Q: Congratulations on assuming the charge of the President of FADA. What are your immediate priorities?

Gulati: Thank you!

The past eight to nine months have been a challenging time for the entire humanity and every business sector. It has been a difficult phase for the dealer fraternity too. We have worked in very adverse conditions with zero business and zero earnings, along with a high operational cost. Post reopening of dealerships, proper decontamination and sanitisation of the entire premises, vehicles, employees, etc., have added cost to dealers who were already seeing slow sales for over 18 months in the pre-COVID era.

We are a resilient lot, and COVID has taught us to make tough decisions to ensure that our business and community survive, while offering the best of our services to customers. During my tenure, I will rigorously take up all our dealer issues at every possible platform and offer the association the finest representation, better visibility and hearing, offering a competitive business and operational environment to our fraternity.

The automobile industry has been an important driving force in India’s economic growth. Reviving the automobile industry is vital to regain lost momentum in the economy. The Government and the sector need to work together to strengthen the industry, wherein the dealer fraternity is an important element in the system.

One of the key issues which we will be working upon is improving dealer margins. Over the years, profitability has dwindled due to high costs and low operating margins.

Auto dealerships in India are operating at an average net profit level of 0.5 percent to one percent of the total turnover, which is much lower than the global standard, as internationally, dealer margins range from seven percent to 12 percent on selling price of the vehicle.

We have already written to SIAM about this, and we will further strongly urge all our OEMs to make the dealer business more sustainable and shockproof.

While we were trying to bring auto dealers under the ambit of MSME, we will up the ante further and make sure that dealers are treated at par with other businesses who are reaping the benefits of being an MSME.

Further, as a category, 2-wheelers comprise 75 percent of the sales in India, and I am working to make an exclusive 2-wheeler vertical at FADA.

This will specifically work on the nuances of 2-wheeler dealership such as sub-dealers, brokers etc. The dynamics of 2-wheeler dealers are very different from 4-wheeler dealers and hence need special attention. As they say, fortune is at the bottom of the pyramid!

FADA will continue to take up issues concerning regulatory and legislative burdens, representing the dealer fraternity across every possible platform. We will continue to reach out to our principals and build strong relationships moving ahead.

Q: FADA has been working on increasing dealer margins for ages but ends up in a stalemate. Where is the issue? How are you going to tackle this?

Gulati: Yes, this is one issue which we have been working for many years, but efforts were not made concretely until sometimes back. It’s during the 2nd Auto Retail Conclave, when we brought up the issue to our executive committee, had a panel discussion exclusively on dealer margins. There onwards, we started building momentum with continues efforts in this direction, and a few months back we also did a study on dealer margin offered by individual OEM to their respective dealers across the product lineup. This was an eye-opener for the entire fraternity as nothing of this sort was brought out in the past; this showcased that Indian dealer’s community were working on a minimal margin which was way below the global standards.

I am happy to mention that post this study, few OEMs have reviewed their dealer margin, few are in discussion with their management and respective dealer council. However, the increased margins are still not at a level which we have been asking for, but a movement has started, which is quite encouraging for the entire community.

Dealership business has a significant daily expense which is addressed by the dealer from his marginal profit. A better profit margin will help the dealer to re-invest a subsequent amount of his earning for the development and expansion of his business, which in return will add up a new business to OEMs.

We will continue to do this kind of studies in times to come and also keep negotiating with our principals as they also understand that their first customers are not in good shape and they require higher margins to sustain their business.

Q: What according to you are the skill gaps persist in the automotive industry still and how FADA is addressing this?

Gulati: Skill gap is a subject which is never-ending as technology keep changing, and we need to make a continuous effort to upgrade our manpower. In recent time, the automobile industry has gone a long way in terms of technology upgrade.

To address this change, all the three auto Associations (Automotive Component Manufacturers Association of India (ACMA), Federation of Indian Automobile Dealer Associations (FADA) and Society of Indian Automobile Manufacturers (SIAM)) have come together in tune with National Skill Development Council and created ASDC (Automotive Skill Development Council) which looks to reduce the gap in between yesterday’s skills and today’s requirement. FADA has been making a continues effort to keep our dealership manpower at par with the newer technologies.

At FADA, we are starting up with a FADA Academy which will hold courses for Dealer Principals and their Chief Experience Officers to train them in running an efficient dealership business from all aspects.

Q: With more than 50 percent of the work in purchasing any vehicle done online, where do you see the role of dealers in the future? Do you see the new trend fuelling unemployment further?

Gulati: Getting prospective customers through the online route is a growing trend. Dealers and manufacturers have been active on online platforms for quite a long time now. The pandemic is the reason for this change in consumer behaviour. Earlier, customers had to visit dealerships several times before the final buy. e.g. all loan formalities, document verification, vehicle test drive etc. These are now offered online or at the doorstep. But for the final sale, customers have to visit the dealerships to test the vehicle and take delivery.

Today every customer is well informed. The vehicle-buying experience involves several steps, right from an online search, specific automobile website visits, going through views, reviews, product comparison, collecting information from peers, social media and users and evaluating a brand, product and its services.

Only after doing all these research consumers make their decision. It is not just a transaction for the customer, but more about in getting into a relationship of trust. That is where the dealerships come into play. Every customer wants to experience the vehicle physically before closing the deal. More importantly, they want to meet up face-to-face with the dealer and satisfy themselves before committing to this high-ticket purchase.

I don’t think there is any change in the playbook, but digital has now moved from “Nice to have” to Necessity. In this COVID era, with total lockdown, digital marketing has played a significant role in boosting sales and smooth execution. Every dealership has initiated digital training of its manpower, equipping them to conduct sales coordination through a digital platform. This initiative has further enhanced its sales and service reach. Dealerships must be the most frugal and flexible link across the automobile network.

Dealers and dealerships have always been the face of the brand and will continue to be so. I don’t see any immediate challenge or threat to the dealership business. However, with companies being more aggressive and active on online platforms, this will add on to dealership engagement with the brand and the customers, helping them further to enhance their sales and service reach and experience.

Q: What are the challenges you face with emerging technology trends like vehicle electrification?

Gulati: I don’t see vehicle electrification as a challenge for the dealer fraternity. The dealer community has been one of the most adaptable segments of the automobile ecosystem. We have always strived to keep ourselves at par with the manufacturers, and it’s business requirement, product and services utility. The dealer business is one business which significantly depends on its skilled workforce across the offerings such as sales, aftersales, engineering, etc. With every new product or technology, the dealer in association with its OEM partner makes certain that it initiates rigorous training for its employees so that it can offer the best service to its customers on behalf of the brand.

As far as vehicle electrification is concerned, India is still at a very initial level as electric PVs still have less than 0.25 percent market share. The EV segment requires immense Government support in terms of infrastructure, subsidy, allowance, recognition, etc., to get the segment to grow. I don’t want to comment on the technicalities of the segment and its products and services. Instead, on behalf of the entire dealer fraternity, I would like to assure that as a community we are committed to offering all necessary support and service to the Government for its vision about the EV industry.

Q: Episodes like FIAT & Peugeot (decades ago) and GM & MAN Trucks (in the recent past) etc., exiting the Indian market continues, leading the dealerships to lurch. What kind of safeguard mechanisms can we have to support the dealer community?

Gulati: Setting up a global brand dealership in India is a massive cost which varies from brands to segment, size of the dealership, region, location, etc. On an average setting up a premium 2-wheeler brand dealership cost somewhere around INR8-10 crore whereas setting up a premium 4-wheeler brand requires close to INR 20 - 30 crore. It is not just the setting up of a dealership which is a cost, the operation of a dealership is also a huge which involves day to day operational cost, vehicle stocking, employee salary etc. The dealer bears all this. As you know, the dealership business operates on a very minimal profit margin; any such activity by any brand ends up leading to capital loss along with loss of jobs in the sector. And now the pandemic poses another challenge for the dealer fraternity.

For example, the recent announcement by Harley-Davidson to discontinue its manufacturing and sales operations in India has left its Indian dealers stranded. This will result in the closure of 35 Harley-Davidson dealerships, with an approximate capital loss of INR 110-130 crores, besides also leading to a job loss of around 1,800-2,000 people at dealerships.

This is the fourth instance of automobile companies exiting India in the last three years (since 2017). Earlier, General Motors, MAN Truck and UM Lohia had quit their Indian operations, leaving their dealers in a similar fix. Due to FADA’s strong intervention and the Indian Government’s full-fledged support, General Motors and MAN Trucks had partially compensated their channel partners, but the UML matter remains unresolved till date.

Had there been a Franchise Protection Act in India, brands like these would not have abruptly closed their operations, leaving their channel partners and customers in the lurch.

We are already working on a draft with our legal team and have initiated communication with other retail associations to bring the Franchise law in India, which will support the dealer fraternity in the dire situation of an exit or termination.

We would also request the Government to initiate the law on priority as this law will help level the playing field for large international and domestic automakers and dealers and also help in regulating over-dealerisation.

Q: What kind of support/guidance FADA has given to its members to tide over the current situation triggered by the pandemic?

Gulati: These are unprecedented times. Everybody is making the best efforts to emerge from it in their own way. The auto dealership is one such business which was deeply impacted by COVID-19. The auto dealership is a very marginal profit business, and we do not have large funds like car and component manufacturers have, which makes it more difficult for us to emerge from this difficult time. The industry was already struggling with a 15 to 16-month slowdown, and the lockdown has pushed the entire industry further back.

FADA has provided all possible and necessary help to its dealer members. At the time of the lockdown, FADA wrote a letter to Prime Minister Narendra Modi to apprise him about the dealers’ issues and suggesting dealership survival and demand revival initiatives. Apart from this, FADA wrote a letter to SIAM making them aware of the situation of the dealers, requesting them to review the dealer margin and extend their support so that dealer can survive these difficult times. FADA quite actively worked to protect dealers from the loss on remaining stocks of BS-IV vehicles from the ban on the sale. The association petitioned the Supreme Court to extend the dateline for sale of these vehicles. At the same time, while securing the future of dealers, FADA demanded that car makers increase the dealer margin to five percent PBT and reduce the infrastructure cost by 25 percent.

FADA conducted online training for its dealer brothers, training them to prepare for maximum work with limited resources. (MT)

South Korean automotive major Hyundai Motor Group has announced a USD 15.5 billion investment plan for India from 2026 through 2032. The strategy was outlined during a meeting between Indian Prime Minister Narendra Modi and Hyundai Motor Group Executive Chair Euisun Chung at the Prime Minister’s Office in New Delhi.

To execute the 7-year plan, Hyundai Motor Group will establish a dedicated investment entity in India to manage capital allocation across manufacturing expansion, research and development, supply chain localisation and mobility services.

The investment includes an allocation of approximately USD 700 million to expand the Group's Indian R&D centre and build a vehicle testing track facility. Manufacturing expansion will focus on scaling production capacity across Hyundai Motor India and Kia India to support domestic sales and export operations.

At present, the Group maintains an annual production capacity exceeding 1.4 million vehicles in India across Hyundai facilities in Chennai (824,000 units) and Pune (170,000 units), alongside Kia India's Anantapur plant (431,000 units).

The investment strategy also targets local component sourcing, electric vehicle charging infrastructure, specialised vehicle financing, end-of-life vehicle recycling and startup investments across India's automotive sector.

"India remains one of Hyundai Motor Group’s most important and strategic markets globally. The past 30 years have been defined by our commitment to India. This investment reaffirms our commitment to India for the next 30 years and beyond. Through this investment, we will create more employment opportunities and work together with our partners and stakeholders to support India’s continued industrial development," said Chung.

Electric bus operator GreenCell Mobility, a portfolio company of Eversource Capital, has secured an equity investment of INR 3.3 billion from Impact Fund Denmark. The capital will support the deployment of approximately 4,500 electric buses, bringing GreenCell's total fleet to over 5,000 e-buses across 105 cities in India.

The funding supports GreenCell Mobility's expanding order book across intra-city municipal transport and intercity routes. The platform operates as an original equipment manufacturer-agnostic operator, managing bus procurement, depot charging infrastructure and fleet maintenance contracts under public-private partnerships and private operations.

The investment joins existing institutional backers of GreenCell, including the International Finance Corporation, British International Investment and Tata Capital, as the company expands its operational footprint across urban transport corridors in India.

Dhanpal Jhaveri, CEO, Eversource Capital, said, "Electric public mobility is moving from an emerging opportunity to an investable infrastructure asset class in India. GreenCell was created with that conviction – to build the operating capabilities and institutional scale needed to build an enduring business. The equity investment from IFD demonstrates the depth of long-term institutional capital now backing GreenCell Mobility. The next phase is about putting that capital to work with discipline – expanding the business, deepening its capabilities and creating long-term value as India transitions to electric mobility."

Devndra Chawla, MD and CEO, GreenCell Mobility, said, "We welcome IFD as a shareholder and value the continued confidence of Eversource, IFC, BII and Tata Capital as we take GreenCell forward. We have established a strong presence across both intra-city and intercity transportation, with the operating experience to manage increasingly large and complex deployment. Our focus is on executing our order book with rigour, strengthening service delivery and ensuring that the organisation keeps pace with the size and complexity of our operations. This equity investment gives us greater headroom to accelerate our plans while maintaining the standards of reliability, efficiency and customer experience that are fundamental to our business."

Lars Bo Bertram, CEO of Impact Fund Denmark, said, "India is a central market for Impact Fund Denmark. GreenCell is a strong investment opportunity in a rapidly growing market, while also addressing one of India’s major challenges air pollution. Scaling electric transportation can contribute to cleaner cities and accelerate India’s green transition."

Global vehicle safety assessment organisation Euro NCAP has released its latest testing results under 2026 evaluation protocols, highlighting a growing industry trend toward reintroducing physical buttons and switches for core driving functions. The update comes as European safety testing increasingly penalises reliance on central touchscreen interfaces for primary controls.

Under Euro NCAP's 2026 Safe Driving protocols, primary vehicle controls – including direction indicators, windscreen wipers, hazard lights, horn and emergency call buttons – must be accessible via physical controls rather than buried within touchscreen menus.

In the latest assessments, the Audi Q7 achieved a 90 percent score for driving controls, including a 100 percent rating for primary driving tasks, while the Kia EV2 also received high marks for ergonomic physical switchgear. Both vehicles secured 5-star overall safety ratings.

Conversely, Chinese manufacturer XPENG scored 20 percent for primary driving controls on its X9 MPV due to touchscreen menu dependence, despite obtaining a 5-star overall rating supported by crash avoidance and post-crash safety performance. Comparative testing across 2026 models showed European manufacturers generally scoring higher for physical switchgear, with the BMW iX3 scoring 100 percent and the CUPRA Raval scoring 80 percent, compared to lower scores for the ZEEKR 7GT at 20 percent and the Leapmotor B05 at 0 percent.

Dr. Aled Williams, Programme Director at Euro NCAP, said, "Euro NCAP is continually monitoring market trends, and the move toward placing as many driving controls within a car’s touchscreen system is one that has concerned us just as much as it has annoyed consumers. It is clear in these results that the XPENG adheres to the mantra that everything must be included in the touchscreen, despite overwhelmingly negative feedback by European car buyers. We applaud Audi and Kia for taking a more common-sense approach. Our latest protocols reward the intelligent use of physical buttons and controls, as this can reduce driver distraction, and both Audi’s new Q7 and Kia’s EV2 do an excellent job of keeping safety simple. Other manufacturers, including XPENG, would do well to follow this strategy."

The latest round of evaluations also awarded 5-star safety ratings to the BYD SHARK pickup truck under 2025-adapted protocols and a 4-star rating to the Mazda 2 Hybrid, carried over from the platform's Toyota Yaris architecture.

Stellantis India, Tata Motors Passenger Vehicles and Tata Passenger Electric Mobility have signed a definitive agreement expanding their long-standing partnership into vehicle technology and product architecture collaboration. The agreement builds on a Memorandum of Understanding signed in February 2026.

As per the terms, Tata Motors Passenger Vehicles will grant Stellantis access to its vehicle architectures and technology platforms. Stellantis will utilise its engineering resources in India to adapt these architectures for more than 50 international markets. Vehicles developed through the collaboration will be manufactured in India at Fiat India Automobiles, the 50:50 joint venture facility between Tata Motors and Stellantis located in Ranjangaon.

Shailesh Chandra, MD and CEO, Tata Motors Passenger Vehicles, said, "Our partnership with Stellantis has grown steadily over more than two decades, built on mutual trust and complementary strengths. This Agreement marks an important next step, extending our relationship into advanced vehicle technology and architecture, reflecting the strength and competitiveness of TMPV’s capabilities in these areas. We are delighted that Stellantis will leverage them to develop products for global markets. Together, we have an exciting opportunity to combine our respective strengths to create compelling vehicles engineered and made in India for customers in India and around the world."

Tianshu Xin, COO for Stellantis Asia-Pacific Region, said, "Partnerships are central to how Stellantis creates value across Asia-Pacific. By combining Tata Motors' strong capabilities in India with Stellantis' global product development and market reach, this Agreement will help us develop competitive vehicles in India and expand our export potential across international markets. It also reinforces India's growing role as a strategic manufacturing and development hub for Stellantis."

The agreement reinforces India's positioning as an engineering, product development and manufacturing export hub for both multi-national automotive corporations, integrating local supply chain scale with international market distribution networks.