Despite being market leaders in traditional scooters, Japanese brands are practically non-existent in India’s electric two-wheeler market so far. Can e-ACCESS change that?
09 Jan 2026 | 1136 Views | By Angitha Suresh
On January 9, 2025, Suzuki Motorcycle India announced the commencement of bookings for its first electric scooter—the e-ACCESS. Priced at Rs 1,88,490 (ex-showroom Delhi), this modest-looking electric scooter carries on its slim shoulders a rather immodest burden: reversing years of Japanese dormancy in India's electric two-wheeler revolution.
The announcement ...
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On January 9, 2025, Suzuki Motorcycle India announced the commencement of bookings for its first electric scooter—the e-ACCESS. Priced at Rs 1,88,490 (ex-showroom Delhi), this modest-looking electric scooter carries on its slim shoulders a rather immodest burden: reversing years of Japanese dormancy in India's electric two-wheeler revolution.
The announcement marks Suzuki's global entry into electric mobility in the two-wheeler segment, starting with India—a market where Japanese brands have long dominated the petrol-powered scooter space but have been conspicuously absent from the electric conversation.
The irony is stark. Honda and Suzuki together command roughly 55% of India's internal combustion engine (ICE) scooter market, with Honda alone holding approximately 40% share and Suzuki contributing another 14%. Yet in the fast-growing electric two-wheeler segment, which sold a record 1.28 million units in calendar year 2025, these Japanese giants are virtually invisible.
Honda, despite being the undisputed king of ICE scooters with its Activa brand, managed to sell just 3,451 electric units in CY2025, ranking a distant 17th among e-2W manufacturers. Suzuki, until now, had zero presence.
This yawning gap between ICE dominance and EV irrelevance represents what might be called Japan's "Electric Deficit" in India—a phenomenon that mirrors broader global patterns of Japanese automakers' reluctance to embrace battery electric vehicles.
The Disrupters: Born Outside the Establishment
India's electric two-wheeler market was not created by the industry's incumbents. It was invented, nurtured, and scaled by outsiders—startups, small players, and eventually, Indian legacy manufacturers who saw opportunity where Japanese giants saw risk.
The early years belonged to pioneers like Ola, and Ather Energy, founded in 2013 by IIT Madras graduates, which launched its first smart electric scooter in 2018. Even earlier, companies like Okinawa, Ampere (now part of Greaves Electric Mobility), and dozens of smaller regional players began populating the market with affordable electric alternatives.
These were not established automotive manufacturers—they were technology enthusiasts, entrepreneurs, and investors who believed in electrification when the industry mainstream remained sceptical. The inflection point came when the market proved itself, with a large part of the credit belonging to Bhavish Aggarwal’s Ola Electric.
As volumes grew and the value proposition of electric scooters became undeniable—operating costs of barely 30 paise per kilometre compared to Rs 2 per kilometre for petrol vehicles—the traditional players began paying attention.
TVS Motor Company was among the first legacy manufacturers to move, launching the iQube in January 2020. Bajaj Auto followed with the Chetak, reviving a legendary brand name for the electric era. Hero MotoCorp, India's largest two-wheeler manufacturer by volume, entered with the Vida brand in 2022. These Indian companies—unburdened by global corporate strategies anchored in hybrid technology—made decisive bets on battery electric vehicles.
The results in CY2025 tell the story. TVS Motor topped the e-2W market with record sales of 298,867 units, claiming 23% market share. Bajaj Auto sold 269,836 units for 21% share. Ather Energy, the startup that helped create this market, sold 200,785 units (16% share). Even Hero MotoCorp, a relatively late entrant, achieved breakthrough success with its Vida VX2, selling 109,167 units—a 150% year-on-year increase.
Where were Honda and Suzuki while this transformation unfolded? Largely on the sidelines, watching their Indian competitors build capabilities, networks, and customer trust in a segment they had chosen to ignore.
The Comfort of Incumbency
The hesitation of Honda and Suzuki in India cannot be divorced from the broader strategic choices of Japanese automakers globally. Toyota, Honda, Nissan, and their compatriots have been among the slowest major automakers to embrace battery electric vehicles, preferring instead to champion hybrid technology and, in Toyota's case, hydrogen fuel cells.
This is not accidental. Japanese automakers invested heavily in hybrid technology following the success of the Toyota Prius in 1997, and that bet paid extraordinary dividends for two decades. Hybrids offered a pragmatic middle ground—improved fuel efficiency without the infrastructure challenges of pure electric vehicles. For Japanese manufacturers, this represented the ideal of "gradual innovation" rather than disruptive change.
But as Chinese manufacturers like BYD, NIO, and XPeng raced ahead with battery electric vehicles, and as Tesla redefined consumer expectations, the hybrid-first strategy began to look less like prudent conservatism and more like strategic paralysis. In 2025, Toyota even announced delays to its EV battery plant projects, while Subaru, Honda, and others have similarly pushed back electrification timelines to focus on hybrids and ICE vehicles.
The stated reasons for this caution have been varied: concerns about battery supply chain dependencies (Japan relies on China for 60% of its rare earth requirements), scepticism about the profitability of EVs, questions about charging infrastructure readiness, and a genuine belief that hybrids better serve consumer needs in many markets. Honda's operating profit declined 49.6% year-on-year in the April-June 2025 quarter, while Nissan has been in the red for four consecutive quarters—partly a consequence of being caught between declining ICE profitability and insufficient EV scale.
The global consequence has been the opening of massive competitive opportunities for Chinese manufacturers. In Southeast Asia, where Japanese brands once held over 90% market share, Chinese automakers are making steady inroads. In Europe, BYD and other Chinese brands have become significant players. This pattern of Japanese retreat and Chinese advance represents one of the most significant shifts in the global automotive industry's competitive landscape.
Honda's Not-Quite-There Effort
Honda's approach to electric two-wheelers in India can perhaps be used to exemplify the broader ambivalent strategy adopted by the Japanese two-wheeler makers toward EVs. The company that sells roughly 2.8 million scooters annually in India, that has made the Activa brand synonymous with reliable urban mobility, entered the electric segment with the Activa-e and QC1 in late FY2025.
The results have been underwhelming, to put it charitably. Honda sold just 3,451 electric units in CY2025, placing it 17th among e-2W manufacturers—behind not just TVS, Bajaj, Ather, and Hero, but also behind startups like BGauss (22,883 units), Pure EV (17,847 units), and River (15,260 units). The market leader in ICE scooters is a minor footnote in the EV conversation.
This performance reflects a launch strategy that appeared almost designed for minimal impact. Limited dealership availability, conservative marketing, and products that did not fundamentally differentiate from competitors suggest a company going through the motions of electrification rather than embracing it strategically. Compare this with TVS's aggressive expansion of the iQube range, Bajaj's investment in dedicated Chetak showrooms and service networks, or Ather's innovative Battery-as-a-Service model that reduces upfront costs for customers.
Honda's half-hearted approach in India mirrors its global posture. In Japan, Honda discontinued production of the Honda-e, its compact electric car. In its home market, Japanese automakers' combined share of BEV sales remains minuscule—only 10 BEV models available from Japanese brands compared to 51 from foreign manufacturers. The company has stated intentions to "slow down electrification while accelerating hybridization"—a strategy that may preserve near-term profitability but risks long-term irrelevance in markets moving decisively toward electric.
Suzuki’s Price Problem
Perhaps the most immediate challenge facing the Suzuki e-ACCESS is its pricing. At Rs 1,88,490 (ex-showroom Delhi), the e-ACCESS enters the market as one of the most expensive mainstream electric scooters available—positioned significantly above virtually all its established competitors.
Consider the competitive landscape. The TVS iQube, the market leader that sold nearly 300,000 units in CY2025, starts at approximately Rs 94,000 for its base variant, with the mid-range 3.1 kWh version priced around Rs 1.09 lakh. The Bajaj Chetak, which sold over 269,000 units, begins at Rs 99,500 for the Chetak 3001 variant. Hero's Vida VX2, the breakout success story of 2025 with its 150% sales growth, offers an even more aggressive value proposition—starting at just Rs 59,490 with the Battery-as-a-Service (BaaS) option, or Rs 99,490 with battery ownership.
The Ather Rizta, which has carved a premium positioning with its 159 km IDC range and smart features, is priced from Rs 1.11 lakh for the base variant, reaching Rs 1.38 lakh for the top-spec Rizta Z. Even Honda's Activa-e, despite its underwhelming sales performance, is priced between Rs 1.17 lakh and Rs 1.52 lakh—still below the e-ACCESS at the entry level.
The pricing gap is substantial. At Rs 1.88 lakh, the e-ACCESS costs nearly Rs 89,000 more than the entry-level Chetak, approximately Rs 79,000 more than the Vida VX2 Go (with battery), and Rs 77,000 more than the base Ather Rizta. This premium positioning demands justification that goes beyond brand equity.
Suzuki's response to this pricing challenge centres on total cost of ownership rather than sticker price. The company emphasises the LFP battery's four-times-longer lifespan compared to NMC batteries, the 7-year/80,000 km extended warranty at no additional cost, and the 60% buy-back assurance after three years. These are genuine value propositions—but they require customers to think long-term in a market where upfront affordability often determines purchase decisions.
The challenge is compounded by the success of BaaS models in the market. Hero's Vida VX2, with its BaaS pricing starting at just Rs 59,490, has demonstrated that Indian consumers respond enthusiastically to lower upfront costs, even with ongoing subscription fees. Ather's BaaS option similarly reduces the Rizta's entry price to approximately Rs 76,000. Against these affordable entry points, the e-ACCESS's near-Rs 2 lakh price tag may prove a significant barrier to volume sales.
Furthermore, the September 2025 GST reduction has made ICE scooters more competitive. The Suzuki Access 125, the petrol sibling of the e-ACCESS, is now available at significantly lower prices following the tax cut. Customers weighing the electric transition must now consider a wider price gap between ICE and EV options, making the e-ACCESS's premium positioning even more challenging to defend.
Can Suzuki Make Good on Lost Time?
Against this backdrop of Japanese hesitation and aggressive pricing, Suzuki's e-ACCESS launch represents a significant but complicated strategic commitment. Unlike Honda's quiet entry, Suzuki is positioning this as "Suzuki's first global strategic battery electric vehicle"—language that suggests corporate commitment rather than grudging compliance.
The product itself reflects practical thinking rather than technological showmanship. The e-ACCESS uses Lithium Iron Phosphate (LFP) batteries, which offer up to four times longer battery life than the Nickel Manganese Cobalt (NMC) batteries used in many competitors' products. The emphasis on "reliability, durability, and everyday practicality" plays to traditional Suzuki strengths and addresses real consumer concerns about electric vehicle longevity.
Suzuki's approach to market entry also shows lessons learned from Honda's stumbles. The company is leveraging its existing network of over 1,200 outlets for sales and service, with DC chargers available at more than 240 locations. Attractive ownership propositions—including the extended warranty, buy-back assurance, loyalty bonuses of up to Rs 10,000 for existing Suzuki customers, and retail financing starting at 5.99%—address the total cost of ownership concerns that drive purchase decisions in this segment.
However, the challenges are substantial. Beyond pricing, Suzuki is entering a market where competitors have spent years building brand associations with electric mobility. TVS's iQube is synonymous with smart connectivity; Bajaj's Chetak carries retro-modern design appeal; Ather has positioned itself as the technology leader; Hero's Vida VX2 offers aggressive value pricing. The e-ACCESS must find its own compelling identity in this crowded positioning map.
The Verdict: A Battle Against Time, Perception, and Price
Can Suzuki's e-ACCESS bridge Japan's electric deficit in India? The honest answer is: partially, at best, and only with sustained commitment and likely, pricing corrections.
The advantages Suzuki brings—brand recognition, manufacturing expertise, service network depth, and financial resources—are real but not unique. These same advantages existed for Honda, and they proved insufficient to overcome strategic hesitation and half-hearted execution. The premium pricing strategy, while defensible on a total-cost-of-ownership basis, may prove too ambitious for a brand with zero electric credentials attempting to compete against established EV players with proven products and aggressive value propositions.
What Suzuki needs, and what Japanese automakers globally need, is a fundamental reorientation of mindset. The electric transition is not a threat to be managed; it is a competitive opportunity to be seized. The Indian market's trajectory—from 1.14 million e-2Ws in CY2024 to 1.28 million in CY2025, with 6.3% penetration of total two-wheeler sales—suggests the transition is accelerating, not slowing.
The e-ACCESS is a necessary first step, but it cannot be the last. Suzuki will need to rapidly expand its electric portfolio, consider more aggressive pricing or BaaS options to compete with Vida and Ather, invest in fast-charging infrastructure, develop connected vehicle capabilities, and—most critically—demonstrate the kind of strategic urgency that has been absent from Japanese automakers' EV approaches globally.
The Indian market has shown that it will not wait for legacy players to overcome their hesitation. TVS, Bajaj, Ather, and Hero have claimed the territory that Honda and Suzuki vacated through inaction. Reclaiming relevance in this space will require not just good products, but competitive pricing and a fundamental shift in corporate ambition.
The sun may still rise for Japanese two-wheeler brands in India's electric future—but it will need to rise faster, shine brighter, and be priced more accessibly than the conservative playbook of the past has allowed.