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)

ZF Group has taken a prominent position at Prawaas 5.0, India’s premier multimodal transport exhibition, currently underway in Gandhinagar, Gujarat. The event, hosted by the Bus and Car Operators Confederation of India (BOCI), runs from 9 to 11 July 2026 at the Helipad Exhibition Centre, gathering industry leaders, government officials and technology providers to deliberate on the future of mobility.

ZF Group is presenting an extensive array of Original Equipment and Aftermarket solutions aimed at accelerating India's shift towards safer roads and cleaner commercial transportation. The company's exhibit spans electrification, braking systems, chassis engineering, advanced safety features and digital connectivity, underscoring its strategic intent to equip the Indian market with innovations that enhance performance and environmental sustainability.

A standout feature is the AxTrax 2, an integrated electric axle for light and medium-duty buses that consolidates the electric motor, inverter, electronic control unit and transmission into a compact housing. This system delivers high efficiency and power output, making it suitable for battery-electric, fuel-cell and trolley bus applications, thereby facilitating local zero-emission public transport.

Complementing this is the RL82A front axle system for city buses, featuring a low-floor design with a wide centre aisle and steering angles up to 55 degrees for improved manoeuvrability in congested settings. The system also incorporates low-maintenance construction and internally ventilated disc brakes, enhancing passenger comfort and active safety in demanding urban environments.

Additional offerings include Door Control Solutions with clamping protection and emergency functions, along with advanced driver assistance systems, electronic braking and stability controls, tyre pressure monitoring and connected technologies like Bus Connect. The Aftermarket division presents fleet-oriented products including 360-degree camera systems, brake components and maintenance essentials to ensure vehicle uptime and lifecycle reliability.

ZF Group India’s leadership is also contributing to industry conversations – Paramjit Singh Chadha, Senior Vice President, ZF Group, will be a lead panellist at the session ‘Electrifying School Bus Transport for a Cleaner Future’, held on 10 July. Through its comprehensive presence at Prawaas 5.0, ZF is reinforcing its dedication to India’s public transport evolution, showcasing safer, cleaner and more connected mobility solutions at Booth 12 A6C.

Akash Passey, President, ZF Group India, said, "India's public transport ecosystem is undergoing a fundamental transformation, driven by rapid urbanisation, sustainability goals and an increasing focus on road safety and operational efficiency. At ZF, we are enabling this transition by bringing together globally proven technologies and local engineering expertise to support our customers across every stage of their mobility journey. Our participation at Prawaas 5.0 reflects our commitment to delivering integrated solutions that not only address today's transportation challenges but also lay the foundation for a connected, electrified and software-driven future for commercial vehicles in India."

Paramjit Singh Chadha, Senior Vice President, ZF CVS India,  said, "The future of bus mobility will be defined by intelligent systems that seamlessly integrate safety, electrification, connectivity and vehicle control. At ZF, we are developing scalable technologies that help OEMs and fleet operators improve vehicle performance, passenger safety, operational uptime and total cost of ownership while preparing for the next generation of commercial vehicles. Through our comprehensive portfolio showcased at Prawaas 5.0, we continue to support India's transition towards smarter and more sustainable public transportation."

The Honda India Foundation (HIF) has held a ground-breaking ceremony for a Road Safety Centre of Excellence (CoE) in Viramgam, Gujarat.

The centre is designed to provide road safety education through training and simulation-based learning. It is scheduled to open in 2027 and is expected to provide safety programmes for 5,000 people each year.

The CoE will feature a Road Safety Education & Awareness Wing equipped with training tools for students, youth groups and local communities. Additionally, it will include an Accident Research & Data Analytics Unit to examine traffic patterns, identify risk locations and assist with safety audits.

Vinay Dhingra, Trustee, Honda India Foundation, said, “Road safety requires a combination of awareness, training and data-driven insights. Through this Centre of Excellence, we aim to create a practical platform that supports safer road behaviour, promotes road safety education and contributes to more informed safety interventions. This initiative reflects Honda India Foundation's continued commitment to strengthening road safety awareness and fostering safer road-use practices at the community level.”

Gyanender Singh Malik, Director General of Police, Gujarat State, said, “We appreciate Honda India Foundation’s support in setting up this Road Safety Centre of Excellence in Gujarat. The Centre will help strengthen structured road safety education and support data-led interventions for safer roads. Such collaborations add value to the state’s efforts towards improving road safety awareness and reducing road accident risks.”

French automotive major Renault India has further deepened its India commitment with strengthening of its design team in the country.

The company has roped in Jean-Philippe Salar as the new Design Director at Renault Design Centre India. He succeeds Julien Sabatier, who is set to take on the role of Head of Design Factory India and UI Management.

Sabatier led the Design Studio for the last three years and, on his part, was instrumental in setting up Renault’s Design Studio in India as part of the French automakers ‘renault. rethink’ strategy. He delivered over 10 projects for Renault for both India and Europe market and played a key role in the introduction of the new Duster SUV in India.

In his new role, he will focus on developing and industrialising future projects and implementing UI (User Interface) functions in India.

Salar is a Renault Group veteran having started his journey with the French automotive brand in 1996, and has extensive design experience across brands such as Renault, Dacia, LADA and Mobilize.

The design centre is part of the company’s ‘design in India’ and ‘make in India’ strategy. It functions as a hub of excellence, particularly due to its proximity to Renault Nissan Technology & Business Centre India (RNTBCI).

China’s SAIC Motor-owned British marquee brand MG has unveiled its technology roadmap centred on its next-generation Plug-in Hybrid+ systems, SolidCore battery integration and advanced driver assistance systems (ADAS) at MG Tech Day at its UK headquarters in London.

The automaker unveiled its new Plug-in Hybrid+ system, which features 1.1-litre and 1.5-litre turbocharged petrol engines. The company states that it achieves thermal efficiencies exceeding 42 percent. The powertrain incorporates a hybrid transmission with two technologies: Power Split and Motor Decoupling. The latter isolates the generator during electric driving to improve energy efficiency.

The first model to feature this system will be the MG ZS Plug-in Hybrid+, scheduled for launch in 2027.

MG also confirmed the introduction of its SolidCore battery across future Plug-in Hybrid+ models. This semi-solid-state technology is designed to provide consistent power delivery and range stability across various temperatures and driving conditions. The battery will debut in three upcoming B, C and D-segment SUVs.

Furthermore, MG is refining its driving assistance technologies using data collected from over 1.2 million kilometres of driving across 24 European countries.

The One Touch iAD system for parking is production-ready, supporting scenarios such as kerbside parking, reverse paths of up to 100 metres and exit manoeuvres in tight spaces.

A highway assistance system capable of managing motorway entry, exit and lane changes is scheduled for a late 2027 debut in a new MG SUV. Urban NOA capabilities are planned for 2028.

Lastly, the company is conducting Level 4 Robotaxi trials across Europe, the Middle East and China to support long-term mobility research.

MG company stated that these developments reflect a focus on ‘making advanced technology more accessible, useful and relevant for everyday drivers.’