Hero MotoCorp has created a dedicated premium business under Chief Business Officer Anuj Dua as it looks to increase its presence beyond the entry-level motorcycle segment.
The unit will operate as a “mini company within the company”, with dedicated manufacturing, research and development, product planning and brand-management teams, CEO Harshavardhan Chitale told Autocar Professional on the sidelines of the SIAM Annual Convention in New Delhi.
Premium motorcycles and scooters are among Hero’s key growth priorities. While the company remains dominant in entry-level motorcycles, it has yet to establish a comparable position in the higher end of the market.
Hero’s push comes as competition intensifies across premium motorcycles. Royal Enfield, which sold more than 1.2 million motorcycles in FY2026, remains firmly established in the middleweight segment, while Bajaj Auto and TVS Motor have continued to widen their premium portfolios. Hero is seeking a larger presence through its Xtreme, Xpulse, Karizma and Mavrick ranges, along with products developed with Harley-Davidson.
Dedicated Manufacturing and Development
Hero plans to give the premium business its own manufacturing facility, with processes tailored to the fit and finish expected in higher-priced motorcycles.
The facility will have a separate paint line and vision-based inspection systems designed to detect quality issues that may be missed during conventional inspection. A dedicated R&D team and separate product planners will support the upcoming portfolio.
“Different R&D team, different product planners, brand management. So that is a focus part,” Chitale said.
The structure is intended to give the premium operation greater focus and accountability rather than run it as an extension of Hero’s commuter motorcycle business.
About Half a Dozen Launches Planned
Hero is preparing about half a dozen premium launches during the year. The programme will include models from its partnership with Harley-Davidson, while further products are planned for the subsequent year.
The two companies have drawn up a wider product roadmap following the launch of their first jointly developed motorcycle. Development has begun on several models across different engine-capacity segments, Chitale said.
The company has secured close to a quarter of the 400cc-500cc segment within a year of entering the category, according to Chitale. The response has encouraged the partners to expand the collaboration despite the higher tax applicable to motorcycles with engines exceeding 350cc.
“We now have a full roadmap that we have discussed with the Harley team,” Chitale said. “Co-development has started on a number of launches that will happen across different cc classes.”
The Harley-Davidson partnership gives Hero an entry into the 400cc-and-above market, while its own portfolio allows it to compete across lower premium categories and provide an upgrade path for customers moving beyond commuter motorcycles.
Premium Retail Network to Expand
Hero is also building a retail network separate from its mainstream dealerships. The company added around 70 premium stores last year and intends to open more than that during the current year.
The Hero Premia network houses models including the Xtreme 250R, Xpulse 210, Xoom 160, Karizma XMR and Harley-Davidson X440, separating them from the company’s commuter portfolio.
The network will be expanded further as the product portfolio grows. Hero expects the dedicated outlets to offer a customer experience better aligned with premium motorcycles, covering the purchase process as well as engagement after the sale.
The retail separation is significant for Hero. Its mainstream network provides reach, but the company believes premium customers expect a different showroom environment, sales process and ownership experience.
Addressing the Rrand Challenge
Chitale acknowledged that Hero faces a brand-perception challenge in India, where its identity remains closely associated with commuter motorcycles.
“Our commuter brands are so strong and so powerful that sometimes they overpower the premium perception,” he said.
Hero plans to address this through focused marketing and greater investment in rider communities. The company believes community-led engagement can help build credibility and generate word-of-mouth support for its premium products.
Its XClan platform brings together owners of models such as the Xpulse and Xtreme for weekend and long-distance rides. Hero has also drawn lessons from the Harley Owners Group through its partnership with the American motorcycle brand.
The company points to the Xpulse as evidence that its products can find acceptance beyond the commuter segment. The model range is growing at around 40% annually, according to Chitale. Premium products also account for about 40% of Hero’s overseas sales.
The challenge is not confined to filling gaps in the portfolio. Hero must build a premium identity that can stand independently of the commuter motorcycles that account for the bulk of its volumes.
The dedicated business under Dua brings product development, manufacturing, retail, marketing and community building within a common structure. Execution across these areas will determine whether Hero can convert its product pipeline and distribution reach into a meaningful share of India’s premium two-wheeler market.
With inputs from Mukul Yudhveer Singh and Mugdha Mishra.