| | Why Honda Went For a Brand Re-Development?
Honda realised its need to be adapted according to the Indian markets so it cleverly re-engineered its engine as well its marketing strategies to fit in well. This smart move has done wonders to the sales of the global brand products in Indian markets. The company had through researches to penetrate deeply into the Indian lifestyles to know more about their expectations, habits, knowledge and media exposure regarding their rides.
The conclusion of this reach came was that their products though were brilliant but didn’t exactly cater to the needs of the customer base they were aiming at. As a result it underwent major changes in the pricing ranges, one of the key aspects Indian populations. With the launch of Honda’s new entry level sedan it was priced competitively to be at par with other brands.
Since Indian consumers are big on money so fuel-efficiency of the car becomes the second major deciding parameter for their vehicles. Stressing upon this feature, Honda came up with the best in class fuel-efficient Honda Amaze as well as amplifying the effect it also introduced its diesel variant modified to suit Indian roads, weather conditions and came up with an engine specifically built for quality of diesel available in India.
The company realised that the reason holding back their sales record of was the perception of Honda being an expensive brand hence its maintenance would cost the owner a fortune. The multinational brand worked intelligently on this as well and introduced economical maintenance packages for money-conscious Indians.
In the process it was realised that the customer-base it aimed for was mostly owner-driven rather than chauffeur-driven so the interiors were so adapted to make the ride for driver as well as passengers pleasurable. A few alterations were done in the audio system, speakers and air-conditioning vents placement as well as the seat back angle and seat cushion so as to make it more convenient for the driver.
Honda’s last setback was its ineffective media promotions as their non-Indian base ads were something people did recognise with. It marketed products with a blind eye to the receptive abilities, patterns and extend of various media channels for Indian masses. It campaigned usually through print media with English taglines which was not in sync with huge numbers of illiterate, semi-literate audiences. The visual media also supported backgrounds which were not familiar with Indian taste or had model of other nationalities.
All these ideas conceived gave Honda an Indian makeover which was marked by the launch of its latest successful venture, Honda Amaze which not only had been adapted according to Indian taste and needs, with its superior looks and best in the segment fuel-efficiency but also was promoted skilfully and righteously.