The year was 2000. The first two Completely Built Units (CBU) of Skoda Octavia landed in India and rushed to Aurangabad where the Volkswagen Group company would eventually set up a modern manufacturing facility. A confident Imran Hassan, as the head of the Czech company in India, looked keen to drill the fact that his Octavia was a car with a Czech badge but actually German in its quality – build and almost all of that it had to offer. A precursor of a segment that would pull buyers big time, the Octavia was official launched a year later in 2001. It was the same year that the Honda Accord was launched, albeit at a higher price point. The Hyundai Sonata too hit the market soon. The Honda Civic arrived in 2005, whereas the Toyota Corolla in 2003. The Hyundai Elantra arrived at round the same time. With SUVs yet to be the rage, these aspirational ‘executive’ sedans soon defined a new standard in the Indian auto industry. They came to occupy what would be termed as the C+ or D-segment. Forming an upper crest of sedans that were status and lifestyle-oriented, the two segment cars drew large sales volumes. The Octavia sold an estimated 8,000 units in 2005. A year before, in 2004, Honda Siel Cars sold 2,977 Accords. It cornered an enviable market share of 40 percent in its segment, an increase of 69 percent over 2003.

Between 2001 and 2010, the ‘executive’ sedan segment continued to be the ‘force’ with good sales. The introduction of new models like the Toyota Corolla and Honda Civic helped. The launch of large SUVs like the Hyundai Terracan, Ford Endeavour and Honda CR-V in the same time span did not create much ruffle as these were priced higher and were out of reach of many. It was with the launch of the Toyota Fortuner in 2009 that the SUV segment began gaining some serious muscle. By then, the D-segment had seen a good amount of shake and tumble. New additions included the Volkswagen Jetta and Passat. By 2011, the segment comprised the Toyota Corolla, Skoda Octavia, Honda Civic, Volkswagen Jetta, Hyundai Sonata Embera, Chevrolet Cruze and a few others. Crowded it became, and with an amount of fanfare to boast of. It turned out to be a segment that every manufacturer wanted a pie of. This, despite the SUV rage catching on since 2012 as the Ford EcoSport and Renault Duster arrived on the scene.

Vehicle buyers in India were suddenly exposed to a wider scheme of things; they were in fact torn between choosing an aspirational sedan or an SUV. The D-segment cars soldiered on with fair numbers to talk home about, albeit the likes of Civic and Octavia and not the Accord and the Sonata. On muted sales volumes, Honda discontinued the Accord in 2013. In May 2013, only 24 units of the ‘executive’ sedan were sold as compared to the sale of 68 CR-Vs. The Toyota Corolla sold 368 units in May 2013 as compared to the sale of 353 numbers in the month before. The Volkswagen Jetta sold 266 numbers in May 2013, and the Passat, 141 numbers. The Octavia, renamed as the Laura, sold 305 units in May 2013 as compared to the sale of 126 units in April 2013.

The near six-car D-segment has shrunk to a lone warrior in 2021. With the latest generation Honda Civic launched and quietly discontinued, the only car that seems to make up the segment today is the new Skoda Octavia. In the absence of Toyota Corolla, the only other car in the segment to give company to the Octavia is the Hyundai Elantra. Its numbers are anything to write home about today. The new Octavia has been priced uncomfortably close to the Superb with a starting price of INR 26 lakh. When it was first introduced in 2001, it was priced at no more than INR 10 lakh.

The executive sedan dilemma

If the Renault Duster should be credited to create some serious pull towards SUVs in India starting from 2012, today, it is the segments containing SUVs that are the most crowded. The clues of how the D-segment has shrunk to include just the Elantra or the Octavia (the new Octavia actually looks to have moved up and beyond the reach of this segment ironically) may be found in the proliferation of the SUVs at various levels – right from the Ford EcoSport level to the Toyota Fortuner level (where SUVs assume a serious form and function, complete with a 4WD system). A segment that did an estimated 10,000 units in 2005 has come down to a few hundred units in 2021. In January 2021, 32 units of the Elantra were sold. Eight units of the Octavia were sold. The Superb sold 239 units in the same month! Comprising cars that measure over 4.5m in length and are powered by engines with a displacement capacity of between 1800 cc and 2000 cc, the D-segment contenders have been priced between INR 15 lakh and INR 25 lakh.

Sitting above the C-segment, which consists of cars like the Maruti Ciaz and the Hyundai Verna, the D-segment cars have always been about status, comfort, features and performance. They are therefore about lower sales volumes and high production costs, making them difficult to pursue by many automakers. Proving to be a segment that has been tough to crack for many OEMs, the ones to taste immense success have been Skoda and Toyota with their Octavia and Corolla, respectively. With sales shrinking to become a fraction of that of the SUVs, and even not being as strong during their peak, the D-segment is a study that should reveal the time travel of the Indian passenger vehicle space. Affected extensively by the proliferation of SUVs at various price points, the D-segment is all but gone. The recent figures by SIAM indicating that SUV acceptance has increased steadily, and has grown to be more than the total sales of sedans and hatchbacks combined in the April-June quarter of 2021, the D-segment, it is clear, has shrunk drastically. With the B-SUVs (like Maruti Suzuki Brezza, Hyundai Venue, Tata Nexon) eating into the C-sedan segment and the larger C-SUVs (like KIA Seltos, Tata Harrier, Hyundai Creta) taking a pie out of the D-sedan segment, what was once considered as the most coveted has now been relegated to soldier on with much difficulty.

With India refusing to shift from being a price sensitive market, and with a certain purchasing power equation always present, the growth in SUVs that come at desirable price points with an aspirational value to talk about, the D-segment, it may be an exaggeration to say is on its last legs. Undercutting sedans when it comes to pricing, SUVs are proving to be the ruthless D-segment killers. Presenting a strong perception regarding ‘value for money’, it is they that are providing no chance for even the existing D-segment contenders to have much leeway. They may be world-class and highly regarded the world over, but the D-segment cars like the Skoda Octavia and Hyundai Elantra look like they are up against a wall. Made from Completely Knocked Down (CKD) kits that are weighed by the cost versus volume considerations, the D-segment cars that exist suffer from a significant cost disadvantage. Add low demand, and it is not surprising for Skoda to position the new Octavia within rubbing distance of the Superb in terms of price and features. Such is it that those looking for ventilated seats could go for the Superb and those not needing them could for the Octavia!

With such fine differentiation defining the current crop of vehicles that make up the D-segment, a big shake down does not seem far away. It could be driven by regulations and market requirements for certain. Already dissuading many OEMs to drop their D-segment offering, regulations like BS VI have indeed been a big factor. The other has been the availability of SUVs at price points that correspond with D-segment sedans. A big plus concerning SUVs is the status and lifestyle image they present. The other is their ability to travel over rough terrain and provide good visibility due to the high seating position. Providing a sense of invincibility, SUVs seem to offer more than a D-segment sedan could, today. At the top, it has increasingly come under pressure from luxury sedans and other offerings from brands like Audi, Mercedes-Benz and BMW. Some of the entry-level products from these OEMs don’t cost a premium. Owning used luxury cars has also become easy as their volumes have risen. This too has put pressure on the existence of the D-segment without any doubt. W ith the Octavia taking a position within close proximity to the Superb, the future of D-segment, at best, looks tough. This, even with the talk of the new Elantra being introduced gaining force with every passing day. Unless Hyundai unleashes the Elantra with some novel trick up its sleeve, there’s not much left to talk about the once glorious D-segment. (MT)

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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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JCBL Armouring Solutions, a provider of armouring solutions in India, is entering the luxury car protection segment. The company stated it has worked on premium vehicles such as Mercedes-Benz, Range Rover and Defender, giving protection while maintaining vehicle performance.

India’s luxury protected vehicle segment is reporting growth at a 15–20 percent CAGR. JCBL stated its technology provides ballistic protection while preserving vehicle elegance and dynamics. The company serves VVIPs, celebrities and individuals with high net worth. It focuses on lightweight armouring that keeps strength, agility and comfort after the protection process.

Each vehicle is tested at accredited labs, including the NFSU Ballistic Research and Testing Lab and complies with certification standards from VRDE, ICAT and DRDO. The company’s R&D centre is approved by DSIR and it holds a DIPP license.

Rushank Doshi, CEO, JCBL Armouring Solutions, said, "Luxury should never come at the cost of safety. We are redefining secure mobility in India’s luxury car segment, ensuring top-tier protection without compromising elegance, performance, or craftsmanship. This reflects JCBL Group’s commitment to excellence, innovation and world-class engineering."

JCBL Armouring Solutions also reinforces vehicle components, including suspension and braking systems, to maintain performance and dynamics. Security features include run-flat tyres, bullet-resistant glasses and a reinforced structure. The company offers aftersales services, including maintenance, upgrades and training for customers on handling protected vehicles.

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Kia India has announced a significant change to its leadership team, naming Sunhack Park as Chief Sales Officer (CSO) and Joonsu Cho as Chief Business Officer (CBO).

As the new CSO, Park will head Kia India’s sales strategy, focusing on sustainable growth, improving operational efficiency and expanding the brand’s market reach. He brings over 28 years of international automotive experience, having held key leadership positions at Kia Headquarters in South Korea, the Middle East & Africa (MEA) and India.

Cho, in his role as CBO, will be responsible for crafting business strategies, overseeing production planning and export logistics, leading cross-functional teams and forging strategic alliances to ensure operational excellence. He has over 32 years of leadership experience from global roles in Australia, the UK and Europe.

Sunhack Park, said, “I am privileged to take on the role as Chief Sales Officer. This is an exciting phase for the brand as we continue to expand our presence in a dynamic and evolving market. My focus will be on driving sales growth, optimizing operational efficiency, and strengthening our dealer and partner ecosystem.”

Joonsu Cho, said, “I am honored to assume the role of Chief Business Officer. Kia India has made remarkable strides in the market, and my priority will be to develop and execute robust business strategies that support sustainable growth and operational excellence.”

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