Confirmed. Indian Motorcycle It has no intention of entering the segment of entry-level or low-displacement motorcycles. This has been revealed by its new executive director, Mike Kennedyduring a question and answer session with the press, in which he made clear the roadmap of the American brand after its recent change of ownership and its separation from Polaris.
In an economic context marked by inflation, wage stagnation and the general increase in the cost of living, it might seem logical for manufacturers to opt for small, affordable and easy-to-maintain motorcycles. However, Indian It goes against the current. Asked directly by our colleagues about the possibility of launching an access motorcycle, Kennedy was blunt: “It is not in the company’s plans”.
These are Indian’s future plans
According to the manager, the data supports that decision. In 2025, the US road motorcycle market fell 6.5%, but Indian managed to increase its market share, especially in the cruiser, bagger and touring motorcycle segments.
For Kennedythis shows that growth does not necessarily happen through cheaper and smaller motorcycles. He also recalled that the brand already has models under $10,000 (8,400 euros) that it considers sufficiently accessible within its positioning.
Another of the arguments he put on the table was the second-hand market, which he defined as an excellent gateway to the brand. However, he insisted that price alone does not make a motorcycle an entry-level model. From their point of view, the size, weight and character of the product are key factors.
When asked how Indian intends to attract new riders or less experienced riders, Kennedy It was equally clear. He acknowledged that many of his motorcycles are not suitable for all audiences. He even gave a personal example: his own daughter, with a motorcycle license and experience, does not feel comfortable driving a motorcycle. Scout 101 because of the physical effort it requires. For him, this confirms that Indian It cannot (nor does it want to) be an access motorcycle brand based on size.
The strategy, however, involves consolidating Indian as an aspirational brand. Kennedy compared that approach to that of certain premium automotive brands, although he rejected direct parallels with firms such as Lamborghini.
In that sense, he highlighted the importance of merchandising, clothing and licensing as tools to expand the reach of the brand and maintain its appeal among those who do not yet drive a vehicle. Indianbut they aspire to do so in the future.
All this doesn’t mean that the CEO doesn’t see the point in a smaller, cheaper cruiser. He admitted that, in an ideal scenario, he would like to be able to develop a motorcycle around 650 or 750 cc and at a more affordable price. But he was clear that, in the current situation, that type of project would be a distraction for the company.
Finally, the conclusion of Kennedy summarizes well the philosophy that he wants to imprint on this new stage of Indian Motorcycle: Focus on your DNA, your style traits and the segments where you believe there is still significant market share to be gained.
For now, that DNA remains firmly tied to mid- and high-weight cruisers, baggers, and touring bikes, while electric bikes and entry-level models remain off the brand’s immediate radar.
