Q: India’s two-wheeler market is highly competitive and dominated by commuter two-wheelers. How will Benelli field its products?

Jhabakh: The Indian two-wheeler market is the largest in the world as we speak. Barring the slowdown in the last one year, it is one of the growing markets at a high pace. So, I believe once we get through the tough period, we will go back to the heyday’s growth numbers.

Definitely, when the market size is big and so much at stake, one can expect a lot of competition around, which is what we see in India. Earlier the Indian two-wheeler market was completely dominated by commuter bikes, but in recent years, we are witnessing the emergence of the premium and mid-premium segments. Though the numbers are small, the segments are growing very strongly over the last few years.

Our products and services bring a different value proposition to the Indian market. Benelli is a fairly young brand in India compared to our peers, but we are confident about our products. We are currently offering products in the range between 250cc to 600cc, which is just above the commuter segment that is the150-200cc space. With our current product portfolio, we cater to different customers from the cruising, adventure, sports segments and more. So that way, we have a lot of depth in our portfolio and focus on value for money products.

Q: What consumer-centric initiatives are you planning to introduce to support the user’s requirement and enhance Benelli’s brand image?

Jhabakh: Benelli has been in India for the last two years only and sold over 5,000 units. As of now, we 35 dealers across the country. In that sense, we have been picking up a lot of recognition and becoming one of India’s fastest-growing brands.

We aim at continuing the growth with the launch of new products in 2021. The company will also increase our dealership network and retail presence across the country. The company targets to have 60 outlets by March and, from there on, we will be adding approximately two dealers every month in our network. So, the intention is to continue growing organically. With this, the brand will reach to more people and geographics increasing the overall awareness.

Apart from this, Benelli will also be focusing on riding activities to enhance brand awareness. Going forward, based on how situation permits, we have aggressive plans for different types of riding activities such as day, night and weeklong rides.

Q: How is Benelli managing the spare part supplies as many companies face issues on importing parts, especially from China?

Jhabakh: Benelli imports spare parts from multiple countries and locally. Of course, due to lockdown, there was a little bit of concern on the supply chain side.

When we started two years ago, we did not have a single local supplier. Today, we have around 20-25 local suppliers and are currently in talks with many suppliers. We aim to increase the local content in our products and reduce dependency on imports without compromising quality.

Q: What are the plans for localisation? What upgrades are expected in the production lines to increase the production capacity?

Jhabakh: Localising the content and getting Indian suppliers on board have always been our aim as it also safeguards us from global shocks, like the one we just faced. We are already working with about over 20 suppliers in India, primarily for the Imperiale 400, because that is the product which has the maximum volume for us in our portfolio.

We were in the discussions with many suppliers, but we had to halt the talks due to the lockdown. When we procure certain safety products, like brakes, abs, the process of testing can take as long as nine months to one year and requires extensive testing before we can change to a new supplier.

On investments and up-gradation, we utilised the lockdown period to upgrade our capacity at the plant. We now have a capacity of 30,000 units a year.

Q: In India, dealers make less than one percent profit in the business. How are you taking new dealers onboard and on which cities Benelli will focus?

Jhabakh: Benelli takes dealerships and their profitability very seriously. We keep a good balance between the investments that somebody makes into the business and returns. We have been through the closure of four to five months and still managed to hold on to all the dealers in our network. In fact, we have added dealers to our network through digital launches. So, people continued to showcase their confidence towards the brand, the products, and the company’s future strategy.

We will expand on pan India for the dealership, having a major focus on the north and west India. We already have a good presence in the south in terms of dealerships.

Q: Common issue plaguing the premium two-wheeler industry is service reliability. How does the company plan on winning customer confidence with service?

Jhabakh: We also don’t want our customers to face after-sales or service issues. If you buy an Imperiale today, you get a three-year warranty along with two years of free service. Apart from that, we have roadside assistance, AMC and pick and drop facilities. We also keep a smooth supply of service products focusing on our customers’ after-sales experience, so that at any given point of time, they do not have to worry about a part failure.

Since our bikes are specialised, it requires specialised training to service them. We have an internal training programme and a training facility that train all our dealership staff, especially for new dealerships or new products. In fact, during the lockdown, we converted all our training into e-training modules. We have created video modules which have helped us to save time and money.

We also have a concept called the Flying Doctor, where if a dealership is facing a problem which is not getting resolved for two or three days by the dealership staff, then highly technically trained personnel will be deployed to the dealership to resolve the problem. We are also now coming up with DIY videos and DIY sessions at our dealerships across the country where we invite customers to come down and learn how to do basic maintenance on their bike and share tips to improve the bike’s life the ride quality.

Q: At present, Benelli has only one model Imperiale 400 complying with BS-VI emission norms. Tell us about your plans to upgrade the other models to the new norms?

Jhabakh: Initially, the plan was to launch the BS-VI Imperiale in April 2020 and just before the festival, we wanted to upgrade the rest of the portfolio. But we had to shelve our plans due to COVID. We were able to introduce the BS-VI bike only in August post which we did not want to bring in any other bikes towards the end of the year. So that’s why we decided, from January 2021, we will start launching the rest of our BS-VI portfolio. Between January and August, we will be launching five to six new models in BS-VI. Initially, we plan to bring back the 500cc category. So, you will have the TRK and Leoncino come back, after that we will move on to the sub 500cc category.

We are planning to expand our 250cc portfolios. We launched the Leoncino 250 last year and strongly consider bringing other variants in the 250cc range.

Q: Would you be introducing electric bikes in India? Elaborate.

Jhabakh: Benelli, as part of the global portfolio, has e-bikes in certain countries. We have been closely monitoring the e-bike market in India. I think the Government of India has also been putting a very strong push for e-bikes in India. So, in 2021 we will focus on reintroducing our BS-VI portfolio and based on how the e-bike market develops and matures, we will plan for it later.

Q: How important is digitalisation for Benelli?

Jhabakh: Digitalisation has always been important. All the companies are moving towards being more digital, and the pandemic has only uplifted the pace for digitalisation. The entire buying experience has a couple of steps. At first, people do their research on the products, prices, finance and comparisons online. We have been investing a lot of our time and money in the digitalisation. We are trying to make information available to consumers on platforms that they are accessing. In fact, when we had launched the Imperiale 400, we made bookings available online.

In the second step, customers want to complete the transaction in an offline mode where they would like to come down to the store and get a feel of the bike, brand and environment before making the final decision and that is where our dealer network becomes very important. I do not see the entire buying process moving digitally, but a large part of the information process that goes into the buying decision will definitely move to digital. We will keep enhancing connected technologies in our products.

Q: Do you have any plans to set up a manufacturing facility?

Jhabakh: To have a manufacturing facility, it requires large investment and sales numbers for it to be viable. In 2019, we grew 100 percent compared to a year ago. Despite the lockdowns, we clocked a growth in 2020. For 2021, we target to grow by 100 percent. So, our idea is to continue improving sales numbers with the increasing level of the localised content. Once we reach a certain number sales per month, then there is viability to have a manufacturing plant.

Q: With complete localisation, by how much do you expect the overall price to come down?

Jhabakh: It is a difficult question to answer because localisation happens over time. Localisation needs investments and it is not about just replacing an outsider supplier with a local one. So, the answer is not that straightforward that the price will drop by this percentage. Localisation and price drop go hand in hand. The more you localise, the more the price will come down.

Q: What are the challenges in the business?

Jhabakh: I think more of the recent challenges have been with the lockdown and the lockdown’s subsequent opening. We import parts from many countries globally and because of the different rules in each country and states within the country, there has been a huge disruption in the global supply chain.

Also, the global restart has not been very kind. Freight expenses have shot up through the roof and the container availability has become very difficult. Parts that were taking 25 to 30 days transit time are now taking 45 to 60 days of transit time. But we see this as restarting issue and every week it is getting slightly better. We are hoping that maybe by February or March the market should stabilise. Also, after the festival season, many people have started buying again, be it bikes or cars or electronics or cloths. So, consumer spending capability is now slowly beginning to come back. If we continue in this format, and if there are no more shocks in the market, I think many of these challenges will go away. (MT)

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Bengaluru-based electric two-wheeler maker Simple Energy has inaugurated five new retail outlets in Delhi, Nashik, Aurangabad and Siliguri. The expansion increases the company's footprint across North, East and Western India, bringing its total network to approximately 70 outlets in 38 cities.

The company has implemented a strategy of pairing showrooms with dedicated service centres to support vehicle ownership. The EV maker has added two new locations in Delhi and Maharashtra each. It has also added a new 3S facility in Siliguri, West Bengal.

The new stores showcase the Simple One Gen 2 and Simple OneS Gen 2 e-scooter lineups. The Gen 2 model is available in two battery configurations (4.5 kWh) at INR 169,999 and 5.0 kWh battery configuration at INR 177,999 designed for long-range commuting. The prices are all ex-showroom Bengaluru, respectively.

Going forward, Simple Energy aims to reach 100 stores across India in the coming months. Future locations identified for expansion include Nagpur, Ranchi and Bhubaneshwar. The company currently operates in major hubs including Bengaluru, Hyderabad, Chennai and Kochi.

Suhas Rajkumar, Founder & CEO, Simple Energy, said, “This expansion of Simple Stores marks a key step in strengthening our pan-India presence. By growing our footprint across North, East, and Western India, we are enhancing accessibility and building a stronger service network for our customers. Our scooters are engineered for long range and high performance, delivering reliable, anxiety-free rides for everyday commuting. As we scale towards 100 stores across India, we remain focused on making electric mobility practical, dependable, and widely accessible.”

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Honda Motorcycle and Scooter India (HMSI) has recorded 10 million cumulative sales in the East region of India. The achievement covers markets in West Bengal, Bihar, Odisha, Jharkhand and the north-eastern states, signalling the manufacturer's expansion across both metropolitan and semi-urban areas.

The sales volume has been driven primarily by demand in cities such as Kolkata, Patna, Ranchi, Bhubaneswar and Guwahati. Honda Motorcycle & Scooter India's operations in the region are supported by a network of over 1,200 sales and service touchpoints.

The Activa and Dio models remain the primary drivers in the scooter segment, while SP125 and Shine 125 were volume contributors in the motorcycle segment. The company recently entered the EV market with the Activa e: and QC1 electric scooters.

Honda Motorcycle & Scooter India currently maintains a diverse product line-up ranging from 100cc to 200cc in the mass-market segment. For premium motorcycles, the company operates two distinct retail formats: BigWing Topline, which handles the 200cc to 1800cc range in major cities, and BigWing, which focuses on the mid-size 200cc to 500cc segment.

The current premium range includes models such as the CB350 series, NX500, and the Gold Wing Tour. Growth in the East region is attributed to brand trust, product quality, and established resale value within the local market.

Mutsuo Usui, Director - Sales & Marketing, Honda Motorcycle & Scooter India, said, “The 10 million sales milestone in the East region reflects how deeply our products are integrated into the everyday mobility needs of customers across diverse markets. The accelerated growth in recent years highlights the increasing confidence in our portfolio and the strength of our network across metros as well as emerging towns. As we move ahead, our focus will remain on expanding accessibility, strengthening customer experience and driving the next phase of growth across the region.”

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Triumph Motorcycles has attained a new sales milestone of having over 100,000 motorcycles on Indian roads. Following this, the two-wheeler maker has announced updated pricing for its mid-capacity range, offering on-road savings of up to INR 21,500. The new price structure is supported by an 18 percent GST bracket applicable to the company's 350cc engine models.

The company is targeting growth in FY2026-27, leveraging its network of over 230 stores across 200 towns in India. The revised pricing strategy is intended to increase the accessibility of the 350cc and 400cc portfolios while maintaining the engineering standards and engine character associated with the brand.

Updated Pricing (Ex-showroom Delhi):

• Triumph Speed T4: INR 195,000
• Triumph Speed 400: INR 231,890
• Triumph Scrambler 400: INR 259,241
• Triumph Thruxton 400: INR 265,538
• Triumph Scrambler 400 XC: INR 289,534

Manik Nangia, President, Probiking, Bajaj Auto, said, "Bolstered by the massive success of our 400 range, with 100,000 Triumphs now on Indian roads, we enter FY2027 with strong momentum. The 18 percent GST bracket enables more competitive pricing while retaining the character and engineering excellence that define our products. We are confident that with these on-road savings, we will be able to bring many more riders into the Triumph family."

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Royal Enfield has announced the expansion of its Hunter 350 portfolio with the introduction of a Base Premium variant and two additional colourways for the Top variant. The updates were unveiled at the company’s HunterHood event in Lucknow on 4 April 2026.

The new Base Premium variant, available in Tarmac Black, is designed to provide an entry point into the range while incorporating features from higher-specification models.

It now gets alloy wheels replacing traditional spoke rims, a digi-analogue instrument cluster paired with rotary switchgear, single-channel ABS and a slip and assist clutch.

It also gets an updated round halogen headlamp, stitched seat and grab rail.

Furthermore, the top variants get two colour options Mumbai Yellow and Moonshot White.

The expansion aims to increase the reach of the Hunter 350 beyond urban centres into smaller towns and rural markets. The model continues to target a generation of riders seeking a lightweight and agile motorcycle for city environments.

The Hunter 350 base premium Tarmac Black model comes at INR 149,900 and the top variant in Mumbai Yellow / Moonshot White at INR 169,804.

Yadvinder Singh Guleria, Chief Commercial Officer, Royal Enfield, said, “The Hunter 350 continues to resonate strongly with a new generation of riders who value simplicity, usability and a strong sense of identity in what they ride. With the introduction of the Base Premium variant, we are strengthening the Hunter’s proposition by offering meaningful upgrades that enhance the everyday riding experience while keeping the platform accessible to a wider set of riders. This allows the Hunter to continue expanding its footprint not just in urban centres, but increasingly across smaller towns and rural markets as well. Additionally, the new colourways — Mumbai Yellow and Moonshot White — further reinforce the Hunter’s role as a motorcycle that reflects the culture, individuality and self-expression of the riders who choose it. We are confident that the 2026 Hunter 350 will continue to strengthen its place as a defining motorcycle for a new generation of riders across India.”

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