The Indian business landscape moves fast, and it doesn’t wait for anyone. Brands that once seemed untouchable can disappear almost overnight. Brands that once seemed untouchable can disappear almost overnight. However, some manage to defy the odds. They stumble, rethink, and return, stronger, smarter, and more determined than before.
Take Micromax, which became a national pride to make a striking comeback in the smartphone world. Or Nokia, a familiar name that reappeared with modern devices, winning back loyal fans. Maruti Suzuki reserved its position as the car brand Indians trust most. These stories prove one thing: in India’s tough market, true success is about making a comeback that matters.
How These Indian Brands Rebuilt Their Legacy?
How These Indian Brands Rebuilt Their Legacy?
Micromax
Fall: Once India’s smartphone star and a strong rival to Samsung, Micromax lost ground in the mid-2010s as Chinese brands like Xiaomi, Oppo, and Vivo flooded the market with advanced, affordable smartphones. Its inability to innovate, poor after-sales service, and failure to support 4G during the Reliance Jio rollout contributed to its dominance collapsing. By mid-2020, its market share had plummeted dramatically, and many wondered if the brand was on its last legs.
Comeback: Micromax returned with the “IN Series”, made in India under the Atmanirbhar Bharat initiative, backed by INR 500 crore in R&D and manufacturing. Launched in late 2020, devices like the IN Note 1 and IN 1B focused on affordable specs, stock Android, 4G capabilities, and patriotic appeal, targeting value-conscious Indian consumers.
Maruti Suzuki
Fall: In the early 2000s, Maruti Suzuki faced rising competition from Hyundai, Tata, and other automakers, which began eroding its dominance in hatchbacks and sedans. By 2021, its overall market share dropped from 49% to around 42%, largely due to missing out on India’s booming SUV market, where rivals like Hyundai and Tata captured the majority of sales. Delays in mid-SUV launches and the phase-out of diesel engines further limited its presence, while global semiconductor shortages also hit production, leaving over 250,000 pending orders.
Comeback: Maruti has responded with strategic expansion in entry-level SUVs like the Brezza and S-Cross, while planning five new SUVs, including a mid-SUV challenger to the Hyundai Creta and a three-row premium SUV. Investments in CNG models, hybrid technology, and EVs (with a target to launch an electric vehicle by 2025) show the company is actively adapting to market shifts. With its unmatched dealer network and strong brand trust, Maruti aims to reclaim lost ground in SUVs while maintaining dominance in hatchbacks and sedans.
Nokia
Fall: Once the king of mobile phones, Nokia struggled after the launch of the iPhone in 2007. Its reliance on the Symbian OS, slow adaptation to touchscreen technology, and failed innovations like the N97 caused its market share to collapse. By 2013, Nokia’s smartphone division was sold to Microsoft, and the brand’s global market share had fallen to just 3%.
Comeback: Nokia shifted focus from smartphones to network solutions and 5G technology under CEO Rajeev Suri. Strategic investments in 5G infrastructure, ReefShark chips, and global telecom partnerships helped the company regain its footing. By 2020, Nokia partnered with over 300 telecom companies and captured 29% of the global 5G market, with revenue rising to $26 billion by 2022.
Sakshi Jadhav
Bajaj Auto
Fall: Bajaj Auto struggled as gear scooters like the Chetak became outdated against competitors like Hero Honda’s Activa. Attempts to revive scooters with models like Kristal failed, leading to exiting the scooter segment in 2009.
Comeback: The brand repositioned as a motorcycle company, launching the Pulsar series in 2001, which became a youth icon for performance and style. Nostalgic campaigns like “Hamara Bajaj” and international expansion in Africa, South Asia, and Latin America helped Bajaj regain market strength and become a global two-wheeler leader.
Raymond
Fall: Once India’s leading luxury textile and men’s fashion brand, Raymond faced a decline in the late 2000s due to global competition, shifting consumer preferences toward casual and fast fashion, operational inefficiencies, and high debt. The rise of online retail and failure to modernize supply chains further weakened the brand.
Comeback: Raymond attempted to revive itself through restructuring, divesting non-core businesses, and modernizing its product portfolio. While some manufacturing units and retail stores were closed, the brand focused on premium fabrics, menswear innovations, and maintaining its legacy of quality, keeping it relevant in urban India.
Godrej Group
Fall: While Godrej has been a trusted household name for decades, growth in certain segments slowed due to stiff competition in FMCG and consumer durables, slower international expansion, and evolving market dynamics.
Comeback: Under chairman Adi Godrej, the Group refocused on consumer products, FMCG, and international markets. With organic growth in FMCG and strategic acquisitions internationally, Godrej now serves 600 million Indians and hundreds of millions more globally. The Group is also expanding B2B ventures domestically, using e-commerce channels without directly entering online retail, showing agility in modernizing its strategy.
Sakshi Jadhav
Mahindra & Mahindra (M&M)
Fall: M&M faced challenges in the automotive market for years, trailing behind Hyundai and Tata Motors, especially in the compact and premium SUV segments. Overall industry competition and declining SUV demand in some segments limited its growth.
Comeback: M&M surged ahead in FY25 by focusing on large SUVs like the Bolero Neo, Scorpio, Thar Roxx, and XUV700, achieving 36% year-on-year growth in this category while competitors’ sales fell by 24%. The company leveraged a rugged brand appeal and wide pricing strategy, attracting buyers from both mass-market and premium SUV segments, ultimately becoming India’s second-largest automaker.
Cafe Coffee Day (CCD)
Fall: CCD faced a massive debt crisis, accumulating around INR 10,000 crore due to over-diversification into unrelated sectors like real estate, IT services, and resorts, which strained its core coffee business. The tragic death of founder V.G. Siddhartha in 2019 further shook the company, leading to declining sales.
Comeback: Under the leadership of Malavika Hegde since December 2020, CCD focused on stabilizing operations, selling non-core assets, and reducing debt. By March 2024, the company had brought down its debt to INR 1,363 crore. While sales remain subdued, CCD strengthened its core coffee business, maintained efficient operations, and retained market presence, laying the groundwork for potential future growth.
Sayantan Mondal
Royal Enfield (India)
Fall: By 1994, Royal Enfield India was on the verge of bankruptcy, struggling with declining demand, outdated products, and stiff competition from fuel-efficient bikes. The company was heavily loss-making under the parent company Eicher Motors, and a turnaround seemed unlikely.
Comeback: At 26, Siddhartha Lal took over as CEO in 2000 and focused on reviving the brand by understanding customers firsthand, introducing cost-effective product improvements, and repositioning Royal Enfield as a lifestyle and community-focused brand. New models like the Thunderbird and Electra X were launched, combining heritage with innovation. By 2010, sales doubled from 25,000 units in 2005 to 50,000 units, and by FY14, Royal Enfield contributed 80% of Eicher Motors’ profits, driving revenues to INR 8,738 crore and net profit to INR 702 crore.
Reliance Industries Ltd.
Fall: Reliance was historically dependent on its energy and petrochemicals business, which faced cyclical challenges and limited growth. Retail and telecom were minor contributors.
Comeback: The company rewrote its growth story by focusing on Reliance Retail and Jio Platforms. Aggressive retail expansion, acquisitions like Future Retail, omnichannel strategies, and private labels strengthened Reliance Retail. Jio disrupted telecom with affordable data, advanced 4G/5G networks, and a digital ecosystem, enabling seamless integration with retail. This synergy between retail and telecom has driven growth, digital adoption, and new revenue streams, making Reliance a consumer- and tech-focused powerhouse.
Conclusion
These top 10 Indian brands prove that failure is just a stepping stone to success. By embracing innovation, adapting to market changes, and staying true to their core values, they turned setbacks into remarkable comebacks. From revamping products to reimagining marketing and expanding globally, each brand showcased resilience, strategic thinking, and a deep understanding of consumer needs.
In India’s fast-moving market, reinvention is what separates temporary failures from lasting legends. These stories remind us that challenges are not roadblocks but opportunities, opportunities to learn, innovate, and return stronger than ever.
Lakshya Singh
FAQs
What are some Indian brands that came back stronger?
Some Indian brands that came back stronger are:
- Micromax
- Maruti Suzuki
- Nokia
- Bajaj Auto
- Raymond
- Godrej Group
- Mahindra & Mahindra (M&M)
- Café Coffee Day (CCD)
- Royal Enfield
- Reliance Industries Ltd.
What steps did Raymond take to rebuild its brand?
Raymond restructured its operations, divested non-core businesses, modernized its menswear portfolio, and focused on premium fabrics to stay relevant in a competitive fashion market.
Why did Nokia fail, and how did it make a comeback?
Nokia lost ground due to slow adaptation to touchscreens and reliance on Symbian OS. It made a comeback by shifting focus to telecom solutions and 5G infrastructure, becoming a major player with global partnerships and significant 5G market share.