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)

ELANTAS Beck India Ltd. has announced a strategic push to strengthen its speciality chemicals portfolio in response to the country’s rapidly expanding data centre infrastructure sector. The company, recognised for its expertise in electrical insulation and electronic protection, aims to support the evolving technical demands of this high-growth market.

The firm’s product range includes wire enamels, high and low voltage insulation materials, varnishes, resins, potting compounds and electronic protection solutions. These materials serve critical components across data centre ecosystems, such as transformers, generators, motors, power distribution units, cooling systems, server room electronics and battery energy storage systems.

India’s data centre capacity is growing swiftly due to rising artificial intelligence workloads, cloud computing, 5G rollouts and stricter data localisation norms. As facilities shift towards higher density and always-on operations, the need for reliable electrical infrastructure has intensified, placing greater emphasis on thermal management, cooling efficiency, electronics protection and uninterrupted energy storage.

Leveraging over 70 years of experience in speciality chemicals, ELANTAS Beck India Ltd. continues to enhance its capabilities through application-driven innovation, technology transfers and ongoing material development. The company remains focused on aligning with emerging industry standards for efficiency, reliability and performance across critical electrical and electronic applications.

Anurag Roy, Managing Director, ELANTAS Beck India Ltd., said, “As India’s data centre ecosystem continues to expand, the demand for reliable and high-performance electrical infrastructure is increasing significantly. This is creating strong opportunities for advanced insulation and protection solutions across critical applications that enable uninterrupted operations of these facilities. With our proven chemistry in electrical insulation and electronic protection, ELANTAS is well-positioned to support this evolution through application-focused chemistries designed for reliability, efficiency and long-term operational performance.”

Greaves Finance, the EV-focused non-banking financial company (NBFC) subsidiary of Greaves Cotton, has announced the successful deployment of its previously sanctioned institutional debt of INR 2.23 billion.

The capital injection, executed during the April-March 2026 fiscal cycle, has accelerated the retail lending footprint of its multi-brand electric vehicle financing platform, ev.fin, scaling its physical presence to 74 cities across India. The entity plans to surpass 80 operational cities by July 2026.

The INR 2.23 billion institutional capital was raised through a calculated asset-liability mix consisting of Listed Non-Convertible Debentures (NCDs) and structured term loans. The fundraise was anchored by a consortium of tier-one institutional lenders and asset management firms, including AK Capital, Northern Arc Investment Managers, AU Small Finance Bank, Ambit Finvest, MAS Financial Services and Maanveeya.

Backed by this capital deployment and rising consumer credit demand, the company's financial metrics as of March 2026 stand at INR 5.22 billion of Managed Assets Under Management (AUM), cumulative loan disbursements exceeding INR 7.74 billion, which includes over 55,000 active retail and fleet accounts.

Traditional automotive financing heavily weights a borrower's static income profile. In contrast, ev.fin utilises a differentiated, OEM-agnostic asset underwriting model that structures loan terms based on the real-time thermal health, degradation curves, and residual resale value of the EV battery pack.

The platform is directly embedded into the point-of-sale (POS) dealerships of major electric two-wheeler (E2W) and three-wheeler (E3W) original equipment manufacturers, including Ather Energy, Ampere, River, Hero MotoCorp, Bajaj Auto, TVS Motor Company, Suzuki and Ultraviolette.

The platform's proprietary underwriting framework allows it to issue specialised, risk-adjusted credit instruments that track the entire functional lifecycle of an electric vehicle:

P B Sunil Kumar, Executive Director & CEO, Greaves Finance, said, “The deployment of substantial funds from our existing INR 2.23 billion, marks an important milestone for ev.fin and reflects strong institutional and investor trust. Our institutional partnerships and investor endorsement have provided a robust foundation, which demonstrates support for our differentiated business model and is a ringing endorsement of the way we have decided to scale the business."

"As India’s electric mobility market accelerates, innovative and accessible financing solutions will remain central to unlocking the next phase of growth. Recognising this potential, we are actively working toward expanding our lender ecosystem to support our next growth cycle while maintaining robust underwriting and portfolio quality,” he concluded.

The Mexican federal government has officially unveiled the prototype for Olinia, the country's first domestic electric vehicle (EV) brand. Coordinated by the Ministry of Science, Humanities, Technology, and Innovation (SECIHTI) and manufactured in Puebla, the project represents Mexico’s strategic shift from a pure export-oriented assembly hub to a developer of national intellectual property says a report by Mexico Business News.

Commercial production for Olinia is slated to begin in 2027, with the brand looking to challenge the historical dominance of foreign manufacturing frameworks.

Claudia Sheinbaum, President, Mexico, said, “Olinia represents the seed of a new innovation ecosystem built from Mexico."

The initiative directly addresses Mexico's long-standing reliance on final-assembly manufacturing under trade agreements like the USMCA. While countries like China capitalised on state coordination and strict supply chain control to build massive domestic EV ecosystems, Mexico historically lagged in capturing high-value-add automotive IP.

To bridge this gap, SECIHTI orchestrated an intensive 18-month engineering phase, uniting academic and public research powerhouses – including the Instituto Politécnico Nacional (IPN), Tecnológico Nacional de México (TecNM), UNAM and UPAEP.

The brand's debut model, the Olinia Uno, targets urban utility and aggressive affordability, aiming for a market segment largely overlooked by global legacy automakers.

The Olinia Uno is expected to cost approximately MXN 150,000 or USD 8,600 (INR 716,466), comes with a 14.7 kWh battery, with a claimed range of approximately 125 km per charge and a top speed of 50 kmph. The EV is expected to offer a low running cost of around MXN 0.5 or INR 2.74 per km.

In terms of features, the EV comes with a 7-inch centre display, Bluetooth 5.0, USB/USB-C ports, 6-passenger capacity and wheelchair accessibility.

Operating under a mixed-ownership corporate structure, the Olinia project is currently seeking MXN 200 million (USD 11.4 million) in private capital to transition from prototype to commercial manufacturing. Facility construction in Puebla is scheduled to begin between August and September 2026.

The plant is expected to debut with an initial capacity of 20,000 units per year, aiming to scale to 50,000 units within four years and eventually peak at 100,000 units annually. Olinia will launch with 50 percent localisation, with a mandate to hit 75 percent localisation by 2030.

The project is led by Director Roberto Capuano Tripp, with the initial phase involves deploying 2,000 charging points across Mexico City, the State of Mexico and Puebla to support the mass transition of public transport and taxi fleets.

To accommodate the rollout, federal authorities are collaborating with the Ministry of Economy to draft a new regulatory framework specifically governing low- and medium-speed urban vehicles. Furthermore, the vehicle's battery design incorporates a circular-economy strategy: power cells will be repurposed for residential energy storage before undergoing final chemical recycling at processing facilities in Sonora.

Ultraviolette has entered the record books as the first Indian production motorcycle to tackle and finish the gruelling Isle of Man TT Mountain Circuit. This world-famous course, stretching 37.72 miles (60.72 kilometres), is widely considered one of the most punishing tracks in global motorsports.

The feat occurred on 6 June 2026, when several F77 MACH 2 machines from Ultraviolette successfully navigated the full 60.72 kilometres of demanding tarmac. A trio of skilled riders – former TT winner James Hillier, actor and biking enthusiast Ranvijay Singha and national champion Abhishek Vasudev – piloted the electric motorcycles. Official recognition for the accomplishment has come from both the Asia Books of Records and India Books of Records.

This success represents a turning point for the nation’s expanding electric vehicle sector. The F77’s ability to master one of motorcycling’s most revered circuits highlights the advanced performance potential of Indian-designed electric motorcycles on an international stage. Ultraviolette views the achievement as a major step in its ongoing effort to redefine electric mobility and position India as a frontrunner in future transportation solutions.

Narayan Subramaniam, CEO and Co-Founder, Ultraviolette, said, "Completing a lap of the Isle of Man TT Mountain Course with the F77s is a significant milestone for Ultraviolette and a proud moment for Indian design and engineering. It demonstrates how far electric motorcycle technology has evolved and reinforces our belief that high-performance electric mobility can compete on the world's most demanding stages.

“For decades, the Isle of Man TT has been where motorcycle technology is tested, proven and celebrated. The TT Zero class was ahead of its time and showed the world that electric motorcycles could be more than an alternative; that they could be genuinely exciting, competitive and capable. Today, electric motorcycles have reached an entirely new level of capability and we would love to see electric racing return to the Isle of Man TT and continue driving the next chapter of motorcycle innovation."