Founded in October 2020 by motorhead and ex-racer Siddharth Chaturvedi, Boys and Machines aims to create an image of quality, reliability, ethical values and  long-term relationship with the customers and business partners in the pre-owned luxury car market in India.

A car collector for a long time, Chaturvedi realised that collecting cars was an expensive hobby with the high depreciation rates attached to premium cars. This realisation gave him the idea to convert his hobby into a business to maintain his passion for cars and make money. Once that plan was in place, Chaturvedi started to understand the business of premium car resale and scouted around to pick up the right people into his team to start this venture.

After finding the team, he finally started the new business venture in October 2020, when the market had recovered from the effects of the pandemic and started getting back to normal. The pandemic had injected a fresh thought into people’s head with evident uncertainty of the future. According to Chaturvedi, post the lockdown last year, the spending nature of people has changed, and instead of waiting for the future, people have started to live their dreams. This gave Boys and Machines the perfect opportunity to enter the market and capitalise on people’s spending power.

When asked to explain the business model of Boys and Machines, Chaturvedi said, “As for the business model, we work pan India online majorly. We try getting the cars at the best possible price and conditions across India and offer them to our customers at a slightly lesser rate than the market prices.”

Boys and Machines focuses on two things while buying and selling cars – first, finding the right quality product at the right price and second, providing a hassle-free payment method by closing the deal at one go. This practice builds a strong relationship with the sellers and buyers and helps the brand have a better bargain position.

However, selecting the right car is critical for the business.  Boys and Machines has created a robust three-step verification process. In the first step, the team scouts for cars around the country. On finding a car of their choice, details like chassis number, engine number and other vital information of the vehicle are shared with the respective OEM dealerships, which conduct a background check and provide information on the status and service history of the vehicle. This is the first seal of approval.

Once the car history is verified, the details are passed on to the insurance company, which helps verify any repair work or claims done on the car outside the dealership. If the vehicle passes this step, the company sends its trained staff to the vehicle’s location for physical inspection and approval. Once the vehicle passes all three stages, a meeting is set up with the owner, and the deal is closed in one go without any hassle.

This verification system gives Boys and Machines a competitive advantage while selecting a car as no details about the car can be manipulated.

When we asked how one determines the correct price of any car, Chaturvedi explained, “There is no fixed formula. It is based on the market condition, availability of the product and the demand for the product. These are the conditions that determine the price of a vehicle”.

Buying and stocking premium cars for sale is an expensive business, so we asked Chaturvedi about the financial setup in the company and its stockholding pattern. He replied, “Typically, we stock about 30-35 at any given point. Based on the ongoing trend and the vehicle availability, we try to find a customer for a car than a car for a customer”.

e then explained that the cars in demand are hard to come by. The ones that are listed on the market ask an exorbitant amount of money to purchase. “So, if one starts scouting only for cars in demand, one can hardly sell around five cars in a year. So instead of looking for cars in demand, resellers understand the needs of the market and stock vehicles accordingly.”

For instance, the market in Mumbai is highly SUV centric. Constant flooding and waterlogging problems have pushed car users to adapt to SUVs. So, based on the need, Boys and Machines stocks SUVs from different OEMs. However, the market in Delhi is different to the market in the west of India. In Delhi, people prefer to be driven around than driving around. So, this calls for stocking of both sedans and SUVs that offer an excellent chauffeur-driven experience.

The market in Hyderabad is a hotspot for sports cars, while the eastern market is highly unpredictable. Hence, these variations do not allow the company to stock cars hailing from a single brand or category.

Premium car service is also an expensive affair. Boys and Machines has solved this problem for its clientele with a dedicated customer service team. The business offers breakdown assistance anywhere in the country along with six months of engine and transmission warranty. 

The brand also offers a fixed buy-back option on every car sold at a rate of 25 percent depreciation a year. The buy-back price is decided on the day of the purchase, and customers can come back to the showroom after one year and exchange their car at the pre-determined price.

These small steps go a long way in building customer confidence and aids Boys and Machines in retaining 100 percent of its clientele. Also, word of mouth is a significant marketing source that helps the brand name reach a larger audience.

Talking about the expansion plans for Boys and Machines, the managing director explained that they are on course to inaugurate eight outlets by the end of the year. At the moment, there are three working outlets in Gurugram, Mumbai and Kolkata. The fourth one in Hyderabad is ready to be opened, but the launch has been postponed due to the ongoing COVID situation and the subsequent lockdown. The other cities selected are Indore, Ahmedabad, Chandigarh and Goa.

Intrigued by the choice of cities for its showroom launch, we asked Chaturvedi what the critical considerations are for opening a showroom. Explaining the business preference, he said that Delhi and Mumbai were the default selection for opening a showroom based on the intense demand and spending power of people in these regions. Boys and Machines selected Kolkata as a gateway to the east, helping it tap into this new market and utilise the lower RTO tax in the region.

Bengaluru and Hyderabad were the brand’s options for opening its fourth showroom. Keeping in mind the saturation of the Bengaluru market and observing the recent boom in sports car demand in Hyderabad, the company decided to settle with Hyderabad and tap this growing market’s massive demand for sports cars.

After the first round of selection of the city, the company observed two things: the surge in real estate in the region and the rate of sale of premium cars in the area. “Cities that start to buy new cars, which are at almost twice the price of a used one, means the aspiration of people there is high. The prospect of buying a higher tier used car at the price of a brand-new premium car helps meet the aspiration of many in the region. These factors help us decide the next region for starting our business,” Chaturvedi added.

He also revealed the company’s ongoing negotiations with external suppliers to help import cars previously not available in the Indian market from countries like Japan, US and more. He mentioned that the high import duties and the challenging import process are the hurdles that have pushed many players away from importing new and unique products into the market.

He also spoke about the challenges from the market’s unorganised players, especially in the 20-40 lakh price bracket. However, he clarified that this is more of a teething problem in North India as compared to the Southern regions because the North people tend to purchase eight-year-old cars costing more than a crore at just 25-30 lakh, while in the South, people don’t seem to mind spending a lakh or two more on a well-rounded package that offers them peace of mind.

When asked about the challenges the second wave of the pandemic has posed, he said, “The biggest challenge right now is the pandemic. We don’t know when the market opens and what the people’s emotions will be as the second wave has been more deadly or more impactful to everyone from the first wave. So, as of now, the biggest hurdle would be how the country recovers after pandemic and how difficult will it be to find the right product for the buyers”.

On the future plans, he said that the company plans to have a turnover of around 100 crores with approximately seven to eight percent profit margin. (MT)

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Nissan is placing its design heritage and a focus on premium ruggedness at the core of its strategy for the Indian market, with the upcoming Tekton C-SUV positioned to spearhead its product expansion. The new model, which takes its name from the Greek word for 'craftsman' or 'architect,' is intended to be a ‘segment disruptor’ and is heavily inspired by the brand’s flagship, the Nissan Patrol.

The Tekton will be the first of Nissan's new product offensive, with the production model expected on Indian roads by the second quarter of calendar year 2026, as confirmed by Saurabh Vatsa, Managing Director of Nissan Motor India.

Alfonso Albaisa, Senior Vice-President of Global Design at Nissan Motor Corporation, highlighted the influence of the iconic Patrol, saying the goal was to create a ‘compact or baby Patrol’. The new C-SUV incorporates several design cues from its larger sibling, including the V-strut grille and the distinctive C-shaped signature headlamp design seen in the last two generations of the Patrol.

The design team, which worked on both the new Patrol and the successful Magnite compact SUV, aimed to make the Tekton's ‘character larger than its actual footprint.’

Ken Lee, Senior Design Director at Nissan Motor Corporation, explained that the car’s rugged aesthetic is essential for the Indian market. "Learning from Magnite SUV, which was a very big hit, the sense of protection, high centre of gravity, driving positions, are very in-tune with the region," he noted.

This focus translates into a design that delivers ‘a sense of premiumness inside the ruggedness and is one notch above the segment.’

Specific design elements include:

• Double C-shaped accents on the side, incorporating an abstract design inspired by the Himalayas.
• A focus on consistency across the front, side, and rear views, reinforced by the C-shaped lighting signatures.
• An interior designed to offer ‘a sense of tranquillity’ through improved touch surfaces and premiumness.

Technology Meets Tactile Control

Addressing the shift in consumer preferences, Lee noted that while chrome used to signify premium, ‘now technology is premium.’ However, the company is careful not to over-rely on digital controls.

Designers globally are currently debating the mix of digital and physical controls. "We are living in a moment which is software and physical demand," Lee stated, acknowledging that after a decade of fascination with purely digital interfaces, customer feedback is now strongly pushing back in favour of tactile controls for essential functions.

The Tekton, developed through collaborative efforts between Nissan’s global design centre in Japan, the London studio (which worked on the Magnite), and engineers in Chennai, sits ‘right in the centre of the C-SUV segment,’ aiming for a more premium positioning than the outgoing Terrano.

Vatsa confirmed that the production-ready design is already undergoing testing, with pre-production vehicles being showcased to the dealer network ahead of the official 2026 launch.

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India's automobile retail sector has entered a ‘golden festive phase,’ according to data released by the Federation of Automobile Dealers Associations (FADA), which detailed vehicle registrations for September and the Navratri festival period in 2025.

The data reveals overall September retail sales came at 1.82 million vehicles, up 5.22 percent YoY, but the highlight was the unprecedented 34 percent surge in vehicle retail sales during the Navratri festival, which FADA dubbed a ‘Bachat Utsav’ (Savings Festival). Interestingly, compared to August 2025, the retail sales dropped by 6.98 percent.

On the other hand, the Navratri period delivered a historic high for the sector, with overall retail sales soaring by 34 percent YoY. Every major segment registered strong double-digit growth, except for Construction Equipment (CE), which declined due to heavy rains slowing activities.

• Two-wheelers led the charge with a 36 percent increase, driven by improved affordability and festive offers.
• Passenger vehicles saw a robust 34.8 percent rise, as new buyers and upgraders took advantage of lower prices.
• Commercial Vehicles (CV) grew by 14.8 percent, reflecting optimism in infrastructure and easier financing.

The remarkable festive growth is being attributed to the 'GST 2.0' tax reforms, which lowered Goods and Services Tax rates on vehicles, effectively boosting affordability for consumers.

September 2025 proved to be an unusual month, with sales remaining muted for the first three weeks. However, demand dramatically revived after 22nd September, coinciding with the implementation of the new GST rates and the start of Navratri.

Sai Giridhar, Vice-President, FADA, said, "September 2025 was an exceptionally unique month for India’s automobile retail industry. The first three weeks were largely muted, with customers holding back in anticipation of the GST 2.0 reforms. However, the dynamics changed dramatically in the final week as Navratri festivities coincided with the implementation of lower GST rates, reviving customer sentiment and accelerating deliveries across most vehicle categories."

Passenger Vehicle (PV) dealers also used the final surge to replenish stock, pushing inventory levels up to approximately 60 days in preparation for the upcoming peak sales season of Dhanteras and Deepawali.

Giridhar hailed the performance, said, "Navratri 2025 will go down as one of the most memorable chapters in India’s automobile retail journey — a true ‘Bachat Utsav’ unleashed by the visionary GST 2.0 reform. For the first time ever, dealerships across the nation witnessed record-breaking footfalls and deliveries."

Robust Outlook

FADA is highly optimistic about the near-term outlook, predicting that India is on track for its best-ever festive season. The combination of favourable factors – including an above-normal monsoon, a strong harvest, stable policy rates and the transformational impact of GST 2.0 – is set to boost consumer purchasing power across rural and urban markets.

The momentum is expected to carry through October, with Dhanteras and Deepawali forecast to deliver all-time high sales figures, ushering the Indian auto retail sector into a new phase of growth.

Lead image: For representational purposes only.

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Mercedes-Benz India has reported its most successful September on record, achieving a significant 36 percent year-on-year growth in sales. This exceptional performance is largely credited to the government's recent GST 2.0 reforms, which stimulated market demand and converted customer interest that had been deferred since mid-August into purchases. This positive momentum was particularly evident during the Navratri festival, where the company retailed 2,500-plus units, marking its highest-ever sales for the festive period.

This record-breaking September also propelled the company to its best-ever second-quarter sales performance for the fiscal year 2025-26, with a total of 5,119 units sold. This quarterly success was anchored by consistent demand across two key vehicle categories. The 'Top-End Luxury' segment, including models such as the GLS, S-Class and Mercedes-Maybach, achieved a 25 percent share of total sales and grew by 12 percent year-on-year. A notable trend within this segment is hyper-personalisation, with the bespoke 'manufaktur' programme contributing to 75 percent of all top-end vehicle sales. Simultaneously, the 'Core Luxury' segment, which includes the Long-Wheelbase E-Class, GLC and GLE, maintained a dominant 60 percent penetration of overall sales and grew by 10 percent. The E-Class sedan, in particular, solidified its position as the highest-selling luxury car in India.

The company’s electric vehicle (BEV) portfolio also saw robust growth, maintaining an eight percent penetration rate and growing by 10 percent, driven by strong demand for models like the EQS SUV. However, the 'Entry Luxury' segment experienced a decline, facing stiff competition from more affordably priced alternatives in the market. Overall, the results underscore a strong market preference for Mercedes-Benz's high-end and electric vehicles, setting a new benchmark for the brand's performance in India.

Santosh Iyer, Managing Director & CEO, Mercedes-Benz India, said, “Mercedes-Benz clocked its best-ever September sales owing to an overwhelming customer response following the GST 2.0 reforms, culminating the pent-up demand. Our attractive new portfolio combined with innovative financial programmes under the ‘Dream Days’ campaign, resulted in overwhelming demand for Mercedes-Benz cars in the luxury market. We expect this festive buying spirit to continue in October as well, with upcoming festivities including Dhanteras and Diwali, which traditionally witness spirited buying from customers. While there was strong demand across the portfolio, we recorded the highest ever monthly sales for key products like the Long Wheelbase E- Class, GLC, GLE, GLS and G63 AMG SUVs. The reduction in the GST rates has certainly improved customer sentiment with its appropriate timing as car prices are increasing owing to macro-economic challenges like adverse forex movement, rising operational cost etc. We hope this buoyant spirit sustains for the remaining festive season as we continue to observe market trends closely, remaining cautiously optimistic.”

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Mumbai-based automotive major Mahindra & Mahindra has introduced the new Bolero range with prices starting INR 799,000 (ex-showroom), with the new top-end B8 variant priced at INR 969,000 (ex-showroom). The new Bolero Neo starts at INR 849,000 (ex-showroom), with the new top-end N11 variant at INR 999,000 (ex-showroom).

With a history of 25 years and over 1.6 million customers, the Bolero remains a versatile SUV, navigating diverse terrains from city streets to rural landscapes, offering adaptability and value.

The new Bolero features a new grille, fog lamps and diamond-cut alloy wheels. Inside, the Bolero offers a new 17.8 cm touchscreen infotainment & music system, steering-mounted controls and leatherette upholstery with better seat comfort. The RideFlo ride and handling tech gives better stability and control, with improved suspension. The Bolero is powered by the mHAWK75 engine delivering power of 55.9 kW and 210 Nm torque, with body-on-frame construction. The company has also introduced a new Stealth Black colour, along with existing colours.

On the other hand, the new Bolero Neo combines toughness with urban style. It features a sleek new grille with horizontal accents and dark metallic grey R16 alloy wheels. Interior theme options are Lunar Grey and Mocha Brown. Comfort features include leatherette upholstery and better seat ergonomics. It has a 22.8 cm infotainment system, a rear-view camera and a USB C-type charging port. The RideFlo tech, along with MTV-CL and Frequency Dependent Damping (FDD), ensure smooth rides. It is powered by the mHAWK100 engine delivering power of 73.5 kW and 260 Nm torque and includes cruise control and Multi-Terrain Technology (MTT) for better traction. New colours include Jeans Blue and Concrete Grey, plus three dual-tone options.

Nalinikanth Gollagunta, Chief Executive Officer – Automotive Division, Mahindra & Mahindra, said, “The Bolero has stood the test of time, earning its place as one of India’s most versatile and tough SUVs for over 25 years. Building on this enduring legacy, the new Bolero range has been thoughtfully designed to meet the aspirations of a dynamic and rapidly evolving New India. With a perfect blend of toughness, contemporary styling, enhanced comfort, and modern features, the new Bolero and Bolero Neo deliver a powerful SUV experience that shines equally in urban environments and challenging terrains.”

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