The first day of the new year has come with a slew of unexpected numbers for the automotive industry in India. In December 2024, automakers reported a wide variation in their wholesales ranging from strong robust double-digit growth to flat growth to even negative sales in the domestic market.

The country’s largest passenger vehicle manufacturer Maruti Suzuki India reported sales of 130,117 units in December 2024, up 24 percent YoY, as against 104,778 units for the same period last year.

Hyundai Motor India clocked 42,208 units for the same period, down 1.3 percent YoY, which it said was on the back of strong headwinds faced by the industry.

Tarun Garg, Whole-time Director and Chief Operating Officer, Hyundai Motor India, said, “HMIL has managed to sustain sales momentum in 2024, despite strong headwinds faced by the industry at large. Achieving highest ever domestic sales three years in a row, reflects customers’ preference for brand Hyundai as their trusted smart mobility solutions provider. Introduction of the innovative Hy-CNG Duo technology in 2024 resonated well with buyers, translating to the highest-ever CNG contribution of 13.1 percent to HMIL’s domestic sales in CY 2024, against 10.4 percent in CY 2023. By achieving highest ever yearly domestic sales of 1,86,919 units, Hyundai Creta continued to strengthen HMIL’s position as an SUV leader, helping HMIL accomplish highest ever domestic SUV contribution of 67.6 percent in CY 2024. We are confident that the upcoming Creta Electric, will further expand the appeal of this undisputed, ultimate SUV.”

Mumbai-based SUV maker Mahindra & Mahindra has constantly witnessed strong growth momentum on the back of its product offensive. The company clocked wholesales of 41,424 units, which was 17 percent higher YoY, as compared to 35,174 units for the same period last year.

Veejay Nakra, President, Automotive Division, Mahindra & Mahindra, stated, “We sold 41,424 SUVs, a growth of 18 percent and 69,768 total vehicles, a growth of 16 percent in December. The year ended on a high, as we became the only Indian auto company to attain the Dow Jones Sustainability Index (DJSI) world leader status within the Auto Sector. The DJSI ranking is one of the most respected global benchmarks for ESG performance, covering over 13,000 companies across various industries and we are ranked 1st among all global auto OEMs.”

Toyota Kirloskar Motor on its part sold 29,529 vehicles, which was 29 percent higher than 22,867 units sold for the same period last year.

Sabari Manohar, Vice-President, Sales-Service-Used Car Business, Toyota Kirloskar Motor, said, "We are immensely proud to close 2024 with a record-breaking performance, achieving an impressive 40 percent year-on-year growth. The SUV and MPV segments being key contributors grew at 20 percent over the same period last year. We are also observing a growing shift of consumer preferences towards vehicles offering sustainability, value proposition of dependability quotient, enhanced safety and better resale value which is boosting our sales.”

JSW MG Motor India’s bet on electric vehicles seems to have started to pay off. The company reported a 55 percent growth (albeit a low-year ago base) in December 2024 with sales of 7,516 units, as against 4,484 units last year.

Interestingly, the company witnessed 70 percent of its sales coming from its electric vehicle portfolio with the Windsor EV alone contributing sales of 3,785 units.

“The Windsor EV emerged as a market leader, despite market challenges. Our innovative Battery-As-A-Service offering and customer-centric mobility solutions continue to shape the future of India’s automotive landscape. Going forward, we will maintain our growth momentum while driving continuous disruption and innovation,” the company said in a statement.

Nissan Motor India reported sales of 2,118 units in the domestic market, which was down 1.5 percent as against 2,150 units sold for the same period last year. On the other hand, the company also announced that its popular Magnite SUV has crossed 10,000 booking milestone at the start of the new year.

Saurabh Vatsa, Managing Director, Nissan Motor India, said, “The year 2024 marked a transformative phase for Nissan in India as we embarked on the turnaround and introduced new models like the 4th Generation Nissan X-Trail and the new Nissan Magnite. This historic best sales performance in December also reflects the continued trust and enthusiasm of customers for our vehicles in both domestic and international markets. Our recent network expansion into cities like Nashik and Gorakhpur, along with the goal of achieving 300 touchpoints by the end of this fiscal year, reflects our focus on enhancing customer reach and experience across the country.”

“We remain committed to our dealers, partners and stakeholders in India and are focused on delivering the India turnaround plan. We are optimistic about building on this momentum to deliver even more value to our customers in the year ahead,” added Vatsa.

Volvo Eicher Commercial Vehicles reported a flat growth of 7,545 units as against 7,468 units it sold in the same month last year.

Bajaj Auto reported a negative growth of 19 percent with sales of 1,28,335 two-wheelers as against 1,58,370 two-wheelers it sold last year.

For Tata Motors, while the PV wholesales was in the green, the CV sales were in the red.

In December 2024, Tata Motors sold 44,230 passenger vehicles, up 1.7 percent, as against 43,470 units sold last year. On the other hand, the CV sales came at 32,369 units, down 0.9 percent, as against 32,668 units sold for the same period last year.

Girish Wagh, Executive Director, Tata Motors Ltd. said, “Sales in December 2024 were around 24 percent higher than those recorded in November 2024. Propelled by a resurgence in construction and mining activities post-monsoon, plus the festive season demand. Looking ahead, we expect demand to improve in Q4 FY25 across most segments of the CV industry. The key aspects to watch out in 2025 will be government’s focus on infrastructure spend, and growth in end use segments, which will augur well for the commercial vehicles industry.”

Shailesh Chandra, Managing Director, Tata Motors Passenger Vehicles and Tata Passenger Electric Mobility, said, “The PV industry posted moderate growth in CY24 and is expected to touch a sales volume of 4.3 million units, with strong growth in the SUV segment and sustained traction for emission-friendly powertrains. In Q3 FY25, the industry saw a strong revival, driven by increased retails in the festive season. For Tata Motors, CY24 was the fourth consecutive year of highest-ever annual sales with 565,000 units sold. We registered strong growth in our SUV portfolio with successful product introductions built on our proven multi-powertrain strategy. CNG volumes grew a substantial 77 percent with over 120,000 CNG vehicles sold in CY24. SUV volumes grew a robust 19 percent, with Punch selling over 200,000 units to emerge as the highest selling car model in India in CY24. Looking ahead, we remain optimistic about the outlook for the PV industry. With multiple product launches, innovations and a strengthened multi-powertrain strategy, Tata Motors is well poised for further growth in CY2025.”

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The Gurgaon-headquartered commercial vehicle major looks beyond just selling trucks and buses. The company’s focus on digitalisation and aftersales, it believes, is what the new-age customers need.

In the high-stakes world of commercial transportation, time is money – quite literally. Every hour a truck is off the road can mean missed deliveries, idle drivers, delayed shipments and unhappy customers. In India’s competitive commercial vehicle (CV) industry, the ability to minimise downtime and maximise uptime has become a critical differentiator for automakers.

For VE Commercial Vehicles, this principle has been elevated into a business philosophy. Over the past few years, the company has invested heavily in digital tools, predictive maintenance capabilities and an expanded service footprint to ensure that customers’ vehicles are running at peak performance for as many hours of the year as possible.

In an exclusive interaction with Motoring Trends, Ramesh Rajagopalan, EVP - Customer Service, Retail Excellence & Network Development, at VECV, shared his team’s work spans a network of over a thousand service points, a nationwide telematics backbone and a growing portfolio of uptime initiatives that integrate technology, training and process discipline.

Building a network

VECV’s current footprint exceeds 1,100 outlets across India, with an average of 10–12 new additions each month. This network covers the full range of commercial vehicles – from heavy-duty trucks and buses to light and small commercial vehicles.

The company’s growth is not limited to conventional CV outlets. The small commercial vehicle (SCV) network, particularly for electric models, is being built almost from scratch.

Rajagopalan revealed that the company is “working towards creating a network of exclusive dealerships for the newly launched Eicher Pro X, designed to deliver a premium, digitally enabled customer experience. These born-digital outlets will function as one-stop destinations offering advanced product customisation, EV-ready infrastructure and seamless access to connected services. With a focus on uptime, personalisation and convenience, the Pro X dealerships will redefine commercial vehicle retail by offering a car-like, modern environment tailored to the evolving needs of today’s fleet operators.”

“The starting point for us was to identify where we’re missing out – the ‘white spots’, where customers are already buying trucks and buses, but we aren’t present. The East and Northeast were clear gaps. We also looked at the service side: customers expect to have the nearest touchpoint for any service need, parts availability anywhere and 24x7 breakdown support,” he said.

These expectations are complicated by India’s rapidly evolving road infrastructure. With new expressways and freight corridors coming online, VECV has had to rethink its physical network, sometimes relocating facilities, other times adding new ones to stay close to high-traffic routes.

Telematics as the backbone of service planning

The decision to equip 100 percent of VECV’s BS6 vehicles with telematics was a strategic move made early in the transition to the stricter emission norms. The company shared that the BS6 trucks are far more electronically complex, with multiple sensors feeding real-time data on performance, emissions and potential faults.

Rajagopalan explained, “In BS6, any sensor failure that risks an emissions breach triggers a limp-home mode. That’s standard globally. But it can disrupt a customer’s operations if not handled quickly. We saw early on that predictive algorithms could identify error-code patterns that lead to breakdowns, allowing us to intervene before the vehicle stops.”

One example is AdBlue misuse – diluting diesel exhaust fluid with water, which can cause the vehicle to derate. Through telematics, VECV can detect the signs and remotely guide drivers on corrective steps, often via a quick video call.

This predictive maintenance model categorises alerts into three groups:

• Stop Now – requiring immediate action to prevent damage.
• Do It Yourself – where drivers can resolve the issue with guided support.
• Visit Soon – logged into the system so any VECV workshop can address it at the next scheduled service.

Measuring each minute

Digitalisation doesn’t stop at the vehicle. Every VECV workshop uses tablets to track a vehicle from the moment it enters the workshop, through job card creation, repair start and completion, invoicing and gate-out. Customers can see their vehicle’s status in real-time on display boards.

This transparency is more than cosmetic; it drives accountability. Every morning, operational teams review any vehicle that missed its promised delivery time, escalating cases that need additional support.

A recent initiative even monitors waiting times before work begins. If a loaded truck sits for more than an hour, the central control centre calls the dealer to find out why and get it moving. “For our customers, every minute is money. We can’t afford bottlenecks,” revealed Rajagopalan.

Retention in telematics

A common challenge in connected services is renewal beyond the complimentary period. VECV includes two years of telematics subscription with every vehicle and has kept renewal costs at about INR 6,000 annually.

In the early days, renewal rates were low. But targeted engagement – including onboarding every customer on the My Eicher app at delivery, monthly operating review meetings with large fleets and customised reports – has pushed renewal rates among big operators to 80–85 percent.

For smaller operators, overall renewal rates are about 35 percent, but with over 350,000 connected vehicles on Indian roads, the base is significant. VECV also addresses multi-device fatigue – where customers were earlier forced to install separate tracking units for clients or state mandates, by offering API integration, allowing its data to feed into external systems and avoiding duplicate hardware.

Perhaps the most distinctive element of VECV’s service model is its Uptime Centre, located at the company’s manufacturing plant. This facility operates 24x7, staffed with technical experts who can remotely diagnose issues, advise on repairs and escalate complex cases to R&D or manufacturing engineers.

If a problem can’t be resolved remotely within a couple of hours, specialist engineers, or what the company calls ‘flying doctors’, are dispatched to the vehicle location. The Uptime Centre also monitors parts queries, workshop performance and telematics alerts, ensuring that field teams have expert backup at all times.

Parts availability

Downtime isn’t just about repairs, but it is also about parts. To address this, VECV has identified 250 high-demand parts and mandated that every workshop keeps them in stock. If any of these parts is unavailable and not supplied within 24 hours, it is provided free of charge.

This guarantee is part of a broader spare parts strategy that includes decentralised stocking, demand forecasting based on telematics data and close coordination between dealers and the central supply chain.

With trucks and buses running more kilometres per year than ever – e-commerce trucks and long-distance buses reaching 200,000 km annually – service demand is growing even as reliability and service intervals improve.

To meet this, VECV has:

• 70 workshops operating round-the-clock, 365 days a year.
• Nearly 300 workshops running extended hours or double shifts.
• Training programmes to upskill technicians for faster, more accurate repairs.
• Investments in better workshop tools and equipment to boost productivity.

Dealers as partners in performance

Rajagopalan believes dealer capability is as important as infrastructure: “Today’s customers don’t tolerate delays. Delivery commitments that were acceptable in a week are now expected in hours. That pressure flows through the entire supply chain.”

VECV has put process discipline and transparency at the core of dealer operations. Every dealer is connected to the central system, with KPIs on breakdown response time, parts availability and repair turnaround. These metrics are published internally, creating healthy competition among regions to be ‘best-in-class.’

Rajagopalan shared his five strategic priorities or key focus areas –

1. Service Capacity Expansion – adding workshops, increasing working hours and boosting throughput per facility.
2. Competency Development – continuous technician training for faster, first-time-right repairs.
3. Parts Availability – maintaining high stock levels of critical components, backed by guarantees.
4. Predictive Maintenance Evolution – extending analytics beyond sensor data to wear-and-tear parts like clutches and brakes.
5. Telematics Insights – leveraging connected data for deeper operational recommendations to customers.

While much of VECV’s work is grounded in engineering and technology, Rajagopalan emphasises that the company’s philosophy is human-centred. “Our uptime promise is non-negotiable. Every innovation, whether digital or operational, is aimed at keeping our customers’ wheels turning. That’s how they earn and that’s how we build trust,” he said.

From a strategic perspective, VECV’s approach reflects an industry-wide shift. The CV market is no longer just about selling hardware; it’s about selling an ecosystem of services, digital capabilities and operational support – and backing it up with the speed and reliability that today’s logistics-driven economy demands.

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The Finance Ministry, Government of India, has reduced Goods & Services Tax (GST) on new vehicles from 28 percent to 18 percent, effective 22 September 2025.

The move is part of the government’s focus to simplify the tax structure, along with pushing domestic consumption to cushion from external economic impacts such as US tariffs.

For the automotive industry, the government has reduced GST on petrol, petrol-hybrid, LPG, CNG (not exceeding 1200 cc and 4000mm) from 28 percent to 18 percent. Similarly diesel and diesel-hybrid vehicles (not exceeding 1500 cc and 4000 mm) the taxes have been revised to 18 percent. For three-wheelers, motor vehicles for transport of goods and two-wheelers (upto 350cc and below) are being taxed in the 18 percent bracket.

On the other hand, luxury vehicles, two-wheelers (above 350cc) and petrol (exceeding 1200 cc and 4000 mm) and diesel vehicles (exceeding 1500 cc and 4000 mm) are expected to be taxed in the 40 percent bracket.

In what may comes as a cheer for the agrarian economy sector, the government has slashed GST on tractor tyres and part from 18 percent to 5 percent; tractors from 12 percent to 5 percent and agricultural machinery from 12 percent to 5 percent respectively.

Welcoming the decision, Dr. Anish Shah, Group CEO & MD, Mahindra Group, said, “The next-generation GST reforms announced today mark a defining moment in India’s journey towards building a simpler, fairer, and more inclusive tax system. By moving to a streamlined two-rate structure and focusing on essentials that touch the lives of every citizen- from food, health, and insurance to agriculture and small businesses -the Government has reaffirmed its commitment to Ease of Living and Ease of Doing Business. The rationalisation measures will not only provide immediate relief to households but also strengthen key sectors such as  automobiles, agriculture, healthcare, renewable energy, and MSMEs - all of which are vital to job creation and sustainable growth. The correction of long-pending inverted duty structures in critical industries is welcome. At Mahindra, we view these reforms as transformative. They simplify compliance, expand affordability, and energise consumption, while enabling industry to invest with greater confidence. This bold step is in line with the vision articulated by the Hon’ble Prime Minister of building a citizen-centric, future-ready Bharat. It strengthens India’s economic foundations and will help drive the next phase of equitable and inclusive growth- journey towards Viksit Bharat @2047.”

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Toyota Kirloskar Motor (TKM), one of the leading passenger vehicle manufacturers, and Presidency University (PU) in Bengaluru have joined forces to introduce a new M. Tech program in Automotive Information Technology.

The partners have signed a Memorandum of Understanding (MoU), which aims to develop a new generation of engineers with the skills needed for the rapidly evolving automotive industry that is increasingly focused on software and IT solutions.

The four-semester program is designed to provide students with both theoretical knowledge and practical experience. An initial intake of 18 students will have the opportunity to participate in global internships with Toyota, gaining hands-on exposure to advanced technologies.

This collaboration will see both parties jointly develop the curriculum, with TKM providing insights into industry needs and emerging trends. The automaker will also facilitate the setup of specialised on-campus laboratories, while Presidency University will manage the facilities and day-to-day operations.

Leaders from both organizations emphasized the need to bridge the gap between academic learning and industry demands.

G Shankara, Executive Vice-President of Finance and Administration, Toyota Kirloskar Motor, said, “The auto industry is undergoing a paradigm shift with the advent of software-defined vehicles, autonomous technologies and connected mobility solutions. At TKM, we recognise the urgent need to develop a new generation of engineers who are as adept in IT as they are in automotive systems. With Presidency University, we aim to meet our organizational talent requirements and contribute to India’s emergence as a global hub for automotive IT expertise.”

Dr. Nissar Ahamed, Chancellor of Presidency University, said, “This collaboration aims to bridge the gap between academic learning and industry needs. By working closely with Toyota Kirloskar Motor, our students will gain hands-on experience with cutting-edge technologies shaping the future of mobility. We are confident that this initiative will empower our students to lead in a rapidly transforming industry landscape.”

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The Indian automobile industry saw varied performances across two-wheelers, passenger vehicles, and commercial vehicles in August 2025, with TVS Motor Co posting record-breaking numbers, Bajaj Auto seeing a dip in motorcycles, while Mahindra & Mahindra, Tata Motors, Toyota Kirloskar Motor and VE Commercial Vehicles reporting steady to moderate growth.

TVS Motor Company achieved its highest-ever monthly sales, crossing the 500,000 units milestone. Domestic two-wheeler sales rose 28 percent from 289,073 units in August 2024 to 368,862 units in August 2025. Motorcycle sales grew 30 percent, while scooter sales jumped 36 percent. In the three-wheeler segment, TVS Motor Co saw a 47 percent increase with 18,748 units sold.

Bajaj Auto reported a decline in the domestic two-wheeler market, with sales falling 12 percent to 184,109 units from 208,621 units last year. However, three-wheeler sales showed resilience, recording 48,289 units, a 7 percent growth over August 2024.

Suzuki Motorcycle India reported domestic sales growth of 5 percent at 91,629 units, as compared to 87,480 for same period last year. On the exports front, the company shipped 22,307 units, which was 29 percent higher YoY. Interestingly, the company reported its highest-ever spare parts sales in August 2025 at INR 856 million, up 21 percent YoY.

Deepak Mutreja, Vice-President – Sales & Marketing, Suzuki Motorcycle India, said, “We extend our heartful gratitude to our customers for their continued trust in Suzuki two-wheelers. The growth in August sales gives us momentum going into the festive season and we look forward to delighting more customers with our products and services.”

Mahindra & Mahindra faced pressure in the utility vehicle (SUV) segment, where sales declined 9 percent YoY to 39,399 units. On the other hand, commercial vehicle sales rose to 22,427 units, supported by strong growth in the 2T–3.5T LCV category and three-wheelers.

Nalinikanth Gollagunta, CEO, Automotive Division, Mahindra & Mahindra, said, “August witnessed relatively robust demand in the SUV segment amidst anticipated GST rate changes. This month, Mahindra reported 7.4 percent YoY growth in PV Vahan registrations. In our commercial vehicles segment, Vahan registrations grew by 16 percent YoY (<7.5T LCV category). With the final GST announcement approaching, we consciously decided to bring down the wholesale billing to minimise the stock being carried by our dealers. We look forward to the GST rationalisation, which would be a demand driver through the festive season. Total vehicle sales stood at 75,901 units, marking a flat growth compared to the same period last year, with SUV sales of 39,399 units recording -9 percent YoY decline.” 

Tata Motors recorded total domestic sales of 68,482 units, down 2 percent from 70,006 units in August 2024. Passenger vehicle sales, including EVs, fell 7 percent to 41,001 units, while commercial vehicle sales rose 6 percent to 27,481 units. Notably, Tata’s EV sales surged 44 percent to 8,540 units.

Toyota Kirloskar Motor maintained its growth trajectory with domestic sales of 29,302 units, an 11 percent increase over August 2024.  

Varinder Wadhwa, Vice-President, Sales-Service-Used Car Business, said, “We sold 34,236 units in August 2025, maintaining our steady presence in the market and are encouraged by the continued trust customers place in our cars and services. September will be an important phase for the industry overall and we will closely observe market trends as they unfold. At Toyota, our focus remains on innovating and introducing value-added services through the festive season, with the hope of uplifting customer sentiment and making purchase decisions easier and more joyful.”

Ashok Leyland witnessed a flat growth with 13,622 units sold in the domestic market, which was 2 percent higher than 13,347 units sold last year. This includes 7,991 M&HCVs, up 3 percent YoY and 5,631 LCVs, up 1 percent YoY.

VE Commercial Vehicles reported domestic sales of 6,331 units, a 5 percent growth over 6,028 units sold in August 2024.

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