Hero MotoCorp
World's largest two-wheeler maker employs selfish herd strategy, using numerical dominance for predator dilution.
As the world's largest two-wheeler manufacturer by volume, Hero MotoCorp demonstrates the selfish herd strategy: survival through sheer numerical dominance. The company produces millions of motorcycles and scooters annually, flooding India's commuter segment with models like Splendor, Passion, and Glamour priced for mass adoption.
This is predator dilution through volume. While Bajaj pursues performance niches and Honda targets premium margins, Hero saturates the 100-125cc commuter category so completely that competitors cannot achieve scale economies. The selfish herd survives not through individual excellence but through making each individual replaceable. Any single Hero motorcycle is unremarkable; the aggregate fleet is unstoppable.
The Vida electric scooter launch and partnership with Harley-Davidson for the X440 show response diversity as regulatory predators loom. Electric vehicle mandates and emission norms threaten the ICE commuter herd. But Hero's challenge differs from Bajaj's niche expansion or Mahindra's portfolio diversification. When your competitive advantage is volume production, transitioning to EVs means rebuilding manufacturing, supply chains, and dealer networks while maintaining current cash flows. This is semelparous versus iteroparous reproduction: species that invest everything in one massive reproductive event versus those spreading reproduction across multiple cycles. Hero built empire on ICE volume; EV transition forces strategic metamorphosis.