As TVS Motor prepares for a busy product launch cycle—spanning affordable EVs, CNG scooters, 300cc motorcycles, and Norton’s relaunch—its transformation into a global, multi-pathway mobility company is starting to take visible shape.
14 May 2025 | 477 Views | By Ketan Thakkar & Rishaad Mody
Having built strong brand equity across mopeds, scooters, EVs, and commuter motorcycles, TVS Motor Company is now in the final stretch of a multi-year effort to establish a commanding position in India's rapidly growing premium two-wheeler market. The Chennai-based automaker is nearing the final phase of execution on its multi-pronged ...
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Having built strong brand equity across mopeds, scooters, EVs, and commuter motorcycles, TVS Motor Company is now in the final stretch of a multi-year effort to establish a commanding position in India's rapidly growing premium two-wheeler market. The Chennai-based automaker is nearing the final phase of execution on its multi-pronged strategy encompassing over half a dozen new product launches, a revitalised customer experience strategy, a refreshed organizational structure, and the global debut of its retro brand Norton in the growing mid-size motorcycle segment. The company believes it is ready for the transition, having spent Rs 1,000 crore annually on R&D for the past five years, and is also bringing external talent to support the effort.
A Diversified Product Rollout
In keeping with this, TVS Motor’s launch pipeline addresses a wide-range of segments. It currently has three launches planned across the commuter, electric, and premium segments.. "Among these, there will be an exciting adventure bike and a race-inspired performance scooter," the company said. It is believed that it is working on Ntorq 150, expected to appeal to urban riders looking for a performance edge and additional features.
The company may launch a lower priced scooter aimed at first-time EV buyers in semi-urban markets, possibly under the Jupiter brand. TVS is also preparing to roll out the Jupiter CNG, with the start of production likely around August 2025. Rounding out the upcoming lineup is the new 300cc platform (codenamed N597)— TVS’s first independently developed midsize motorcycle platform.
It will support multiple global-ready models, including performance and adventure variants, and marks a significant step beyond its prior BMW co-developed products. TVS said it plans to build TVS Apache and TVS Ronin as "globally aspirational brands" through new products, first-in-segment technologies, and customer experiences and community building, including merchandise, connected technologies and community events under Apache Racing Experience (ARE), Apache Pro Performance (APP) and TVS Ronin CuLT.
Premium Push: Norton’s India Strategy
At the forefront of TVS Motor’s premium aspirations is Norton Motorcycles, the legendary British marque it acquired in 2020. After years of restructuring and resolving legacy issues, TVS is preparing to reintroduce Norton in India. "Exciting Norton product launches are being planned starting this year, with six new models planned over the next three years.," the company said, adding that two models will be launched towards the end of this year, including a flagship superbike, with a differentiated retail experience. "We are in advanced stages of preparing to launch them," the company said.
The rollout is expected to begin with a limited number of completely built units (CBUs) imported from the UK, establishing brand presence and desirability. This will likely be followed by introducing an all-new 440cc single-cylinder model and a 600–650cc twin-cylinder platform, which are being developed with both Indian and export markets in mind. Since its acquisition, TVS has invested over Rs 1,200 crore in Norton’s revival and localisation. The company plans to eventually scale volumes to 1.5 lakh units annually, led by mid-size motorcycles. However, cracking the premium motorcycle space will require more than compelling hardware.
With Harley-Davidson and Triumph struggling to challenge Royal Enfield’s dominance seriously, Norton faces similar obstacles: low brand recall in India, the need for a differentiated customer experience, and a purpose-built retail network. Industry observers note that success will hinge on TVS’s ability to carve a clear identity for Norton, likely through a standalone retail format that delivers an elevated and immersive brand experience distinct from its mass-market offerings.
Organisational Transformation
Under Managing Director Sudarshan Venu, TVS Motor is undergoing a broad transformation to elevate its global competitiveness. With Ralf Speth, former Jaguar Land Rover CEO, now serving as Chairman, the company has brought in a fresh wave of leadership to drive its next growth phase. Key appointments include a Head, International Business, Bernhard Heiming, Peyman Kargar (ex-Nissan) to lead international business strategy, and Gaurav Gupta (ex-MG Motor) to oversee India operations—reinforcing TVS’s ambition to be seen as a truly international mobility firm.
The move, however, has not been without challenges, particularly given that a change in culture can rarely be easy in a legacy organization. Oftentimes, the aggressive new leadership has sat ill at ease with the company’s longstanding engineering talent, creating friction, slowing product cycles and blunting go-to-market effectiveness.
This is seen to have contributed to the underwhelming results of past efforts to establish a stronghold in the premium space through offerings like the TVS 310 RR, Ronin, and TVS-X. To correct this, TVS has tapped Vimal Sumbly—a seasoned executive with stints at Royal Enfield, Triumph, and Bajaj Auto—to strengthen its premium business. Initiatives under his leadership, such as the MotoSoul community and a renewed focus on racing, have helped burnish the brand’s enthusiast credentials.
Still, the trickledown effect on premium perception remains limited. “There may be a need to relook at the mother brand strategy, given that it spans mopeds to three-wheelers, and scooters to premium motorcycles. With a wider portfolio, TVS must sharpen product branding and the master brand's aspirational appeal,” said a two-wheeler industry veteran.
Execution Challenges
Despite TVS’s strong engineering capabilities and robust annual R&D investments of nearly Rs 1,000 crore, it faces a trio of executional challenges that could determine the effectiveness of its next growth phase. The first is the lack of a strong premium brand. Beyond the Apache series, TVS still lacks a distinct premium identity in the midsize and high-end segments. For new products like the 300cc platform and Norton to succeed, the company must craft clearer sub-brand positioning and storytelling.
The second is its retail network, which is tailored to commuter buyers. For TVS to appeal to customers in the Rs 2–3 lakh price band and above, it needs a purpose-built retail experience—akin to Nexa or BigWing—to deliver premium service and brand immersion. The third is time-to-market. TVS’s product readiness and commercial rollout are sometimes misaligned. To compete with more nimble rivals like Bajaj, the company must tighten its go-to-market timelines and improve decisionmaking agility.
High-Stakes, High-Opportunity
Year FY26 presents TVS Motor Company with a unique inflection point that could reshape its standing within India and across global markets. With a robust lineup that includes affordable electric models, CNG scooters, highperformance motorcycles, and the relaunch of Norton, the company is poised to address multiple layers of demand across various geographies. Yet, success will depend on more than just product readiness.
In an increasingly fragmented and experience-driven market, TVS must align its engineering prowess with sharper branding, faster go-to-market execution, and a more aspirational customer interface. The company has a roadmap. Realizing the vision will depend on how quickly and cohesively it transitions from planning to performance.