Auto recap, June 9: New TVS e-scooter patent leaked, 2025 Suzuki GSX-8R launched, Audi A4 Signature Edition launched
The automotive industry is experiencing rapid changes, which make it difficult to stay informed about all the latest advancements. At HT Auto, we are dedicated to delivering the most relevant and current information as it becomes available. Below is a concise overview of the key highlights from Monday, June 9.
Tata Harrier EV: A showcase of Tata Motors' global tech ties and EV ecosystem vision
The recently launched Tata Harrier EV highlights the company's deep-rooted collaborative strategy for EVs. Partnering from early days (Tata Power, AutoComp) to present (Harman/Continental), the company aims to leverage global tech and a "local for global" approach for competitive, advanced products.
Also Read : Tata Harrier EV: A showcase of Tata Motors' global tech ties and EV ecosystem vision TVS patent leak hints at new electric scooter. Is it the brand's next global electric model
TVS Motor Company appears to be preparing for its next major push in the electric two-wheeler space. A new scooter design, recently leaked via a patent filing in Indonesia, offers the first glimpse at what could be the company's upcoming electric model. Though there is no confirmation regarding its market-specific launch, the scooter is rumoured to be the new entry-level EV that TVS has already hinted at—a model positioned likely below the iQube in pricing and features.
Also Read : TVS patent leak hints at new electric scooter. Is it the brand's next global electric model 2025 Suzuki GSX-8R with OBD-2B compliant engine launched at ₹ 9.25 lakh. Check details
The 2025 Suzuki GSX-8R has been launched in India with a price tag of ₹ 9.25 lakh, ex-showroom. The update now makes the GSX-8R OBD-2B compliant. With the OBD-2B refreshed, Suzuki is looking to balance environmental responsibility with performance, providing a smooth ride that entices enthusiasts and riders alike. The engine powering the GSX-8R is a 776cc parallel-twin with DOHC and four valves per cylinder that uses a 270-degree crankshaft. This arrangement provides a torquey powerband to get you through traffic, as well as an unmistakable exhaust note, something akin to a V-twin. Also, Suzuki's patented Cross Balancer system is claimed to minimise the engine vibrations, which improves comfort, especially for longer rides.
Also Read : 2025 Suzuki GSX-8R with OBD-2B compliant engine launched at ₹ 9.25 lakh. Check details Audi A4 Signature Edition launched in India at ₹ 57.11 lakh, gets minor design and feature enhancement
The Audi A4 Signature Edition has been launched in India with a price tag of ₹ 57.11 lakh, ex-showroom. The new special edition model is based on the existing Technology trim. The Signature Edition includes a set of factory-fitted accessories and minor design enhancements but retains the core mechanical and equipment package of the standard A4.
Also Read : Audi A4 Signature Edition launched in India at ₹ 57.11 lakh, gets minor design and feature enhancement. Check details
Get insights into Upcoming Cars In India, Electric Vehicles, Upcoming Bikes in India and cutting-edge technology transforming the automotive landscape.
First Published Date: 10 Jun 2025, 07:16 AM IST
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Economic Times
an hour ago
- Economic Times
Tata is now riding the new wave: What lies ahead?
Synopsis Tata Group, under N Chandrasekaran's leadership, has significantly grown in revenue, profit, and market capitalization through strategic investments. The conglomerate is now focused on navigating technological shifts and geopolitical complexities. Key areas of focus include Tata Electronics, Air India, and Tata Digital, with substantial investments planned for new-age sectors and job creation. ET Online Tata Group, one of India's biggest conglomerates which has been almost a proxy for the country's industrial strides over decades -- from steel to automobiles to software -- now stands at a crossroads as technological, regulatory and geopolitical shifts alter the business landscape across the world and demand the behemoth to be nimble. Over the past five years, Tata group nearly doubled revenue and more than tripled net profit and market cap when it spent Rs 5.5 lakh crore to be "future fit," said Tata Sons chairman N Chandrasekaran, in the latest annual report. Group revenue from all listed and unlisted entities was Rs 15.34 lakh crore in FY25, with net profit at Rs 1.13 lakh crore and market cap at Rs 37.84 lakh crore, according to the Tata Sons cited the example of Tata Motors as signifying the group's resurgence. "Let me pause and mention one example that exemplifies the best of what we can do: Tata Motors," he said. "With barely 5% share in passenger vehicles in 2017, it seemed an implausible idea that Tata Motors could launch India's first electric vehicle in under one year from design to production, that its market position could rise from 6th to top-3 in the Indian market, that it could transform from a debt of INR 62,000 Cr to net cash positive status."Tata Sons, the holding company, posted a 24% rise in FY25 revenue to Rs 5.92 lakh crore, while net profit fell 17% to Rs 28,898 crore from a year ago. There was no explanation given for the decline. Tata Sons dividend, however, doubled to Rs 1,414.5 crore from Rs 707.2 crore in FY24. Also Read: Tata Group doubles revenue, triples profit and market cap in five years The group now seeks to alter strategies that "may have aged poorly with time and changing economic conditions". 'Tata group has been on a transformational journey towards financial and strategic fitness,' Chandrasekaran said in the report reviewed by ET. 'It is my deep conviction that we must be fit to perform. To do that, we must be honest that some decisions that might have appeared ideal when they were taken may have aged poorly... As a result, our mantra in the last few years was 'fitness first, velocity next'.' In December last year, Chandrasekaran urged group company CEOs to aggressively pursue growth despite mounting uncertainties in domestic and global markets, executives with knowledge of the matter had told ET at that time. In internal strategy sessions and business reviews, Chandrasekaran emphasised boldness in ambition, stating that while margins can be adjusted over time, growth opportunities must be seized immediately, the executives had told ET. He set ambitious revenue targets with adequate capital allocation in place, they added. "While some quarters may pose challenges, he has emphasised the importance of seizing significant growth opportunities in each sector with a long-term vision," one of them said. Tata Sons did not comment. "Our chairman is clear that cyclical quarters can be no excuses and that the goal has to be scalable profitable growth," a top executive group has high expectations for Tata Electronics, Air India and Tata Digital, which are in the "building-up" phase to gain in scale and turn into financially strong businesses over the next three years. The holding company's mandate is that they should be among the Tata Group's top 10 businesses in the next three years. The biggest investments in 2024 have gone into these three units besides battery manufacturing. The total investment committed across businesses, estimated at $90 billion currently, will exceed $120 billion in the next five years.A few weeks ago Chandrasekaran briefed the board of Tata Trusts about the conglomerate's performance and plans in a closed-door meeting at Bombay House, in what long-time group watchers said was a notable departure from precedent, ET reported. The Trusts own a controlling 66% in the group holding company. The update covered progress in the group's high-stakes bets across semiconductors, electric mobility, the consumer app ecosystem and Air India, people aware of the matter told ET. Tata has committed over Rs 1.84 lakh crore in these segments in recent told ET that Tata Sons may be pushing to make communication with its largest shareholder on its ambitious strategy to make the group future-ready as transparent as possible. 'The capital allocation done by the holding company in new businesses has been the largest in its history,' an official pointed out. Tata Sons is injecting fresh capital of Rs 30,000 crore into its emerging ventures, including Tata Digital, Tata Electronics and Air India, as well as the defence and battery units. This funding will be in addition to the $120 billion already committed to the new businesses in recent Group has placed a bold bet on new-age businesses. It is planning to create over five lakh new manufacturing jobs over the next five years, Chandrasekaran had said in the beginning of the year. "Our Group plans to create 500,000 manufacturing jobs over the next half decade." Chandrasekaran said these jobs will come from Group's investments in factories and projects to produce new age products like batteries, semiconductors, electric vehicles, solar equipment and other critical hardware," he said. In the latest annual report, he emphasised the focus on these businesses. The group has ambitious plans to spearhead India's advances in new-age sectors while also aiming to ride the consumer boom to grow its retail the recent past, Tata Group has proved it is not a lumbering conglomerate. It has grabbed at new-age opportunities such as semiconductors, batteries, aerospace and green energy while the success of Trent has proved that the group is ready to ride contemporary consumer trends. The reinvention of Tata Group has already begun. Its sheer heft, execution capabilities and smart leadership are expected to power Tata Group's future strides. While Tata Group performance as detailed by Chandrasekharan in the annual report is impressive, there are critical questions about what comes next. Sustaining such performance across a highly diversified portfolio, amid rapidly changing economic and technological landscapes, will require the group to confront a series of challenges over the coming few years. The macroeconomic environment in which the Tata Group operates is becoming increasingly complex and unpredictable. With a significant global footprint, through companies like Tata Motors (it owns Jaguar Land Rover), Tata Steel Europe, and TCS, the Group is exposed to risks stemming from geopolitical tensions, trade disruptions and sluggish growth in key volatility and shifting trade policies further complicate the landscape. For instance, fluctuations in the British pound or euro can directly affect JLR's profitability, while protectionist policies in the US or EU could impact TCS's service contracts or Tata Steel's exports. In this context, Tata's overseas entities may find it harder to sustain robust growth rates while margins could come under of the most profound shifts currently underway is the global race for dominance in artificial intelligence and digital infrastructure. TCS, the Group's largest profit generator, is under increasing pressure to evolve beyond traditional IT services. Competitors are rapidly integrating generative AI and automation. Also, the pressure to embed AI across other Tata businesses is also mounting. The sheer pace of change in AI poses both an opportunity and a threat. While Tata has invested heavily in becoming digitally future-ready, keeping up with global technology leaders will demand continuous innovation and deep transformation across its Tata Group faces the enormous task of decarbonizing some of its most capital-intensive businesses. These include steel, energy, automotive manufacturing and aviation, the sectors traditionally associated with high carbon footprints. Transitioning to greener technologies will require massive investments in R&D, clean energy, supply chain restructuring, and compliance mechanisms. In the near term, such efforts may impact profitability, especially as global and domestic regulators increase pressure to adhere to stricter environmental normsOn the home front, Tata faces escalating competition across nearly every consumer-facing domain. In digital retail, logistics, aviation and EVs, it is now up against highly aggressive players. Tata Neu, the group's super app, has yet to gain widespread traction. Air India's transformation is still in progress while an unfortunate accident has shaken the company. In automobiles, Tata Motors leads in the EV segment, but competition from MG, Hyundai and BYD is intensifying. Tata's ability to differentiate its offerings, invest in cutting-edge user experiences, and build loyal consumer bases will be tested repeatedly in an increasingly crowded and price-sensitive group is currently executing several high-stakes transformation projects simultaneously. These include the turnaround of Air India, the expansion of Tata Electronics as a semiconductor and precision manufacturing player, and the EV revolution led by Tata Motors. Delays, cost overruns or missteps in any one of these large programmes could impact the group's credibility or financial health. The execution risk is particularly acute given the sheer scale and ambition of these parallel transitions. Over the past five years, Tata has invested a staggering Rs 5.5 lakh crore toward building a future-ready ecosystem. While this has yielded strong top-line growth and increased market cap, the coming years will require sharper focus on capital efficiency. Several newer ventures are still in investment mode and may take time to deliver positive a truly global business entity, Tata Group is subject to a wide array of regulatory frameworks covering data privacy, ESG compliance, taxation and antitrust laws. Rising geopolitical tensions and digital sovereignty concerns could create additional complexity, especially in areas like AI, data storage and cloud Tata Group's transformation since 2020 has been nothing short of remarkable. Under the leadership of Chandrasekaran, it has repositioned itself as a modern, globally integrated industrial powerhouse. Yet, the challenges ahead are multifaceted and require a delicate balancing act between ambition and discipline, speed and stability.
Time of India
3 hours ago
- Time of India
Honda CB125 Hornet vs TVS Raider vs Hero Xtreme 125R: Key details compared
Honda CB125 Hornet vs TVS Raider vs Hero Xtreme 125R. The 125cc motorcycle segment is buzzing and is one of the highly-contested segments in the Indian two-wheeler market. At present, the segment is dominated by the likes of the Hero Xtreme 125R and the TVS Raider 125 . However, Honda, too has now entered the space with a sporty offering. The new CB125 Hornet will compete directly against its sporty entry-level rival, the Xtreme 125R. And of course, the Raider, which also has a strong foothold in the market. Let's break down how the three contenders stack up in performance, features, and pricing. Honda CB125 Hornet vs Hero Xtreme 125R vs TVS Raider 125: Engine specs Starting with the performance game, the Honda CB125 Hornet draws power from a 123.94 cc, single-cylinder motor that produces 11 hp at 7,500 rpm and 11.2 Nm of torque at 6,000 rpm. The engine is paired with a 5-speed gearbox and the bike claims to do 0 to 60 kmph in just 5.4 seconds - the quickest of the three. It's also the lightest, tipping the scales at just 124 kg. The TVS Raider, on the other hand, features a 124.8 cc motor with an output of 11.2 hp at 7,500 rpm and a segment-leading 11.2 Nm of torque at 6,000 rpm. With a kerb weight of 123 kg, it's just a shade lighter than the Hornet and clocks 0-60 kmph in 5.8 seconds. The Hero Xtreme 125R gets a 124.7cc engine producing 11.4 hp at 8,250 rpm and 10.5 Nm at 6,500 rpm. It's the heaviest of the lot at 136 kg and takes 5.9 seconds for the 0-60 kmph run. Simple One review: Is this the EV to beat? | TOI Auto Honda CB125 Hornet vs Hero Xtreme 125R vs TVS Raider 125: Features compared When it comes to features, the TVS Raider goes big with its 5-inch TFT display, Bluetooth connectivity, SmartXconnect tech, and even voice commands. However, it skips ABS. The Hornet, in contrast, offers single-channel ABS and segment-first USD forks. It also comes with a 4.2-inch TFT screen, Bluetooth pairing through the Honda Roadsync app, and a Type-C charging port. The Hero Xtreme 125R keeps things simpler with a standard digital instrument cluster, USB charging, and single-channel ABS. Honda CB125 Hornet vs Hero Xtreme 125R vs TVS Raider 125: Pricing In terms of pricing, TVS remains the most affordable, with the Raider starting at Rs 87,010, ex-showroom. The Hero Xtreme 125R is priced from Rs 98,425, ex-showroom. Honda is yet to reveal the pricing for the CB125 Hornet, but it will be announced on August 1, 2025, when bookings also open. Discover everything about the automotive world at Times of India .
Time of India
3 hours ago
- Time of India
Tata is now riding the new wave: What lies ahead?
Tata Group, one of India's biggest conglomerates which has been almost a proxy for the country's industrial strides over decades -- from steel to automobiles to software -- now stands at a crossroads as technological, regulatory and geopolitical shifts alter the business landscape across the world and demand the behemoth to be nimble. Over the past five years, Tata group nearly doubled revenue and more than tripled net profit and market cap when it spent Rs 5.5 lakh crore to be "future fit," said Tata Sons chairman N Chandrasekaran , in the latest annual report. Group revenue from all listed and unlisted entities was Rs 15.34 lakh crore in FY25, with net profit at Rs 1.13 lakh crore and market cap at Rs 37.84 lakh crore, according to the Tata Sons report. Chandrasekaran cited the example of Tata Motors as signifying the group's resurgence. "Let me pause and mention one example that exemplifies the best of what we can do: Tata Motors," he said. "With barely 5% share in passenger vehicles in 2017, it seemed an implausible idea that Tata Motors could launch India's first electric vehicle in under one year from design to production, that its market position could rise from 6th to top-3 in the Indian market, that it could transform from a debt of INR 62,000 Cr to net cash positive status." Tata Sons, the holding company, posted a 24% rise in FY25 revenue to Rs 5.92 lakh crore, while net profit fell 17% to Rs 28,898 crore from a year ago. There was no explanation given for the decline. Tata Sons dividend, however, doubled to Rs 1,414.5 crore from Rs 707.2 crore in FY24. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Play War Thunder now for free War Thunder Play Now Undo Also Read: Tata Group doubles revenue, triples profit and market cap in five years The group now seeks to alter strategies that "may have aged poorly with time and changing economic conditions". 'Tata group has been on a transformational journey towards financial and strategic fitness,' Chandrasekaran said in the report reviewed by ET. 'It is my deep conviction that we must be fit to perform. To do that, we must be honest that some decisions that might have appeared ideal when they were taken may have aged poorly... As a result, our mantra in the last few years was 'fitness first, velocity next'.' Live Events The promise ahead for Tata Group In December last year, Chandrasekaran urged group company CEOs to aggressively pursue growth despite mounting uncertainties in domestic and global markets, executives with knowledge of the matter had told ET at that time. In internal strategy sessions and business reviews, Chandrasekaran emphasised boldness in ambition, stating that while margins can be adjusted over time, growth opportunities must be seized immediately, the executives had told ET. He set ambitious revenue targets with adequate capital allocation in place, they added. "While some quarters may pose challenges, he has emphasised the importance of seizing significant growth opportunities in each sector with a long-term vision," one of them said. Tata Sons did not comment. "Our chairman is clear that cyclical quarters can be no excuses and that the goal has to be scalable profitable growth," a top executive said. The group has high expectations for Tata Electronics, Air India and Tata Digital, which are in the "building-up" phase to gain in scale and turn into financially strong businesses over the next three years. The holding company's mandate is that they should be among the Tata Group's top 10 businesses in the next three years. The biggest investments in 2024 have gone into these three units besides battery manufacturing. The total investment committed across businesses, estimated at $90 billion currently, will exceed $120 billion in the next five years. A few weeks ago Chandrasekaran briefed the board of Tata Trusts about the conglomerate's performance and plans in a closed-door meeting at Bombay House, in what long-time group watchers said was a notable departure from precedent, ET reported. The Trusts own a controlling 66% in the group holding company. The update covered progress in the group's high-stakes bets across semiconductors, electric mobility, the consumer app ecosystem and Air India, people aware of the matter told ET. Tata has committed over Rs 1.84 lakh crore in these segments in recent years. Insiders told ET that Tata Sons may be pushing to make communication with its largest shareholder on its ambitious strategy to make the group future-ready as transparent as possible. 'The capital allocation done by the holding company in new businesses has been the largest in its history,' an official pointed out. Tata Sons is injecting fresh capital of Rs 30,000 crore into its emerging ventures, including Tata Digital, Tata Electronics and Air India, as well as the defence and battery units. This funding will be in addition to the $120 billion already committed to the new businesses in recent years. Tata Group has placed a bold bet on new-age businesses. It is planning to create over five lakh new manufacturing jobs over the next five years, Chandrasekaran had said in the beginning of the year. "Our Group plans to create 500,000 manufacturing jobs over the next half decade." Chandrasekaran said these jobs will come from Group's investments in factories and projects to produce new age products like batteries, semiconductors, electric vehicles, solar equipment and other critical hardware," he said. In the latest annual report, he emphasised the focus on these businesses. The group has ambitious plans to spearhead India's advances in new-age sectors while also aiming to ride the consumer boom to grow its retail businesses. In the recent past, Tata Group has proved it is not a lumbering conglomerate. It has grabbed at new-age opportunities such as semiconductors, batteries, aerospace and green energy while the success of Trent has proved that the group is ready to ride contemporary consumer trends. The reinvention of Tata Group has already begun. Its sheer heft, execution capabilities and smart leadership are expected to power Tata Group's future strides. The challenges for Tata Group While Tata Group performance as detailed by Chandrasekharan in the annual report is impressive, there are critical questions about what comes next. Sustaining such performance across a highly diversified portfolio, amid rapidly changing economic and technological landscapes, will require the group to confront a series of challenges over the coming few years. The macroeconomic environment in which the Tata Group operates is becoming increasingly complex and unpredictable. With a significant global footprint, through companies like Tata Motors (it owns Jaguar Land Rover ), Tata Steel Europe, and TCS , the Group is exposed to risks stemming from geopolitical tensions, trade disruptions and sluggish growth in key markets. Currency volatility and shifting trade policies further complicate the landscape. For instance, fluctuations in the British pound or euro can directly affect JLR's profitability, while protectionist policies in the US or EU could impact TCS's service contracts or Tata Steel's exports. In this context, Tata's overseas entities may find it harder to sustain robust growth rates while margins could come under pressure. One of the most profound shifts currently underway is the global race for dominance in artificial intelligence and digital infrastructure. TCS, the Group's largest profit generator, is under increasing pressure to evolve beyond traditional IT services. Competitors are rapidly integrating generative AI and automation. Also, the pressure to embed AI across other Tata businesses is also mounting. The sheer pace of change in AI poses both an opportunity and a threat. While Tata has invested heavily in becoming digitally future-ready, keeping up with global technology leaders will demand continuous innovation and deep transformation across its verticals. The Tata Group faces the enormous task of decarbonizing some of its most capital-intensive businesses. These include steel, energy, automotive manufacturing and aviation, the sectors traditionally associated with high carbon footprints. Transitioning to greener technologies will require massive investments in R&D, clean energy, supply chain restructuring, and compliance mechanisms. In the near term, such efforts may impact profitability, especially as global and domestic regulators increase pressure to adhere to stricter environmental norms On the home front, Tata faces escalating competition across nearly every consumer-facing domain. In digital retail, logistics, aviation and EVs, it is now up against highly aggressive players. Tata Neu, the group's super app, has yet to gain widespread traction. Air India's transformation is still in progress while an unfortunate accident has shaken the company. In automobiles, Tata Motors leads in the EV segment, but competition from MG, Hyundai and BYD is intensifying. Tata's ability to differentiate its offerings, invest in cutting-edge user experiences, and build loyal consumer bases will be tested repeatedly in an increasingly crowded and price-sensitive market. The group is currently executing several high-stakes transformation projects simultaneously. These include the turnaround of Air India, the expansion of Tata Electronics as a semiconductor and precision manufacturing player, and the EV revolution led by Tata Motors. Delays, cost overruns or missteps in any one of these large programmes could impact the group's credibility or financial health. The execution risk is particularly acute given the sheer scale and ambition of these parallel transitions. Over the past five years, Tata has invested a staggering Rs 5.5 lakh crore toward building a future-ready ecosystem. While this has yielded strong top-line growth and increased market cap, the coming years will require sharper focus on capital efficiency. Several newer ventures are still in investment mode and may take time to deliver positive returns. As a truly global business entity, Tata Group is subject to a wide array of regulatory frameworks covering data privacy, ESG compliance, taxation and antitrust laws. Rising geopolitical tensions and digital sovereignty concerns could create additional complexity, especially in areas like AI, data storage and cloud computing. The Tata Group's transformation since 2020 has been nothing short of remarkable. Under the leadership of Chandrasekaran, it has repositioned itself as a modern, globally integrated industrial powerhouse. Yet, the challenges ahead are multifaceted and require a delicate balancing act between ambition and discipline, speed and stability.
