He, however, sounded upbeat about the prospects of the KTM, an Austrian racing brand that the company had invested in 2007.
Bajaj
Auto managing director Rajiv Bajaj on Thursday described the
launch of the 100-cc variant of the commuter bike Discover as the
"biggest blunder" of his career as it stunted the company
at the No 2 position.
He
noted that the Discover was a differentiating product when it was
launched in 125-cc format, "offering mileage with a little fun,"
which was evident from the rising volumes.
However,
Bajaj rued that the company is still the No. 2 player (in terms of
bikes volumes) in the country because of the mistake it had made with
the lower variant launch of the Discover and that things would have
been different if it hadn't done so.
"Greed
came in. Marketing people said if the 125-cc Discover sells so much
then how many would a 100-cc Discover sell? We went ahead and made
the 100-cc
Discover. We lost our position and five years later we lost our
performance too...
"We
started off as a point of difference, with a different perception and
a USP, but we ended up being a 'me too' product. Me too is bad in
life and marketing," he said, speaking at an event in the city.
He,
however, sounded upbeat about the prospects of the KTM, an Austrian
racing brand that the company had invested in 2007.
He
recalled that when Bajaj Auto invested in KTM in 2007, it was making
only 65,000 motorcycles, and was still the second largest European
motorcycle brand. On the other hand Harley Davidson was averaging
305,000.
But
the not any longer as Harley has been declining since the is
estimated to finish at 204,000 units this year, whiled KTM will
finish with 207,000 units, he said.
Bajaj
Auto is also planning to enter the e-vehicle space next year, even
though he lamented that the industry has been given a step-motherly
treatment to e-vehicles, by launching cheap variants.
"We
could have made a Tesla on two-wheels or a Tesla on three-wheels and
created different news.... we will try and do that in 2019 now,"
he said.
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