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Zenodo
2026
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| Online Access: | https://doi.org/10.5281/zenodo.19645512 |
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| _version_ | 1866901263980953600 |
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| author | VENUGOPAL, RAJESHKUMAR |
| author_facet | VENUGOPAL, RAJESHKUMAR |
| contents | <p>In 2013, TVS Motor launched the HLX motorcycle platform in African markets. The product was unremarkable by conventional standards—a single-cylinder commuter bike with modest specifications and no technological breakthroughs. Competitors offered cheaper alternatives with comparable or superior performance features. Chinese manufacturers had already established dominant market presence with aggressive pricing strategies.</p> <p>Yet by March 2025, TVS HLX had sold over 4 million units globally across 57 countries.¹ More revealing than the absolute number is the adoption curve. The platform took six years to reach its first million customers. It doubled that base in the next two years. The third million arrived in seventeen months—the fastest million the brand had then achieved. The fourth million followed in twenty-four months.² An accelerating adoption pattern that defies conventional market penetration dynamics</p> <p> </p> <p>This paper explains how. .</p> |
| format | Recurso digital |
| id | zenodo_https___doi_org_10_5281_zenodo_19645512 |
| institution | Zenodo |
| language | |
| publishDate | 2026 |
| publisher | Zenodo |
| record_format | zenodo |
| spellingShingle | The Machines That Must Work Tomorrow VENUGOPAL, RAJESHKUMAR <p>In 2013, TVS Motor launched the HLX motorcycle platform in African markets. The product was unremarkable by conventional standards—a single-cylinder commuter bike with modest specifications and no technological breakthroughs. Competitors offered cheaper alternatives with comparable or superior performance features. Chinese manufacturers had already established dominant market presence with aggressive pricing strategies.</p> <p>Yet by March 2025, TVS HLX had sold over 4 million units globally across 57 countries.¹ More revealing than the absolute number is the adoption curve. The platform took six years to reach its first million customers. It doubled that base in the next two years. The third million arrived in seventeen months—the fastest million the brand had then achieved. The fourth million followed in twenty-four months.² An accelerating adoption pattern that defies conventional market penetration dynamics</p> <p> </p> <p>This paper explains how. .</p> |
| title | The Machines That Must Work Tomorrow |
| url | https://doi.org/10.5281/zenodo.19645512 |