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Economic Times
09-07-2025
- Automotive
- Economic Times
No impact of rare earth magnets shortage on production in near future: JSW MG Motor
ETAuto JSW MG Motors Halol Plant , Gujrat JSW MG Motor on Wednesday said the global shortage of rare earth magnets, a key component in motors used for electric vehicles, has not impacted its production currently and is unlikely to impact it in the immediate future, but it is keeping a close watch on the developments. The company, which launched its first premium car showroom, MG Select, in Thane in the Mumbai Metropolitan region, also said that the curbs by China on the supply of magnets have been impacting not only the EV makers but ICE (internal combustion engine) powered vehicle makers as well. The company will put on display MG Cyberster and MG-9 -- Presidential Limousine -- at the Select showroom. The company has already announced its plans to set up 14 such outlets in 13 key cities by the end of Q3 of CY2025. These premium car showrooms will offer personalised services, an iconic product lineup blended with new age luxury, innovation, and sustainability to car buyers in India, as per the company."It is a serious issue. And it is an issue that we as an industry body are working alongside the government to get a resolution for. It (the restricted supply) impacts not just EVs (but) it impacts ICE products as well," Anurag Mehrotra, Managing Director, JSW MG Motor, told reporters in a post-event interaction. He said it was important to ensure that, as an association, industry body, we work alongside the government to have this issue addressed, which is the key. JSW MG Motor India is a joint venture formed in 2023 between China-based SAIC Motor and India's JSW Group. "I think we are getting all the support right now from the government in terms of ensuring that they are able to push the discussions further to try and address these issues that are coming up. Because it impacts many components both in ICE and EV, so if someone thinks that this is only impacting EVs, that is not true," Mehrotra are the components which go into many of the modules of the therefore, it is very important that the association is working very closely with the government to ensure that this issue does not impact the production for all OEMs. Whether it's passenger and commercial vehicles or two wheelers, everybody is going to see an impact of the same, he also said that while at this point of time (and) in the immediate future, it (the supply issue) is not something that is impacting the company's production, adding that "but we have to watch the situation very carefully." "Because at this point of time, because we have a longer lead time, which is a 3 -4 months of cycle. So the parts that we are getting today had a three-month cycle, which means the orders placed in April are being delivered now. Since the issue has surfaced in the last 3 -6 months, we have to very cautiously watch what happens in the coming months for us," Mehrotra asked whether the company was getting any advantage in the supply of the rare earth, being partially owned by a Chinese firm, Mehrotra replied, "We are as impacted or not impacted as any other OEM in the country; there is no preferential treatment." The company's product range includes Hector, Gloster and Astor SUVs, ZS EV, compact EV Comet, and CUV Windsor MG Motor India has a manufacturing facility in Halol in Gujarat, with an annual production capacity of over 100,000 units. Stating that the two premium car models -- Cyberster and M9-- are built in many ways for India and are "affordable luxury" in many senses, JSW MG Motor Director Parth Jindal said this will elevate the MG brand in many ways. "It will showcase the true power of the technology that we have, the true power of the joint venture that we have between JSW and Shanghai Auto and we look forward to bringing more cutting edge products every year(and) this will be the first (in the series)." "Therefore, we have decided to first bring these two products in. Of course, there will be other products that we will bring. But the first two products are really where we believe we can disrupt the market and create a differentiation in the marketplace," Jindal added."Next year we hope to bring in more products and we will always bring in cars which are the newest in technology and aren't electric. They will be either electric or plug-in hybrid," he company is set to reveal the prices of the two luxury EV car models later this asked whether the company was looking at launching hybrid models as well, Mehrotra said, "So we have clearly articulated our playbook that we will focus on new energy vehicles to deliver clean mobility solutions. That is really the goal that we are working towards. And for clean energy, all powertrains that are required will be made available depending on the business case--whether it is for EVs, plug-in hybrids or hybrids." PTI IAS MR
India Today
09-06-2025
- Automotive
- India Today
Tata, Mahindra driving EV surge in India. Will global giants plug in?
Indian drivers seem to have acquired a taste for electric vehicles — the share of EVs in overall car sales is gradually increasing, and two Indian carmakers hold more than half of this share. From 2.6 per cent of the total passenger cars sold in May 2024, the share of EVs crossed the four per cent mark for the first time in May 2025, according to the Federation of Automobile Dealers IS BEHIND THE EV PUSH?The EV market is mostly driven by three major automobile manufacturers that together hold 87.4 per cent of the market share. In May 2025, Tata Motors had the highest share at 35.4 per cent, JSW MG Motors had a 30.6 per cent share, and Mahindra & Mahindra held 21.4 per cent of the EV market share. Notably, Maruti Suzuki, the biggest carmaker in India, is not in the EV race. In contrast, JSW MG Motors is not focusing on internal combustion engine car sales. Given the limited car choices for Indian consumers, will this rise attract foreign carmakers like Tesla? If so, will that be more beneficial for customers, or a bigger threat to domestic carmakers, or both?Speaking to India Today, FADA President CS Vigneshwar said the group welcomes the entry of leading global EV original equipment manufacturers like Tesla as a 'critical catalyst for expanding consumer choice and elevating technology benchmarks within India's rapidly electrifying passenger-vehicle market'.advertisementHe added that any new entrant seeking sustainable success must adopt an India-centric strategy: invest in local research and development, manufacturing, and supply-chain ecosystems; understand price-sensitive Indian consumers; and align product portfolios with the real-world needs of the country's diverse IN INDIAUnder the new EV policy aimed at promoting Make in India, foreign carmakers will have to establish local production units to benefit from India's import subsidy regime, without which, they will incur a 70 per cent customs global companies like Mercedes-Benz and Volkswagen have shown interest in the Indian EV market and are exploring possibilities under the new scheme to invest in local production. Tesla, which was in talks about setting up production in India, is now only looking to expand Watch
Hindustan Times
05-06-2025
- Automotive
- Hindustan Times
India wants EVs—but where are they? Experts flag supply gaps
Urbanisation isn't a threat—it's a launchpad for innovation, equity, and sustainability, said MP and former Union minister Rajyavardhan Singh Rathore on Wednesday, as speakers at Urban Adda 2025 weighed in on how Indian cities can become future-ready and inclusive. But as urban centres expand, the conversation quickly turned to one of the key transitions underway: the commercial shift to electric vehicles (EVs). In a dedicated session, entrepreneurs and mobility experts flagged how the momentum is being slowed by infrastructure and policy bottlenecks, as well as missteps in India's push for localisation. They agreed that there is demand for commercial EVs, but the supply has been inadequate. Chanpreet Singh, co-founder of Bushwitz, said cost parity remains a major barrier for fleet operators. 'The cost difference between traditional and electric vehicles is around 50-400%, but operating cost is one-third or one-fourth. Logistics owners want to switch, but they've been working in a plug-and-play system they understand. EVs still suffer from inconsistent charging ports, patchy infrastructure, and restricted supply,' he said. Singh also warned against copying internal combustion engine (ICE) vehicle formats in the EV segment. 'We should allow mature global products to enter and let Indian players develop independently. Rushing to localise without readiness risks eroding both performance and customer trust,' he said. Neha Jain of JSW MG Motors argued that sustainability is not enough of a market driver on its own. 'No Indian buyer is going to pay more simply because a vehicle is made locally. The push for localisation will follow scale, not the other way around,' she said. IV Rao, distinguished fellow at TERI, said the old assumption that localisation automatically leads to lower costs may no longer hold. 'With highly automated manufacturing for key components like battery cells already established in China, India's cost advantage isn't as straightforward as before,' he said. Organised by Raahgiri Foundation in collaboration with the International Council on Clean Transportation (ICCT) and GuruJal at the India Habitat Centre, the three-day Urban Adda brings together voices in mobility, public space, sustainability, and governance. Hindustan Times is the media partner for the event. The day closed with a session celebrating the arts as a cornerstone of inclusive urban design. Artists, designers and city storytellers discussed how culture can stitch together fragmented urban experiences, preserve heritage, and foster civic identity. On the sidelines, Gurujal and Xebia also announced a new water neutrality project in Jaipur's Smriti Van, focusing on rejuvenating water bodies and wastewater reuse.
Time of India
08-05-2025
- Automotive
- Time of India
CX Annual Symposium 2025: From proximity to personalisation
Brands today are closer to their customers than ever before—quite literally, in their pockets, via smartphones. With apps, notifications and constant digital presence, brands now have unprecedented access to consumers. But this proximity can quickly turn into intrusion if overused. Endless pings, generic messages and irrelevant offers risk pushing customers away instead of drawing them in. What brands need is not just presence, but purposeful, well-timed, and meaningful engagement. At the ET CX Annual Symposium, industry leaders shared how they're navigating this fine line—using data, platforms and technology to connect with customers in ways that are relevant, respectful and results-driven. For Udit Malhotra, head of marketing , JSW MG Motors, short-form video platforms and more in-depth content ecosystems are the key drivers of recency marketing. These platforms allow brands to remain top-of-mind and deliver messages that are both immediate and compelling. Marketers today have access to vast volumes of data, but the real challenge lies in prompting timely customer action. So, what strategies do brands use to drive conversions within critical windows of opportunity? Arjun Bhatia, CMO, Bharat Matrimony, highlighted the continued dominance of word of mouth in their category. 'Word of mouth remains the largest influence in our category,' he noted, 'but there are a few things we do to control the narrative. One of these is influencer marketing , where we deliberately avoid macro-influencers. Instead, we adopt a localised approach using nano and micro-influencers who can tell the right stories about our product.' Trust and credibility are vital currency in today's fragmented digital space. But how can marketers systematise or even 'productise' trust and word of mouth? Shubhranshu Singh, CMO, Tata Motors Commercial Vehicles, shared, 'Influencers have been highly effective for us. Since the BS VI transition, we have grown from five to around 600 influencers, creating nearly 7,000 videos with 33 crore views and 1.5 crore active engagements. About 20–25% of our sales are now digitally sourced. To build trust, brands need a hybrid model that blends compelling content and digital engagement with physical touchpoints before closing the deal.' As the discussion moved deeper into customer experience , another question emerged: in this new paradigm, what do customers expect, and what kind of experiences should brands aim to deliver? Cyril Mohapatra, SVP and head of digital – SDG, IndusInd Bank, outlined four pillars of a good customer experience: 'First, understand the problem you're solving. Second, offer a seamless front-end interface. Third, ensure robust back-end systems to manage scale. And fourth, make sure the product is secure.' Giving an example from banking, Mohapatra said, 'If a customer is using a banking app for transactions, they should clearly understand the benefits. Most banks today integrate transaction data and app usage into an Enterprise Data Warehouse (EDW), allowing them to analyse customer needs. With India Stack Authentication and CIBIL data, banks can pre-approve loans based on customer profiles. If the customer clicks 'yes,' the journey must be frictionless—otherwise, they'll drop off.' Brands are increasingly embracing two-way communication—sharing relevant information while also listening. But this raises another question: should every brand do this, and how do they avoid overwhelming the customer? Anuj Malhotra, VP – India Business, CleverTap, emphasised that marketing automation can help strike the right balance. 'By leveraging past customer behaviour, interests and language preferences, brands can personalise communication to nudge users at the right moment, through the right channel,' he explained. When asked how brands respond to campaigns that don't convert due to neutral or poor customer experiences, Mohapatra admitted, 'Sometimes, campaigns fail to generate interest, or customers simply don't like your brand. For instance, in our online savings account journey, we see a 20–30% drop-off each month. We use diagnostic tools to map the customer journey, identify bottlenecks, and then launch personalised campaigns—including co-browsing calls—to help customers complete the process and ensure they're onboarded.' Today's brands are no longer operating in reactive mode. They are proactively reaching out to customers through intelligent, hyper-personalised campaign management systems—leveraging the best of technology, data, and storytelling to create stronger, trust-led relationships.
