Royal Enfield needs no introduction! For any company, success is not a one night game. It depends on market share, profitability, and category substitution. We have learned about companies suffering from many problems at first but then with perfect planning and strategies have emerged out to be the best.

The Backdrop
It was before 2000 that Royal Enfield was losing its customers and failing to achieve new customer base. Reason being people were happy with the traditional bullet bikes and were not in a position to welcome new innovations in the bike that Enfield bought. That was when in 2000 when the board of directors at Eicher Motors decided to either shut down or sell off Royal Enfield – the company’s Chennai-based motorcycle division.

Productions lessened to 2000 bikes when the capacity was 6000 units. Not only that there were complaints about the engine seizures, snapping of the accelerator or clutch cables, electrical failures, and oil leakages. Many found it too heavy to handle.

The Man Who Stood
But there was only one man who decided to stand high and asked for two years of grace period.

Siddhartha Lal, a third generation member of the Delhi-based Lal family, promoters of the Eicher group of companies convinced his father that he can make things work. He himself was an Enfield lover.

From selling 25,000 bikes in 2005 to selling 300,000 bikes in 2014 Lal has done all. Now it also exports worldwide having a reach to almost 6,000 units each year. But with the coming of the global brand, Harley Davidson in the Indian market, Enfield must face a tough competition. It will be good to look forward to how Lal and his team maintain the brand equity and build the market more.

#RoyalEnfield #Bullet #SuccessStory

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