India is, to emerge as the destination of
choice in the world for design and manufacture of automobiles and auto components with
output reaching a level of $145 bn, accounting for more than 10% of the GDP and providing
additional employment to 25 million people by 2016.9 There will be government intervention
through policy changes such as reduction in the excise duties. The automobile industry is also
expected to contribute through development initiatives such as improvements in quality
standards. Many foreign firms are keen to participate in and obtain profits from the growth and
development of the Indian market. One of these foreign firms is the world renowned,
Harley-Davidson.
10
Bose Supriyo (2006), Harley-Davidsons Foray in China (Case Study), IBS Research Centre, Ref. No. 306243-1.
11
Rifkin Glenn (1997), How Harley Davidson Revs its Brand, http://www.strategy-business.com/press/
16635507/12878
52
ride motorcycles. For the year ended 2006, revenue from general merchandise, which consists
of MotorClothes(R) apparel and collectibles, totalled to $277.5 mn.12 According to BRAND
sense study,13 18.9% of respondents in 13 countries declared that H-Ds logo is most favored
and expressed their willingness to be tattooed with the logo.14 According to brand analysts,
If you ride a Harley, you are a member of brotherhood, and if you dont, you are not.15
Though H-D bikes lack the kind of quality that its competitors boast of, the personality built
around the Harley bike makes it sustainable.16 For instance, H-D is the preferred brand of
Hells Angels17 who supposedly used the Harley owners manual as a bible in wedding
ceremonies. All facets of H-D such as product, distribution channels, sales, customer service,
design, communication and brand extension are bound to enhance the companys brand identity.
According to Anmol Dar, Managing Director, Superbrands India, They created strategies and
supporting communications that nudged people towards the view that the offering was
a fashion statement.18
For H-D, consumers are its brand ambassadors. Regarding H-Ds strategy, Philip Kotler
said, It is clear and simple. Get the customers into a passionate affair with you, the rest
will follow through.19 The H-D owners belong to the company-sponsored, Harley Owners
Group (HOG) and pay for the privileges of membership. The mission of HOG is To Ride
and Have Fun. 20 A HOG membership is believed to emphasize the riders passion and
pride. H-D members are entitled to various benefits such as riding in international and
national rallies, and participating in charity events and parades. As on 2006, the HOG
recorded a membership of 1 million. 21 The members wear H-D merchandise to claim their
association with the brand. HOG has a newsletter that brings together both H-D owners
and motorcycle enthusiasts. HOG has helped the company to build a brand community
through the H-D owners.
12
13
BRAND sense study was a survey conducted by Martin Lindstrom and Milward Brown Research Institute through
600 researchers in 13 countries. The survey was a part of the book, BRAND sense written by Martin Lindstrom.
14
15
16
17
The Hells Angels Motorcycle Club (HAMC) is a worldwide motorcycle club for Harley-Davidson riders. It is
generally viewed as the epitome of the outlaw biker counterculture of the 1960s.
18
19
20
21
Verma Mridu (2007), Harley-Davidson: Maintaining a Cult Brand (Case Study), ICFAI Business School,
Ref. No. 507-055-1.
Case Study
53
H-D is the market leader in the cruiser bikes segment in the US.22 The majority of its
customers are mostly Baby Boomers in the US.23 The baby boomers are able to afford luxury
bikes and are drawn by the outlaw status and independent image offered by H-D. But, the
baby boomers are ageing. Jim Ziemer, the CEO of H-D said, Two-thirds of our customers are
between 35 and 54 24 (Figure 2). The problem for H-D is to attract the younger customers
without alienating the customers that buy the big motorcycles.
Figure 2 : Median Age of Harley-Davidson Buyers
55
50
45
40
35
02
03
04
05
06
The younger generation in the US are mainly interested in the sports bike segment. It has
been noticed that youth tend to buy motorcycles that are smaller and less expensivein which
H-D has lesser market share.25 To cater to the needs of younger customers, H-D has introduced
various brands such as the new V-Rod.26
H-D is strategically positioned to explore new target customers to increase their foothold
in international market. H-D initiated the attempt to enter India in September 2005, when its
senior officials visited India to assess the scope for its high-end performance bikes in the
Indian motorcycle market. Timothy K Hoelter, the Vice President of H-D said, India is among
the few motorcycle markets in the world thats growing at a fast pace and we are surely looking
22
23
Helyar John (2002), It redefined the motorcycle industry as it roared through 16 years of growth. But as its
customers ageand the stock market slidesthe ride could get uneasy, http://money.cnn.com/magazines/
fortune/fortune_archive/2002/08/12/327029/index.htm, August 12.
24
Russell Pearlman (2006), Getting New Riders High on the Hog, http://www.smartmoney.com/mag/ceo/
index.cfm?story=august2006, July 11.
25
26
54
Ibid.
V-Rod engine, also called revolution engine was jointly developed by Porsche of Germany and HarleyDavidson in 2002. It incorporates fuel injection, overhead cams and liquid cooling systems.
at a presence here. Whenever we enter the Indian market, it will be through the sourcing route.
Harley-Davidson buyers identify our bikes to be an all-American brand and they want to buy
the bikes that are produced in US.27
In 2005, H-Ds plan for a completely built route was hampered by the high import
duties and stringent emission norms in India. In 2006, the US Administration tried to
persuade the Indian Government to ease up such restrictions. The Indian Government was
willing to agree to a system of tariff quotas 28 on the resolution of two affairs. First was the
fresh issuance of licenses for opening new branches of three Indian banksICICI Bank,
State Bank of India and Bank of Barodain the US. Second was to retain the import of
Indian mangoes banned due to the US Standards on treatment of weevils and fruit fly, and
to minimize the tax levied on it. Apart from such bureaucratic restrictions, there were no
emission guidelines for motorcycles with engine capacity of more than 500cc in India.
H-D bikes conform to the US and the European emission norms. With increasing cooperation
between the US and India in trade-related activities, it was expected that restrictions on
H-D would be relaxed.
Industry watchers in India are of the opinion that as the economy takes bigger strides, a
younger population with expendable income will begin to embrace luxury as never before. As
on April 2007, with over 1.6 million Indian households earning more than $100,000 a year
and 36 listed billionaires, the Indian luxury market is taking off.29 An NCAER Household
Income Survey revealed that India will have some 140,000 crorepatis30 by 2010.31 The immediate
priorities of many consumers for luxury goods fall into the categories of housing, travel, education,
higher-end automobiles, entertainment electronics, and other home lifestyle improvement
products.32 According to Mohamed Rahman, Managing Director, Porsche India Center,
India is at the beginning of the development of a luxury automotive market as there has been
an increased awareness and availability of top-end brands, which we think should drive up our
sales.33 In 2006, Porsche, a German sports car major, sold 160 units of its luxury vehicles and
introduced Cayenne, its sports utility vehicle at a price range of $125,000-$250,000 in India.34
According to a report by McKinsey, a leading management consulting firm, The upcoming
changes in the Indian consumer market offer substantial opportunities and challenges for
27
28
Tariff quota means lower customs duty for certain number of bikes, above which entire duty will be levied
29
30
31
32
33
34
Ibid.
Case Study
55
Indian and multinational businesses alike.35 This boom in the Indian consumer market had
triggered H-D to enter India despite restrictions faced by it.
In April 2007, a deal was struck between the US and India in the India-US Trade Policy
Forum (TPF) based on a fair trade agreement.36 According to the agreement, India will allow
the import of H-D bikes and the US will allow the import of Indian mangoes. Under the
proposal, India will apply the Euro-3 norms for large bikes. It restricts the emission of pollutants
to 1 gm of carbon monoxide and a gram of the combination of hydrocarbons and nitrous oxide
per kilometer of vehicular run. Further, ceiling will not be placed on the number of bikes to be
imported. The idea of granting emissions standard exemption was a significant issue as India
adopted Euro-4 standards37 for large bikes to avoid over pollution in urban areas. In the light of
these breakthroughs, H-Ds market entry strategies in India play a crucial role.
Continued Policy Reforms Sine Qua Non for Sustained Economic Growth in India Global Trade will be at
Risk unless Development Dimension of Doha Round is Met. Indias Statement at WTO Trade Policy Review,
http://commerce.nic.in/May07_release.htm, May 23, 2007.
36
37
The Euro-4 regulations are stringent norms with highly reduced weights of carbon monoxide, hydrocarbons
and nitrous oxides in a kilometre of vehicular run. These emission limits are yet to be developed and implemented
in India.
38
39
I nqui r y , ht t p: / / www. ha r l ey- davi dson. co m/ wcm/ Cont ent / P ages/ Becomi ng_a _Deal er /
us_inquiry.jsp?locale=en_US
56
Type of
Entry
Jawa
Czechoslovakia
Technical
collaboration
Suzuki
Japan
Honda
Japan
Joint venture
Honda
Japan
Yamaha
Company
Indian
Company
Ideal Jawa
India Ltd.
Year
Present Status
1961
Operates in a niche
segment
1982
Breakup in 2001
Hero
1984
Worlds largest
motorcycle manufacturer
Collaboration
Kinetic
1984
Kinetic acquired a
stake of Honda in
1998
Japan
Technical
Assistance
Escorts group
1985
Yamaha acquired
100% share in 2001
Kawasaki
Japan
Technical
Tie-up
Bajaj
1986
Planned to launch
motorcycles with
increased engine
capacity
BMW
Germany
Joint Venture
Hero
1997
Daelim
South Korea
Collaboration LML
1999
Honda
Japan
Whollyowned
subsidiary
Honda Motors
2001
and Scooters
India Limited
Manufactures and
operates in all
motorcycle segments
For instance, Enfield India Limited began its Indian operations in 1955, through assembly
of Completely Knocked-Down (CKD) units imported from England. The CKD units attract
lesser import tariffs when compared to completely built units. As on June 2007, the import
duties for CKD are 12.5%.40 Apart from the import of CKD, Indian and foreign companies
have technical tie-ups and collaborations as in the case of Kawasaki-Bajaj and Daelim-LML.
A joint venture, as between Hero Group of India and Honda of Japan, has helped both the
companies involved, to stabilize their businesses. The success or failure of the joint venture
depends on the understanding between the companies involved. H-Ds alternative, i.e., to
build a wholly-owned subsidiary such as that of Honda Motors and Scooters India Limited,
will attract a major initial investment for infrastructural development. The company would
40
Customs, http://www.siamindia.com/scripts/custom-duty.aspx
Case Study
57
attract the excise duty of 16%41 which is much less when compared to the import duties
prevailing in India. However, H-D has a strong inclination towards the import route to enter
India. Government of India has allowed the import of motorcycles with more than 800cc
engine, subject to government clearances.42
H-D is expected to import 2000 bikes in three years from its entry into India. According to
analysts, the high price of the bike will deter mass imports.43 India imposes 60% customs duty
and 30% taxes on larger motorcycles, increasing the cost of the iconic vehicle for Indians.44
The entire price of the imported bike is calculated by adding the price of the bike in the
country from where it has to be bought or the country the dealer has contacts in, freight
charges, import duty and other miscellaneous charges. For instance, the smallest of the H-D,
the 883cc Sportster is priced at $6,600 (Rs. 2.9 lakhs) in the US.45 In India the price of the bike
will be nearly twice its original price. Royal Enfield, the makers of Bullet bikes in India,
makes motorcycles with engine capacities of 350cc and 500cc. Its six models are priced at Rs.
70000 and the company sells around 32,000 motorcycles every year.46 The price of the bike
may hinder H-Ds business as it happened with the German large bike manufacturer, BMW in
India. The German auto maker entered India through a joint venture with the Hero Group in
1997. The arrangement was to assemble BMW high-end motorcycle parts and to sell in India.
But the BMW failed because of the bike was priced at approximately Rs. 450,000.47 Due to
low sales it reduced the price up to Rs. 180,000. Despite price reduction, sales failed to
initiate and BMW terminated its venture in the Indian motorcycle industry.48
Excise, http://www.siamindia.com/scripts/excise-duty.aspx
42
The clearances include homologation or the submission of Type Approval Certificate / Conformity of Production
(COP) of an international accredited agency from the country of origin along with notarized English translation
of the certificate.
43
44
Ibid.
45
Ibid.
46
Ibid.
47
48
Ibid.
49
50
Ibid.
51
58
53
Ibid.
54
Ibid.
55
56
57
Ibid.
58
Ibid.
59
Verma Meenakshi (2007), Heavyweight Bikes Queuing up as Indian Roads get Wider, http://
economictimes.indiatimes.com/News/News_By_Industry/Auto/Two-wheelers/
Heavyweight_bikes_queuing_up_as_Indian_roads_get_wider/articleshow/1912866.cms, April 16.
60
Case Study
59
The price of high capacity bikes impedes the manufacturers. The cheapest H-D, for instance,
costs Rs. 0.4 mn in India, as much as the cost of two Maruti 800 cars.61 In India, the cheapest
car costs Rs. 0.2 mn.62 Currently, Royal Enfield is the only domestic player producing high
capacity bikes in the range of 350cc-500cc. Its costliest product, the 350cc Thunderbird, sells
at Rs. 93,200.63 All the motorcycle players hope that consumers will begin to separate luxury
from utility. The industry appears set to lap up the relaxed norms, though the industry remains
anxious about the exact demand which is projected to be in the range of 6,000-12,000 bikes
per annum. Yet, with each bike costing between Rs. 0.7 mn-Rs. 1 mn, it could create a new
motorcycle market between Rs. 4.20 bn-Rs. 12 bn.64 But with disposable income on the rise
and the growth rate of the economy close to 8.5%, it is expected that the demand would be
better than what bike makers expect.65
Pradeep Saxena, Senior Vice President, TNS Automotive India said, The landed price
range of these motorcycles would start at around Rs. 0.5 mn and hence, the customers for that
are very limited. The super bike market would not be more than 1,000 units per annum. There
are brands like Ducati and Harley which would find customers easily but not all.66 He added
that a company such as Honda which already has a wide network of dealers and an ongoing
business would also sell a good number of high-end bikes. BMW who quit the Indian big
bikes segment are not very confident about re-entering the market. Peter Kronschnabel, the
President of BMW India said, Our luxury and high-end bikes are too costly to be launched in
the Indian market and that is why we have not yet decided to bring our bikes here. But if there
is demand, we may take a call.67
As on May 2007, international markets accounted for 21.8% of the total shipments of H-D.68
Gregory Badishkanian, Leisure Vehicle Analyst with Citigroup said that India would probably prove
more favorable to H-D than Vietnam, just because of the countrys population.69 He added that It
will most likely be a long time before the motorcycles enter the market.70 S Sen, the Director of
Society of Indian Automobile Manufacturers, pointed that the final price of an H-D, when it does
market in India, may vary from the indicative prices that they sell at, in the US markets.71 He added,
As a company, it can choose to increase or decrease the price of its bikes in a new market.72
61
Ibid.
62
63
64
Ibid.
65
Ibid.
66
Ibid.
67
Ibid.
68
69
70
Ibid.
71
72
Ibid.
60
H-D gained permission to sell in India in April 2007, but later was quoted as saying it
might shelve its plans.73 According to Timothy K Hoelter, H-Ds Vice President of Government
Affairs, daunting trade barriers erected by the Indian Government were discouraging companies
like H-D from entering the market.74 Further he told Mint, the financial newspaper, However,
with tariffs still at over 90%, the bike would be too expensive for the Indian consumer to
participate in the H-D experience. We know we could help build a leisure market for
motorcycling within India, where none exists presently. We are looking for some concessions
from the government. We look forward to the day when we can enter India, but now does not
seem like the right time.75
Annexure 1
Different Motorcycle Brands in India
Bajaj Auto
Bajaj Avenger
180cc
Bajaj CT 100
9.27cc
Bajaj Discover
Bajaj Discover
111.63cc
Bajaj Discover DTSi
124.52cc
Bajaj Kawasaki Caliber
111.6cc
Bajaj Kawasaki Boxer
111.6cc
Bajaj KB 125
123cc
Bajaj Platina
99.27cc
Bajaj Pulsar DTSi
Pulsar 180 DTS-i UG
180cc
Pulsar 150 DTS-i UG
150cc
Bajaj Wind125
124.6cc
Hero Honda
Hero Honda Achiever
Kinetic Motor
149.1cc
156cc
97.2cc
97.2cc
Glamor
124.7cc
Glamor FI
124.8cc
223cc
Splendor +
97.2cc
Super Splendor
124.7cc
97.2cc
Kinetic Aquila
249cc
Kinetic Boss
Boss
97.2cc
Boss115
Kinetic Challenger
97.2cc
Kinetic Comet
250cc
Kinetic GF
GF Laser
166cc
GF 170
166cc
GF125
125cc
Kinetic Stryker
97.2cc
Kinetic Velocity
115cc
(Contd...)
73
US Harley Davidson Motor Seeks Tax Breaks in India Market Entry, http://www.finanznachrichten.de/
nachrichten-2007-05/artikel-8201090.asp, May 8, 2007.
74
Ibid.
75
Case Study
61
Annexure 1
(...contd)
Royal Enfield
Bullet 350
346cc
Bullet500
499cc
Enfield Diesel
325cc
Bullet deluxe
346cc
Bullet Electra
Bullet Electra
346cc
Bullet Electra 5S
346cc
Bullet Machismo
346cc
Bullet Std 12V
346cc
Lightning 500
499cc
Taurus
325cc
Thunderbird
346cc
Honda
Honda Shine
125cc
Honda Unicorn
149.1cc
Suzuki
Suzuki Heat
125cc
Suzuki Zeus
125cc
TVS
TVS Apache
147.5cc
TVS Centra
99.8cc
TVS Fiero
147cc
TVS Fiero F2
TVS Fiero FX
Suzuki Max 100
98.2cc
Suzuki Max 100R
98.2cc
Suzuki
Samurai
98.2cc
Suzuki
Shogun
108.2cc
Suzuki Shaolin
138.2cc
TVS Star
99.7cc
TVS Star
TVS Star City
TVS Victor
GLX
124.8cc
GX
109.3cc
Edge
125cc
62
Annexure 2
2007 Models of Harley-Davidson Motorcycles and Buell Motorcycles
Harley-Davidson Motorcycles
Bikes
Manufacturers
Suggested
Retail
Price (in $)
Bikes
Sportster
Manufacturers
Suggested
Retail
Price (in $)
Softail
6,595
14,995
6,995
15,895
7,795
16,895
7,795
17,345
9,595
17,095
9,695
17,345
8,695
17,545
9,495
17,820
9,795
Dyna
VRSC Motorcycles
12,395
V-Rod VRSCAW
16,495
14,645
14,995
13,595
16,495
15,795
VRSCX
19,995
16,795
15,495
Buell Motorcycles
Bikes
Manufacturers
Suggested
Retail
Price (in $)
FireBolt
Bikes
Manufacturers
Suggested
Retail
Price (in $)
Lightning
XB12R
10,495
XB12S
10,495
XB9R
8,895
XB12Ss
10,495
Ulysses
11,495
XB12STT
10,295
XB12X
Blast
4,695
XB9SX
8,895
XB12Scg
10,495
Source: Compiled by the author from: (a) 2007 Harley-Davidson Motorcycles, http://www.harleydavidson.com/wcm/Content/Pages/2007_Motorcycles/2007_Motorcycles.isp?locale=enUS& cwpws/dwp/
cont-without-lash=true&swfdwp=&dwp_dealerid=&dwp_pg=&cwpws/dwp/dwp-dealer-id=
(b) Buell Motorcycles, http://www.buell.com/en_us/bikes/
Case Study
63
Annexure 3
H-Ds Market Entry Strategies
Japan: In 1935, Harley-Davidson licensed blueprints, tools and machinery to Japans Sankyo
Company. From 1935 to 1960, when it went bankrupt, Sankyo made H-D bikes in the
name RikuoKing of the Road. In the late 1980s, H-D bought a Japanese distribution
company. By 1989, a Japanese subsidiary, Harley-Davidson Japan was founded. Regulations
in Japan required bikers with 401cc and above to pass a stringent test administered by the
countrys National Police Agency. After 1999 further regulations such as prohibitions on
tandem riding and speed limits on highways were enforced. As in 1999, the US Administration
took effort to convince the Japanese authorities to modify the rule. By the end of 2000, it
had sold 75,000 bikes in Japan. Further, H-D customized its bikes to suit Japanese tastes
and also offered tool kits. Retail sales in Japan were up, from 11,420 motorcycles in 2005,
to 13,284 motorcycles in 2006.
Brazil: Brazil imposed a tariff of more than 70% on imported motorcycles in 1995.
High tariffs doubled the cost of bikes compared to the cost in the US. The US
Administration addressed this issue in the 1996 Hemispheric Summit, and, as a result,
Brazil decided to reduce these tariffs by half, and gradually lower the tariff to 20%. In
1999, H-D commenced assembly of its motorcycles in Brazil along with its Brazilian
distributor, Paulo Izzo. The assembly of imported parts was expected to reduce the cost
as this would increase the profit margin. The motorcycles have to undergo exhaustive
tests of quality in order to assist the international pattern of the group. The line of products
of the Harley-Davidson of Brazil Ltd. constitutes of the following models: Fat Boy, Heritage
Classic, Standard Custom and Night Train. The assembly unit is to cater to the need of
Brazilian market. It operates with 10 dealers across the country. Brazil is H-Ds largest
market in Latin America.
China: In mid-2004, H-D made an agreement with Zongshen Motorcycle Company, one of
the largest motorcycle manufacturers in China. The Chinese counterpart has to act as a
distributor for H-D. The two companies sought to develop a mutually beneficial relationship.
H-D would gain the country-specific sales expertise and gain a better understanding of the
business practices, markets and distribution channels. The Zongshen Group will get the
technical know-how and gain practical insights into the marketing strategies. On March
2006, in Beijing Feng Huo Lun (FHL) was appointed as the authorized dealer. The dealership
would offer H-D motorcycles, related products including clothes and collectibles and aftersales service. But with the addition of import duties, the cost of the bikes would be more
than its cost in the US. The Chinese Government has restricted the usage of large bikes in
urban areas due to high traffic. The FHL is located in strategic places between business
places and outer city limits and hence, it is outside the purview of motorcycle regulations.
Source: Compiled by the author from (a) Zacharias Christoph and Rajshekar N, Harley-Davidson in China
(Case Study), ICFAI Business School Case Development Centre, 2004 (ECCH Ref. No. 304-013-1);
(b) Harley-Davidson to Assemble Motorcycles in Brazil, http://www.bizjournals.com/milwaukee/stories/
1998/07/06/daily6.html, July 7, 1998; (c) Harley-Davidson Reports Revenue And Earnings Growth For 2006,
http://investor.harleydavidson.com/ ReleaseDetail.cfm?ReleaseID=226180, January 18, 2007.
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Annexure 4
Modes of Market Entry in India
Appointment of Agents or Distributors: Agent or Distributor is a legal entity formally
appointed by a foreign company as agents or distributors to market its products or services
in India. This is the less expensive means through which a foreign company is able to access
the market potential. This is highly open and flexible. The formation and termination are
made easy. There are no restrictions in the number of agents or distributors appointed by the
company. This arrangement can be a franchise where the franchisee is entitled to the practices
and procedures of the company. Any Indian business entity such as company, partnership
or proprietor can obtain license under the EXIM policy to import and export the goods.
The foreign companies can make the appointments through a formal contract or the letter of
appointment. The business activity can be carried out using wholesale cash and carry or
retail. Credit arrangements can also be made but it makes the arrangement expensive.
The payment is guaranteed by the Letter of Credit issued by an Indian bank. Dilemmas arise
during the return of unsold goods as the task is difficult. Lack of control over the agent and
incompetence of agents will create problem to the foreign companies.
Third-Party Arrangement for Maintenance and Servicing of Products: The foreign companies
can appoint Indian technical firms to render local services for high value goods through
Service Center. These service centers are Indian firms with trained staff and technical resources
of the foreign company to offer support. There is no restriction on setting up service center
contracts with the Indian entities. The arrangement involves the mutual agreement of the
Indian company, formal appointment letter or service agreements, training agreements and
confidence agreement. The foreign company remits the money in India and the Indian company
charges maintenance fee from the customers. The foreign company do not have a direct
control. Any incompetence of the Indian workforce increases the training cost and impairs
service quality. Administrative issues such as improper documentation and financial issues in
case of maintaining large quantity of spares and components may occur.
Liaison Office: A foreign company sets up a liaison office to study the Indian markets or as
an intermediate step before a joint venture or wholly-owned subsidiary. The liaison office is
a communicative channel and it does not carry out any business activities. It promotes
import/export and financial or technical collaboration with Indian companies. The
establishment of liaison offices is governed by the Reserve Bank of India (RBI). In order to
set up a liaison office the foreign company has to submit their application in Form FNC 1
to the Central office of RBI, Mumbai (Foreign Investment Division). The permission is
granted for three years and can be renewed further. Application for renewal should be made
to the concerned regional office of the RBI under whose jurisdiction the office is situated.
The parent company has to look after the remuneration of the liaison office. The liaison
office is not taxable as it does not carry out any business. A liaison office in India is
permitted to maintain and operate bank accounts in India. The bank obtains an undertaking
in prescribed form QA22 duly signed by all the persons who are authorized to operate on
the accounts.
Branch Office: If the foreign company observes a significant market potential, it can open
a branch office. Branch office performs all the business activities of the parent company.
The activities include: i) Export/Import of goods, ii) Rendering professional or consultancy
services, iii) Carrying out research work, in which the parent company is engaged,
iv) Promoting technical or financial collaborations between Indian companies and parent
(Contd...)
Case Study
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Annexure 4
(...contd)
Reference # 48J-2008-05-04-02
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