The other day, I saw a sleek motorcycle that reminded me of Harley-Davidson. This iconic brand entered India with high hopes but faced several challenges. ๐๐ข๐ ๐ก ๐ฆ๐๐ข๐ง๐ญ๐๐ง๐๐ง๐๐ ๐๐จ๐ฌ๐ญ๐ฌ and ๐ฉ๐ซ๐๐ฆ๐ข๐ฎ๐ฆ ๐ฉ๐ซ๐ข๐๐ข๐ง๐ alienated price-sensitive Indian consumers. Harley-Davidson ๐ฆ๐ข๐ฌ๐ฃ๐ฎ๐๐ ๐๐ ๐ญ๐ก๐ ๐ฆ๐๐ซ๐ค๐๐ญ, targeting segments that didn't align with Indian preferences and road conditions. ๐๐๐๐ฅ๐ข๐ง๐ข๐ง๐ ๐ซ๐๐ฏ๐๐ง๐ฎ๐๐ฌ and ๐ข๐ง๐๐ฅ๐๐ฑ๐ข๐๐ฅ๐ ๐๐๐๐ฅ๐๐ซ ๐ฉ๐๐ซ๐ญ๐ง๐๐ซ๐ฌ๐ก๐ข๐ฉ๐ฌ further strained their operations. ๐๐ ๐ง๐จ๐ซ๐ข๐ง๐ ๐๐ฎ๐ฌ๐ญ๐จ๐ฆ๐๐ซ ๐๐๐๐๐๐๐๐ค and ๐ฎ๐ง๐๐๐ซ๐๐ฌ๐ญ๐ข๐ฆ๐๐ญ๐ข๐ง๐ ๐๐จ๐ฆ๐ฉ๐๐ญ๐ข๐ญ๐ข๐จ๐ง also contributed to their downfall. Ultimately, these strategic missteps led to Harley-Davidson's exit from India. Watching that motorcycle reminded me how even the mightiest brands can falter without understanding their market.
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