Established in April 1973, Majestic Auto Ltd (MAL) initially focused on manufacturing silencers, auto components, fine blanking components, bicycle spokes, and electrical motors. With facilities for tool design and making, MAL catered to the needs of automobile manufacturers by supplying high-quality fine blanking components on schedule from its plants in Ludhiana and Greater Noida. However, diversification led MAL to venture into facility management and rental services.
MAL expanded its operations by establishing a plant in Ludhiana to manufacture 50 cc mopeds under various brands. Despite going public in 1986, MAL struggled to make a significant impact in a rapidly growing market between 1978 and 1988. To enhance its presence, the company increased its capacity in October 1988 by setting up a plant in Ghaziabad, Uttar Pradesh, to produce 65-cc Hero Puch mopeds. However, this move initially impacted MAL's profitability, leading to financial challenges.
In response, MAL shifted its focus to the export market, which proved to be a turning point. Increased exports and improved sales realization restored profitability by 1991-92. Additionally, the introduction of new products, such as the Hero Allegro fit-kit exerciser, contributed to MAL's recovery. By 1994-95, its plant in Tehsil Dadri, Uttar Pradesh, received ISO 9002 certification, and MAL launched two more moped models.
Continuing its product diversification, MAL introduced new products like the BMW 650 Funduro and the 74cc Scooter Hero Winner in 1995-96. By 1997-98, the company expanded its installed capacity for motorized two-wheelers. In 2003-04, MAL underwent a restructuring process, transferring assets and liabilities of its Ghaziabad unit to Hero Motors Limited.
Subsequent years saw further corporate developments, including changes in shareholding, the establishment of subsidiaries like Majestic IT Services Limited, and acquisitions such as Emirates Technologies Private Limited in 2014-15.
In response to business challenges, MAL discontinued its manufacturing operations in the second half of 2017-18 due to unviability, lack of orders, incurred losses, and technological advancements. Instead, it diversified into facility management services, office space leasing, and property construction.
MAL expanded its operations by establishing a plant in Ludhiana to manufacture 50 cc mopeds under various brands. Despite going public in 1986, MAL struggled to make a significant impact in a rapidly growing market between 1978 and 1988. To enhance its presence, the company increased its capacity in October 1988 by setting up a plant in Ghaziabad, Uttar Pradesh, to produce 65-cc Hero Puch mopeds. However, this move initially impacted MAL's profitability, leading to financial challenges.
In response, MAL shifted its focus to the export market, which proved to be a turning point. Increased exports and improved sales realization restored profitability by 1991-92. Additionally, the introduction of new products, such as the Hero Allegro fit-kit exerciser, contributed to MAL's recovery. By 1994-95, its plant in Tehsil Dadri, Uttar Pradesh, received ISO 9002 certification, and MAL launched two more moped models.
Continuing its product diversification, MAL introduced new products like the BMW 650 Funduro and the 74cc Scooter Hero Winner in 1995-96. By 1997-98, the company expanded its installed capacity for motorized two-wheelers. In 2003-04, MAL underwent a restructuring process, transferring assets and liabilities of its Ghaziabad unit to Hero Motors Limited.
Subsequent years saw further corporate developments, including changes in shareholding, the establishment of subsidiaries like Majestic IT Services Limited, and acquisitions such as Emirates Technologies Private Limited in 2014-15.
In response to business challenges, MAL discontinued its manufacturing operations in the second half of 2017-18 due to unviability, lack of orders, incurred losses, and technological advancements. Instead, it diversified into facility management services, office space leasing, and property construction.
