In 2005, I witnessed a press conference that still lingers in my memory. A composed Rajiv Bajaj stood before the press and announced the discontinuation of one of India’s most iconic products, the Bajaj Chetak petrol scooter. Next to him sat Rahul Bajaj, crestfallen and close to tears. It was a moment that marked the end of an era.
Hamara Bajaj was not just a brand campaign. It symbolized middle-class India’s aspirations. In the 1980s, owning a Bajaj scooter was a dream so strong that families waited for years to get one. Sometimes, the only way to get a Bajaj allotment was through a foreign relative wiring USD 500 back to India.
Along with an HMT Kanchan gold-plated automatic watch, the Bajaj scooter was the ultimate wedding gift and status symbol. However, with the arrival of cheaper and more fuel-efficient four-stroke motorcycles, the decline began. Despite its legacy, Bajaj couldn’t keep up with the changing market dynamics. As Ravi Bajaj himself later admitted, letting go of such a legendary product was like losing a family member. That’s the emotional price of being in business. Marrying memories to markets doesn’t always make sense.
A similar example comes from Hindustan Unilever (HUL). The company had a vast portfolio of FMCG products in India. However, Pureit, their water purifier brand, was an exception to the rule. It wasn’t sold through regular kirana stores or supermarkets. Instead, Pureit followed a medical distribution model, marketed directly to hospitals and doctors, with its own separate sales force and supply chain.
In 2024, HUL decided to offload Pureit to A.O. Smith,
signalling a smart move to refocus on their core categories. Again, a
difficult but strategic decision. Proof that sometimes, cutting emotional ties
is essential for future growth.
Even the entertainment industry isn’t immune. The recent film Hari Hara Veera Mallu, with a reported budget of ₹300 crore and over five years in the making, faced a major setback. Starring Pawan Kalyan, the movie received heavy backlash after its regular release, particularly for poor visual effects. As a reaction, nearly 22 minutes were cut from the film post-release. But the damage was done.
The question arises. Why weren’t rational decisions made
earlier? Why not test the film with a sample audience beforehand? Why wait for
public backlash before making drastic edits? It’s a classic case of creators
becoming too emotionally attached to their vision, blinding them to
objective feedback.
As the saying goes, common sense is not so common,
especially when emotions, legacy, and ambition take over reason.
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Keywords: Bajaj Chetak history, Hamara Bajaj, Rahul Bajaj emotional moment while discontinuing Bajaj Scooter, Discontinued Indian products. Hindustan Unilever Pureit sale, Emotional marketing decisions, Hari Hara Veera Mallu movie failure, Rationality in product decisions, Letting go of legacy brands, Indian business nostalgia
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#HUL #Pureit #MovieFlops #NostalgiaMarketing #LettingGo #RationalVsEmotional
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