The rising impact of carbon footprint and deterioration of air quality have been major concerns across the globe. The state and central governments have introduced various subsidies to reduce vehicle emissions. As sustainability goes mainstream, automobile companies are investing heavily in electric vehicles that are environmentally friendly. Multinational ride-sharing company Ola has recently launched  its ‘e-scooter’, and this would be a welcome move. Ola has strategised the right product, the right promotion – all at the right time. Digital access, big boot space, keyless, fast charging… all go into the right product, the Ola e-scooter! Tweet by tweet, Ola has generated excitement from ground zero till launch. Why will customers buy Ola e-scooter? How it is beneficial to the environment? Two variants, 10 colours, all contributing to the right promotional vibes! Its timing is also perfect – people have become more conscious about the environment during the pandemic.

But are these points enough? Ola’s long-term success will depend on numerous other factors such as the right price, the right supply chain configuration and formulating the right strategy to reach the target audience.

What’s the right price?

India is a price-sensitive market. The key challenge in front of Ola is to provide a new experience at an affordable cost. The majority of the two-wheeler population falls into the middle-income group segment. This segment of consumers primarily looks for a fair economical price while buying any new product. In 2021, two-wheelers sales reached  151.19 lakh units (IBEF, 2021). Scooters are available in India at a price range of INR 40,000 to INR 130,000. Ola S1 and S1 pro are priced at INR 99,999* and INR 129,999*, respectively. (*Prices may vary according to region and subsidies). The average price of a scooter today for the middle-class segment is between INR 50,000 and INR 70,000.

What’s the right Supply Chain Configuration?

The company must get its supply chain intricacies right as this important driver increases the cost. Ola is going to deliver directly to the customer. The direct model benefits Ola in the short run in reducing the advertising and overhead costs, eliminating dealership costs and working closely with consumers. Consumers also benefit from the closeness and individual care they receive from direct sales. On the manufacturing side, the direct model cuts out intermediaries, and they can follow lean inventory and save inventory costs. But the company should look holistically and balance inventory costs along with the transportation costs in the long run. Transportation costs (especially outbound costs) will be more in the direct model. Ola must learn from its previous experiences in this regard and focus on the after-sales service and support space. It’s easy to persuade the customers to buy, but the experience thereafter needs to be good too.

What’s the right strategy to reach the customers?

Understanding the mobility landscape and focusing on the right strategy to reach the target audience is one of the most important aspects of the business continuum.

The changing mobility landscape

The automobile industry is evolving fast and technology has brought a remarkable shift in manufacturing, assembling products, processes and the way we drive thanks to Industry 4.0 revolution – Internet of Things (IoT), Artificial Intelligence (AI), Machine Learning and Robotics applications. The technology revolution in the global automotive sector is known as the CASE (Connectivity, Autonomy, Shared mobility and Electrification) technologies (Deloitte, 2020). Staying relevant and up-to-date on contemporary technological innovations is key for the automobile industry.

With every passing day, new challenges and opportunities emerge.

1. Supply chain disruptions: The extended Covid-19 pandemic unequivocally affected the Indian automobile industry which was just surviving with a reverse gear in demand. During March-July 2021, the industry witnessed colossal interruptions due to semi-conductor chip shortages.

2. The transition from BSIV to BSVI emission norms: This is one of the pressing challenges that the automobile industry is facing. With changes in government regulations, it becomes difficult to sell old BSIV vehicles. This has led to a rise in the inventory of BSIV vehicles.

3. Non-Banking Finance Corporation (NBFC) Liquidity Crisis: NBFCs have been a major strength of the automobile industry as they are the key lenders for financing automobile purchases in semi-urban and remote villages where credit accessibility from the banks is normally difficult. NBFC’s liquidity crisis severely crushed many sectors, and the automobile industry is one of the major ones that it took a high toll on.

4. Urbanisation: Urbanisation poses another challenge for the automobile industry. Availability of other car rentals and non-availability of parking space in the metropolitan cities has made individuals defer their vehicle purchasing decisions.

5. Rising fuel cost: Change in GST-related tax structure, volatility in fuel prices, increased interest rates and insurance premium resulted in a steep sales drop of two-wheelers and four-wheelers. The Insurance Regulatory and Development Authority (IRDA) revised its insurance standards in September 2018, which resulted in increased insurance costs for two-wheelers and passenger vehicles (PV).

6. Growing demand for alternatives: Due to Covid-19, people may switch to personal mobility instead of shared mobility as a safety measure. Service-based models such as rental cars, pay-as-you-go models may kick-off.

Focus on the right positioning strategy

Arriving at the right positioning strategy involves recognising users’ distress areas and addressing them, in addition to providing them with key benefits.

Identifying the appropriate consumer segment is critical. Analysis of the current micro, macro-environment, market conditions, competition and economic swings is important, but the focus should be more on categorising consumers who have a high probability of purchasing e-vehicles. This entails understanding the consumer’s lifestyles, values, attitudes and buying behaviours. For instance, studying different generations provides a clear understanding of consumption behaviours during a particular period and how it differs across other age groups. It helps to appreciate how diverse formative habits, experiences and lifestyles relate to the ageing lifeycle. Usually, a generation refers to groups of people born over a span of 15 to 20 years, such as the Millennial generation. There is no definite start and end date for Millennials. Those who were born after 1980, i.e. between 1981 and 1996, are widely considered as Millennials (Pew Research Centre, 2019). The rise in the income level of Millennials and a higher variety of choices changed the mobility landscape. These particular segments dominate in terms of size as a result of a growing middle-upper class and a young populace. The evolution of the technology revolution also changed the way Millennials drive and their preference for mobility. Millennials are more conscious of being environmentally friendly; they prefer walking or using public transport due to affordability as compared to huge purchase and maintenance cost in owning a vehicle. Unlike the elder cohorts, many of the Millennials do not want to own a car; instead, they prefer scooters and shared mobility. (Deloitte,2019)

Recognising consumers’ distress points

Spotting the consumers’ pain points early will pave way for smooth penetration in the long term. For example, it takes two minutes to fill the fuel, but what about charging? Unlike conventional two-wheelers, consumers need to spend additional time for charging. Though consumers can charge in-home, Ola is also planning to put up hyper charging stations across the country to reduce the anxiety of riders.AI and customisable digital screens make consumers remain always connected, but there’s a flip side to it too. These digital screens and music apps will distract the riders during rides. Limited (two) variants, charging time, battery replacement cost anxiety and technical issues in sharing apps would also pose as shortcomings in the current options. Identifying consumers’ distress points with the current options may reveal opportunities on how to position the Ola e-scooters. Based on that, the company can create a tailored user content that will result in a greater possibility of converting them as brand evangelists for Ola e-scooters so that they will share their wonderful experiences with the public at large.

The Ola e-scooter is a potential disruptor in the mobility space. While there is a lot of excitement and eagerness to embrace the product, the organisation has to put in place a sound strategy in order for us to enjoy the ride!

References:

1. https://www.ibef.org/industry/india-automobiles.aspx assessed on 15^th August 2021

2.https://www2.deloitte.com/us/en/insights/industry/automotive/industry-4-0-future-of-automotive-industry.html

3.https://www.pewresearch.org/fact-tank/2019/01/17/where-millennials-end-and-generation-z-begins/

4.https://www2.deloitte.com/content/dam/Deloitte/au/Documents/consumer-industrial-products/deloitte-au-cip-global-automotive-consumer-study-2019-110221.pdf

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Suzuki Motorcycle India Pvt. Ltd. (SMIPL) has introduced the all-new second generation Burgman Street, a comprehensive evolution of its popular luxury scooter. Building on the strong market presence of the original model that launched in 2018, this updated version brings significant improvements in design, performance and features. The result is a fresher, more premium offering aimed at customers seeking a distinctive ride in the luxury scooter segment.

Since its debut seven years ago, the Burgman Street has consistently grown into one of the fastest-moving models within the 125-cc scooter category. The new model is built around a concept called ‘ONE & ONLY’, which blends premium maxi-style design, superior comfort and everyday practicality. This unique combination sets it apart from any other scooter in its class. Customers can choose between two variants: the Ride Connect Edition and the Ride Connect TFT Edition.

Urban comfort and handling have been prioritised through a lightweight yet rigid frame that improves manoeuvrability. A tuned suspension setup, long wheelbase and Combined Brake System ensure stable and well-balanced braking. The scooter also retains its spacious, well-padded long seat, flexible floorboard and dedicated front footboards, reinforcing its reputation as a practical yet premium daily rider.

The new Burgman Street showcases a ‘Sleek Modern’ design language that fuses sharpness with elegance. Curvaceous bodywork, split-lens LED headlights with integrated position lights, compact LED turn signals and an updated rear combination light create a distinctive road presence. Metallic emblems, a dark smoked windscreen and an upswept muffler add further premium appeal. Underneath, the proven 124-cc Suzuki Eco Performance engine delivers 6.2 kW power and 10.2 Nm torque with strong low to mid-range response.

Practical enhancements include a 5.5-litre fuel tank with a tail-mounted lid, redesigned grab bar, aluminium pillion footpegs and a larger 24.6-litre underseat storage compartment with front pockets, dual utility hooks and a USB outlet. Features like the Suzuki Easy Start System, side stand interlock and waterproof switches ensure daily reliability. The Ride Connect TFT Edition goes further with a 4.2-inch colour TFT screen, a keyless system and an answer-back function for added convenience and security.

The all-new Burgman Street will be available across all Suzuki Motorcycle India dealerships from 8 April 2026 onwards. The price and colour options are given below:

Kenichi Umeda, Managing Director, Suzuki Motorcycle India Pvt. Ltd., said, “When we launched the Burgman Street in India, it created a distinct space for itself in the luxury scooter segment. Over the years, it has received an encouraging response, with sales doubling over the past three years. We have seen that Burgman Street owners take pride in owning something different. Building on this insight, our engineers have developed the second generation with a focus on refined design, enhanced comfort and a more premium riding experience. This new model truly represents ‘ONE & ONLY’ – delivering a unique combination of design, comfort, balance and real-world usability that sets it apart in the segment. We are confident that the new Burgman Street will continue to strengthen this pride among our customers.”

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Suzuki Motorcycle India (SMIPL), the subsidiary of Suzuki Motor Corporation, has concluded FY2026 with total sales of 1.43 million units, which marks a 15 percent growth over 1.25 million units sold in FY2025.

This marks the highest annual sales for the company to date in the country.

In FY2026, domestic sales reached 1.17 million units, up 12 percent YoY, while exports grew by 26 percent, totalling 264,541 units. Additionally, spare parts sales generated revenue of INR 10,434 million, an 18 percent increase over the previous period.

In March 2026, Suzuki Motorcycle India recorded total sales of 128,227 units, compared to 126,164 units in March 2025. Monthly domestic sales stood at 105,397 units, while exports contributed 22,830 units. Domestic retail sales for the month rose to 108,661 units, reflecting an 11 percent growth.

During the year, the company surpassed cumulative production total of 10 million units in India. Commenced construction of a new manufacturing facility in Kharkhoda, Haryana. Launched the Suzuki e-Access, the company's first electric scooter. Introduced the Suzuki Access with ABS and the Ride Connect TFT Edition. And expanded its national reach to 1,240 outlets across all Indian states.

Deepak Mutreja, Vice-President – Sales & Marketing, Suzuki Motorcycle India, said, “FY 2025-26 has been a landmark year for Suzuki Motorcycle India, with our highest-ever sales performance reflecting sustained momentum across both domestic and export markets. This achievement is driven by the strong trust our customers place in the brand and the consistent efforts of our dealer partners and teams across the country. The encouraging performance in exports further reinforces our growing global relevance. As we move ahead, we will continue to focus on delivering products and experiences that resonate with evolving customer aspirations.”

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Hero MotoCorp, the world’s largest two-wheeler manufacturer, has announced its wholesales for FY2026 with total dispatches of 6.5 million units, which marks a 10 percent growth. This includes 6.06 million units sold in the domestic market and 402,786 units exported.

In March 2026, the company dispatched 598,198 units, compared to 549,604 units in the same month of the previous year. Retail performance for the month reached 542,436 VAHAN registrations, indicating an increase of approximately 24 percent.

Growth in March was led by the 100-125cc motorcycle segment and double-digit growth in scooters. The internal combustion engine (ICE) scooter segment grew by 24 percent, supported by the expansion of the Glamour and Xtreme motorcycle ranges. Demand in rural markets improved, aided by early festive trends.

For FY2026, motorcycle sales grew from 5.47 million units to 5.84 million units, scooters from 422,692 units to 626,285 units.

Vida, the company's electric vehicle (EV) brand, recorded its highest monthly VAHAN registrations to date at 21,434 units, a MoM increase of approximately 70 percent. For the full financial year, VIDA dispatches grew by 154 percent. The brand also introduced the VX2 Plus - KKR Limited Edition as part of its partnership with the Kolkata Knight Riders.

In international markets, the global business division recorded its highest-ever dispatches. March 2026 exports rose by 16 percent to 45,693 units, contributing to a total fiscal year dispatch growth of approximately 40 percent.

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Chennai-based mid-sized motorcycle manufacturer Royal Enfield has achieved its highest annual sales to date, surpassing 1.2 million units in the financial year ending 31 March 2026. This marks the second consecutive year the company has exceeded the million-unit threshold.

The company concluded FY2026 with total sales of 1.23 million units, representing a 23 percent increase from FY2025. Domestic sales came at 1.10 million units, up 23 percent YoY, while exports came at 131,316 units, up 23 percent YoY.

Royal Enfield sold 112,334 units last month, an 11 percent rise over the same month last year.

The performance was supported by demand in domestic and international markets and a diverse motorcycle portfolio.

Going forward, Royal Enfield is expanding its manufacturing facility at Cheyyar to support future growth and maintain production efficiency. The company's international strategy includes deepening its presence in markets such as Brazil.

The upcoming financial year will involve the introduction of new platforms and product launches, including the Flying Flea C6. These initiatives coincide with the brand's 125th anniversary.

B Govindarajan, Managing Director, Eicher Motors and CEO, Royal Enfield, said, “Every year at Royal Enfield, we try to raise the bar a little higher than before, and this time was no different. We delivered our second consecutive year of over one million motorcycle sales, crossing 1.2 million units, our highest-ever annual performance. Achieving this milestone as we celebrate 125 years of Pure Motorcycling makes it even more meaningful. But in this landmark moment, we are not pausing to look back, instead we are focused on how we can continue to build motorcycles for the current and next generation of riders while remaining grounded in our ethos. This year we also achieved our best-ever festive season sales and highest-ever volumes across both domestic and international markets. Our international business continues to be a focus area and we are deepening our presence in high-potential markets such as Brazil. Equally important is the strength of our riding community, which continues to grow with our rider engagements and festivals expanding significantly across regions. We are also investing in staying ahead of the curve by expanding our manufacturing facility at Cheyyar, which will support future growth while maintaining our focus on quality and efficiency. As we move into the new financial year and continue our 125th year journey, we remain focused on the future with new product launches, new platforms and the launch of the Flying Flea C6. Our endeavour is simple: to keep growing in a way that stays true to who we are as we build a global motorcycling brand from India.”

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