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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Suzuki Motorcycle India (SMIPL), the two-wheeler subsidiary of Suzuki Motor Corporation, Japan, has opened its first dealership in Bathinda, Punjab, under the name Pluton Motors, which follows the recent opening of Pluton Wheels in Ludhiana.

With the addition of this location, SMIPL's retail network expands to 1,245 outlets across India. The Bathinda outlet functions as a 3S facility, consolidating sales, service and spare parts within a single location. The opening marks the company's 13th retail location in Punjab.

The facility displays Suzuki Motorcycle India’s complete two-wheeler lineup, including the Access, Avenis, and Burgman Street scooters, alongside the company's electric scooter, the e-Access. The performance motorcycle segment is represented by the Gixxer, Gixxer SF, Gixxer 250, Gixxer SF 250 and the V-Strom SX adventure motorcycle.

The dealership incorporates a service workshop with diagnostic tools for vehicle maintenance, and handles the distribution of official accessories, apparel and merchandise.

Kenichi Umeda, Managing Director, Suzuki Motorcycle India, said, “Pluton Suzuki in Bhatinda brings us closer to our customers, giving them easy access to our full range of scooters, motorcycles, and after-sales services. This dealership allows us to be by the side of our customers, ensuring a smooth and enjoyable ownership journey. Beyond the products, we also look forward to engaging with customers through our initiatives like Suzuki MotoFest, the Access Mileage Contest, V-STROM Experience rides, and Gixxer Pitstop that truly celebrate the spirit of motorcycling. We sincerely thank our dealer partner, Gauarav Kanodia & Rajan Aggarwal for their collaboration in making this possible. With this new addition, we now have 13 touchpoints in Punjab.”

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Chennai-headquartered Royal Enfield, the mid-size motorcycle segment leader under Eicher Motors, has officially expanded its twin-cylinder lineup with the launch of the Bullet 650 in India.

The introduction marks the most powerful displacement variant in the model's 94-year continuous production history, following its initial public presentation at the EICMA 2025 motorcycle show in Milan.

The motorcycle is priced at INR 364,856 (ex-showroom) and is available for retail purchase at authorised Royal Enfield dealerships across India.

The Bullet 650 transitions the classic commuter nameplate onto Royal Enfield's 650cc parallel-twin engine architecture, featuring a 6-speed gearbox equipped with an assist and slipper clutch for lighter lever operation. The chassis is built around a steel tubular spine frame.

It is developed in partnership with Showa, featuring 41mm front forks with 120mm of travel and twin-tube hydraulic shock absorbers at the rear providing 112mm of travel. The motorcycle retains traditional proportions with a 19-inch front spoked wheel and an 18-inch rear wheel setup to maintain its signature upright stance.

The mechanical layout is completed by a pair of dual peashooter exhaust pipes finished in chrome, tuned to deliver a distinct, low-frequency twin-cylinder exhaust note.

The styling cues of the Bullet 650 pay direct homage to its historic post-war iterations, specifically referencing design hallmarks established by the brand in 1954:

The Bullet 650 features the iconic teardrop fuel tank decorated with a vintage-inspired 3D winged badge and hand-painted gold pinstripes. The front fascia retains the traditional steering casquette housing an updated LED headlamp, flanked by signature ‘tiger-eye’ pilot lamps.

The switchgear uses polished aluminium housings equipped with retro-styled rotary switches and adjustable hand levers.

The seats come fitted with a contoured, single-step bench design to offer optimised cushion support for long-distance riding alongside easy ground clearance for the rider.

The instrument cluster bridges vintage aesthetics with modern instrumentation, integrating a classic analogue speedometer with a secondary digital LCD layout that relays fuel levels, trip parameters, a gear position indicator, and automated service reminders.

The motorcycle debuts with two primary dual-tone factory paint schemes engineered to highlight its old-school lines – Cannon Black and Battleship Blue.

B Govindarajan, Managing Director, Eicher Motors and CEO, Royal Enfield, said, “For over nine decades, the Bullet has stood as a symbol of authenticity, resilience, and unmistakable character — defining Royal Enfield’s philosophy of Pure Motorcycling. With the all-new Royal Enfield Bullet 650, our approach was not to reinterpret the Bullet, but to elevate it with modernity and authenticity. Every element — from its proportions and silhouette to its stance and detailing has been carefully evolved to retain the pure essence and character of the iconic machine, while seamlessly integrating the power and refinement of the parallel twin 650cc platform. The interest since its global showcase at EICMA 2025 reaffirms how deeply the motorcycle resonates with the riders across the globe, proving it is the original icon of the motorcycling universe.”

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Honda Motorcycle & Scooter India (HMSI) has surpassed the 10 million cumulative two-wheeler sales milestone across North India, which includes Delhi, Haryana, Chandigarh, Punjab, Himachal Pradesh, Rajasthan, Jammu & Kashmir and Ladakh – accounted for approximately 15 percent of the company’s overall domestic wholesale volume during FY2026.

The milestone highlights Honda Motorcycle & Scooter India’s ongoing consolidation in key volume categories across northern states. According to internal wholesale tracking data for FY2026, the manufacturer secured an approximate 75 percent market share (nearly three out of every four units sold) within the entry-level 110cc scooter sub-segment in the region. The brand also maintained a strong volume share within the 125cc commuter motorcycle class, driven by steady regional demand for platforms like the Shine 125 and SP125.

To manage its regional sales volume and support vehicle lifecycle requirements, the company currently operates an expansive network of more than 1,000 authorised customer service and touchpoint locations across the northern zone.

Looking forward, HMSI intends to build on this regional volume foundation by systematically expanding its premium ‘BigWing’ retail network. This physical expansion will coincide with a strategic push to enhance its mid-size and higher-displacement motorcycle line-up to address premiumisation trends in semi-urban and metro markets.

Mutsuo Usui, Director of Sales & Marketing, Honda Motorcycle & Scooter India, said, “Reaching the 10 million milestone in North India reflects how deeply two-wheelers are embedded in everyday mobility across the region, particularly beyond the large urban centres. Our focus has been on building consistent access and reliability over time and we see this continuing as customer expectations evolve.”

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Bengaluru-based electric two-wheeler manufacturer Ultraviolette Automotive has announced a major engineering pivot for its upcoming Tesseract e-scooter, transitioning the vehicle to a new 100V high-voltage powertrain architecture.

This shift, it claims, makes it India’s first electric scooter built on a 100V platform. To accommodate these extensive technical re-engineering cycles and subsequent validation testing, the official commercial launch has now been pushed to January 2027.

The technical overhaul follows a public roadshow across 30 Indian cities, where the company said it gathered direct consumer feedback from prospective buyers. Ultraviolette has received over 70,000 bookings for the Tesseract since its initial conceptual reveal.

The transition from a conventional 60V setup to the 100V platform was driven by the challenge of managing high current flow and exponential heat generation while chasing performance targets. The production-spec Tesseract is equipped with a 15kW peak power electric motor, delivering roughly three times the power output of mainstream electric scooters and mimicking the performance metrics of a 200–250cc combustion engine.

The production-spec Tesseract is scheduled to enter early assembly and tool-up phases by the end of 2026. Production will be handled at the company's upcoming manufacturing plant, which is set to boost Ultraviolette’s localised production capabilities from 60,000 units annually to 150,000 units to support the higher volume requirements of its mass-market scooter line. The company is targeting initial retail distribution and customer deliveries within the first quarter of 2027, with base prices projected to start around INR 145,000 (ex-showroom).

Narayan Subramaniam, CEO and Co-Founder, Ultraviolette, said, “Building the Tesseract has been an incredibly ambitious and challenging journey for us. As we pushed the platform further through development and validation, it became evident that achieving the benchmarks we had set for ourselves required additional engineering and refinement – especially on the ride ergonomics and radical redesign of the battery architecture. While this extends our launch timeline, it ensures that every Tesseract customer receives a scooter that is not only future-ready but embodies the Ultraviolette DNA of performance, technology, and reliability.”

Niraj Rajmohan, CTO and Co-Founder, Ultraviolette, added, “From the very beginning, the vision for the Tesseract was to create a scooter that would redefine benchmarks for the industry. Delivering on the performance and technology promises we made, while staying true to the Ultraviolette DNA, required us to rethink and evolve the platform significantly. The transition to a 100V architecture is a major step in that direction, enabling higher levels of power delivery, load carrying capability, and efficiency. Every engineering decision we have made on the Tesseract has been guided by our commitment to deliver a product that sets a new standard for mobility- in India and globally.”

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