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Articles de revues sur le sujet « HERO MOTOCORP »

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Auteur : Grafiati
Publié le 11 septembre 2023

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1

Husain, Zafar. « Successful collaboration leads to effective technology transfer at Hero MotoCorp, Ltd. » Global Business and Organizational Excellence 39, no 3 (17 février 2020) : 17–28. http://dx.doi.org/10.1002/joe.21991.

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Dayal, Sharmila, et Surender Singh. « Profitability and Liquidity Analysis of Bajaj Auto Ltd. and Hero MotoCorp Ltd. » Global Journal of Enterprise Information System 8, no 2 (28 février 2017) : 1. http://dx.doi.org/10.18311/gjeis/2016/7088.

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The research paper focuses on the profitability and liquidity analysis of Hero Moto Corp and Bajaj Auto Ltd. Analysis has been done on the basis of some selected parameters like Liquidity, Profitability, Efficiency, Leverage ratios and Market Value Ratios for the period from 2011 to 2015. The idea of this research paper is to know the short term as well as long term profitability and liquidity position of selected companies and to give suitable suggestions for improvement in their financial position.
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SAHYAJA, CH, et RAO K. S. SEKHARA. « ROLE OF BRAND LEADERSHIP ON BRAND MANAGEMENT PRACTICES - A STUDY ON HERO MOTOCORP ». i-manager’s Journal on Management 13, no 2 (2018) : 31. http://dx.doi.org/10.26634/jmgt.13.2.14447.

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Tripathi, Abhishek, et Amandeep Singh. « Event Study on Declaration of Separation on Stock Prices of Hero MotoCorp Ltd. : A Case Study on Hero & ; Honda Separation ». Indian Journal of Finance 6, no 7 (1 juillet 2012) : 34. http://dx.doi.org/10.17010/ijf/2012/v6i7/72406.

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Varma, Dr Aparna J., Dr Ashwini J et Ms Vinutha R. « Determinants of Brand Equity in two Wheeler Industry : A Study with Special Reference to Hero Motocorp in Mysuru Market ». International Journal of Trend in Scientific Research and Development Volume-2, Issue-6 (31 octobre 2018) : 1346–51. http://dx.doi.org/10.31142/ijtsrd17119.

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Regalado-Pezúa, Otto, et Gabriel Zapata. « ESTRATEGIAS DE INTERNACIONALIZACIÓN DE EMPRESAS INDIAS HACIA LATINOAMÉRICA ». Multidisciplinary Business Review 12, no 1 (30 juin 2019) : 1–23. http://dx.doi.org/10.35692/07183992.12.1.2.

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The objective of this publication is to analyze the ways of entry for the Indian companies in their internationaliza- tion’s process towards the Latin American market. The literature review and the results of the interviews with expert academics conclude that this process is affect by variables as; the country that receives the foreign investment; to the offer, the kind of company, economic sector in which it operates, and to the demand; the market where the company seeks to develop its internationalization. Five cases have been analyzed; two service companies: Tata Consultancy Ser- vices Limited and Oberoi Hotels & Resorts and three tangible product companies: Hero MotoCorp, Bajaj Auto and Mahindra. The limitations found show that there is a large field of action for future research on strategies for the inter- nationalization of Indian companies to Latin America.
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Rameshbhai, Ajmera Tushar. « Revolutionizing Profitability and Liquidity Analysis in India's Auto Two and Three-Wheeler Industry : A Comprehensive Study of Hero Motocorp, Bajaj Auto and Tvs Motor ». Journal of Social Commerce 3, no 1 (29 avril 2023) : 10–17. http://dx.doi.org/10.56209/jommerce.v3i1.63.

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The primary objective of a business organization is to maximize profits and fulfill its short-term financial obligations within a year. The generation of profit is a fundamental aspect of any business organization, and liquidity plays a crucial role in facilitating this process. The attainment of an organization's desired objectives is heavily reliant on its ability to maintain profitability and liquidity. This empirical study aims to identify the profitability and liquidity of companies in the auto two and three wheelers industry that are listed on the stock exchange. The study should encompass the time period from 2011-12 to 2018-19, during which three companies will be randomly selected for the purpose of analysis and findings. The study found that Baja Auto demonstrated a relatively favorable level of profitability, while Hero Motorcorps exhibited a comparatively higher ratio among the selected companies. The comparative liquidity position of Hero Motorcorps and Bajaj Auto appears to be better than that of TVS Motors. Regarding the statistical test of ANOVA, it was found that all selected ratios, except for the Debtors Turnover Ratio, were rejected. This indicates that the selected companies did not exhibit a significant difference in their Debtors Turnover Ratio during the study period.
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8

Saha, Rajat Kumar. « Specific Occupational Health Interventions and the new normal at our Workplace (Hero MotoCorp Ltd- World's largest 2-wheeler manufacturer) to control SARS-CoV2 pandemic ». Safety and Health at Work 13 (janvier 2022) : S170. http://dx.doi.org/10.1016/j.shaw.2021.12.1282.

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9

N.K. Gupta et Shilki Bhatia. « A Comparison of CSR Disclosure Guidelines and a Self-Prepared CSR Disclosure Index- A Study of Select Automotive Companies ». Think India 18, no 2 (12 mai 2015) : 01–09. http://dx.doi.org/10.26643/think-india.v18i2.7795.

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In India, corporate social responsibility and its disclosure got attention during the eighties and have been gaining importance with time in present economic environment, especially after adoption of liberalization, privatization, and globalization (LPG) (Goswami, 2011). Guidelines, principles, and codes are being developed by various regulatory bodies in India and across the globe to increase transparency and accountability about both a companys daily operations and the impact of these operations on society (Tran, 2014) In this paper, the author has studied the CSR guidelines laid down by Global Reporting Initiative G3.1 (GRI-G-3) and The National Voluntary Guidelines by Ministry of Corporate Affairs (NVG-MCA) and has compared them with a self-composed CSR Disclosure Index (CSRDI). The social responsibility initiatives taken by select Indian Automotive Companies have been analyzed and the companies have been rated as per the disclosures made by them. The main focus of the research is to compare the CSR Rankings of companies as per CSRDI with the companies rankings as per GRI-G-3 and NVG-MCA. It was observed that out of 30 sensex companies, Maruti Suzuki and TATA Motors have been the pioneers in contribution towards CSR initiatives. The top five rated companies were TATA Motors, Maruti Suzuki, Mahindra and Mahindra, Hero Motocorp, Bajaj Auto, and Apollo Tyres.
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Absar, Mir Mohammed Nurul, Ritu Srivastava et Sadia Akhter. « Leadership through differentiation : Hero’s journey with Niloy Motors in the motorcycle industry of Bangladesh ». Emerald Emerging Markets Case Studies 11, no 1 (16 mars 2021) : 1–20. http://dx.doi.org/10.1108/eemcs-08-2020-0318.

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Learning outcomes This case study can be taught in the core courses on marketing management and strategic management at the postgraduate level management programmes. This case would facilitate students’ to appreciate the context of a business-level strategy in congruence with the firm’s corporate goals in an emerging market. This case study discussion will enable students to: understand and appreciate the opportunities and the nature of the emerging market, explain the strategic decisions that can impact the survival of the global brands in new markets, explain different types of business-level strategy and their appropriate application, synthesise various industry and market-related information into the selection and justification of any particular business-level strategy and learn the technique of perceptual mapping. Case overview/synopsis Hero MotoCorp Limited of India; the world’s number one motorcycle company by volume, established its second global manufacturing facility in Bangladesh in 2018 with the Nitol-Niloy Group. A sister concern, Niloy Motors Limited (NML), had been in charge of the marketing, distribution and sales of the brand “Hero”. Abu Aslam, as the Chief Marketing Officer of NML soon had to confront this fast-paced and highly competitive motorcycle market of Bangladesh. He needed to meet the corporate goal of becoming the market leader by the year 2025. On the one hand, Hero was comparatively a late entrant; on the other hand, the market accommodated almost all popular global brands such as Bajaj, TVS and Honda. The high growth economy with a rising middle class and a favourable government policy had made the Bangladeshi motorcycle industry quite lucrative for the global manufacturers. Upon its entrance, Hero found a price-sensitive market where it soon became number two by adopting the cost-leadership strategy. However, the incessant price-cutting by the players led to the price war, and every company was losing profit. The resulting situation had created a strong challenge for Aslam as achieving the market leadership through cost-leadership seemed to be an impractical strategy. Towards the end of the 2019–2020 sales-year, Aslam introduced a new variant of Splendor Plus to the entry cc segment with some new features and a slightly higher price. Receiving a significant positive customer response, Aslam was seriously considering sailing away from cost-leadership. Now, Aslam was in a dilemma as he needed to choose from the three alternatives of adopting the differentiation strategy, namely, differentiation, focussed differentiation and broad differentiation. Complexity academic level Not applicable. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Vijayalakshmi, Dr S., et R. Prarthana Lakshmi. « FINANCIAL PERFORMANCE ANALYSIS OF HERO MOTOCORP LTD. » IARJSET 9, no 1 (30 janvier 2022). http://dx.doi.org/10.17148/iarjset.2022.9159.

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Vijayalakshmi, Dr S., et K. Ridhanyaa. « An Analysis of Financial Performance of Hero Motocorp Limited ». IARJSET 8, no 10 (30 octobre 2021). http://dx.doi.org/10.17148/iarjset.2021.81005.

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13

Islam, Md Kamrul. « The Case Study on Marketing Strategy of Hero MotoCorp Limited (World Wide) ». SSRN Electronic Journal, 2022. http://dx.doi.org/10.2139/ssrn.4195028.

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14

Joyeeta Chatterjee. « An Analysis of Consumers’ Perception Towards Rebranding : A Study of Hero MotoCorp ». Journal of Modern Accounting and Auditing 15, no 4 (28 avril 2019). http://dx.doi.org/10.17265/1548-6583/2019.04.004.

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-, M. VITHYA, et DR Ti M. SWAAMINATHAN -. « An Analysis of Consumers’ Perception towards Rebranding ». International Journal For Multidisciplinary Research 5, no 2 (22 avril 2023). http://dx.doi.org/10.36948/ijfmr.2023.v05i02.2545.

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A massive increase in the variety of methods in which customers may express their identities has been one of the most important trends to emerge in the field of marketing over the course of the last ten years. This development has been largely fulled by the growth of one-to-one marketing and mass customisation, both of which have been important drivers of this trend. Because of this trend, many companies have renamed and repositioned their products and services to place more emphasis on how they complement the lifestyles of their target customers rather than on the functional aspects of the items themselves. In recent years, there has been a growing trend of rebranding in India, ranging from companies like Vodafone and Airtel and Hero MotoCorp (formerly Hero Honda) to media channels in a variety of different industries. This trend has been particularly prevalent in the telecommunications and automotive industries. In reaction to this movement, a number of multinational corporations have completely rethought and relaunched their product lines and service offerings. Throughout the process of rebranding, these companies lay a significant emphasis on the practical characteristics of their products and how those features fit into the lifestyle of a consumer. This strategy is favourably received by business houses. Companies prepare themselves to meet tough competition in their industries by revitalizing their brands, which also enables the companies to achieve a respectable part of the market. The rebranding efforts of Hero MotoCorp have produced some unexpected insights. Noteworthy are the drivers and strategy utilized by the two-wheeler company. These included an overhaul of the brand architecture, brand name, brand logo, and brand positioning with an emphasis on the development, renewal, and revitalization of the brand.
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Mittal, Sangeeta, et Lavina Kumari. « Effect of Determinants of Capital Structure on Financial Leverage : A Study of Selected Indian Automobile Companies ». Journal of Commerce and Accounting Research 4, no 3and4 (2015). http://dx.doi.org/10.21863/jcar/2015.4.3and4.019.

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The objective of this paper is to investigate the relationship between financial leverage and determinants of capital structure of four top-most companies of Indian Automobile Industry. Selected companies for the study include Tata Motors Ltd, Mahindra and Mahindra Ltd, Maruti Suzuki India Ltd, and Hero MotoCorp Ltd. The determinants we have taken for the study include liquidity, size, profitability, growth rate, and tangibility. The data collected for the study are of 10 years from 2005-2014. Multiple regression analysis and correlation analysis are used as statistical tools in the present paper. The inter correlation matrix is formulated with reference to selected independent variables in order to detect the problem of multi-collinearity. There is an average support of explanatory variables or independent variables on dependent variable. The independent variables that are statistically significant in explaining the variation in dependent variable are profitability, growth rate, and liquidity at 5% level of significance. The results have been indicated by the calculated p values that are less than the .05 at 5% level of significance. The outcome may be useful for companies in their financing decisions.
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Gupta, N. K., et Shilki Bhatia. « A Comparison of CSR Disclosure Guidelines and a Self-Prepared CSR Disclosure Index- A Study of Select Automotive Companies ». International Journal of Business Ethics in Developing Economies 4, no 2 (2015). http://dx.doi.org/10.21863/ijbede/2015.4.2.007.

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In India, corporate social responsibility and its disclosure got attention during the eighties and have been gaining importance with time in present economic environment, especially after adoption of liberalization, privatization, and globalization (LPG) (Goswami, 2011). Guidelines, principles, and codes are being developed by various regulatory bodies in India and across the globe to increase transparency and accountability about both a companys daily operations and the impact of these operations on society (Tran, 2014) In this paper, the author has studied the CSR guidelines laid down by Global Reporting Initiative G3.1 (GRI-G-3) and The National Voluntary Guidelines by Ministry of Corporate Affairs (NVG-MCA) and has compared them with a self-composed CSR Disclosure Index (CSRDI). The social responsibility initiatives taken by select Indian Automotive Companies have been analyzed and the companies have been rated as per the disclosures made by them. The main focus of the research is to compare the CSR Rankings of companies as per CSRDI with the companies rankings as per GRI-G-3 and NVG-MCA. It was observed that out of 30 sensex companies, Maruti Suzuki and TATA Motors have been the pioneers in contribution towards CSR initiatives. The top five rated companies were TATA Motors, Maruti Suzuki, Mahindra and Mahindra, Hero Motocorp, Bajaj Auto, and Apollo Tyres.
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