Toyota is betting that reducing resale, battery, and service uncertainty will do more to grow EV demand than aggressive pricing alone.
20 Jan 2026 | 255 Views | By Anurag Chaturvedi and Ketan Thakkar
In a bid to address the anxieties of prospective buyers about acquiring electric vehicles, Toyota Kirloskar Motor, the Indian arm of the world’s largest carmaker, has lined up a host of initiatives to ensure a peace-of-ownership experience as it launches its first-ever battery-electric vehicle, the Urban Cruiser Ebella.
Unveiling ...
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In a bid to address the anxieties of prospective buyers about acquiring electric vehicles, Toyota Kirloskar Motor, the Indian arm of the world’s largest carmaker, has lined up a host of initiatives to ensure a peace-of-ownership experience as it launches its first-ever battery-electric vehicle, the Urban Cruiser Ebella.
Unveiling the vehicle in Mumbai on Monday, the company outlined a service-led EV strategy focused on reducing concerns around reliability, service reach, and long-term support. Toyota said it has embedded EV readiness across its mainstream network, with over 500 BEV-enabled service touchpoints nationwide, backed by 24×7 roadside assistance and supported by more than 2,500 BEV master technicians trained in EV-specific systems.
“For EVs to scale in India, customers must first feel confident about ownership, not just excited by technology,” said Sabari Manohar, Group Head – Customer Service Group, adding that integrating EVs into Toyota’s existing dealer and service ecosystem is key to normalising EV ownership beyond metro markets.
Alongside service assurance, Toyota is also seeking to address the financial and infrastructure-related uncertainties that continue to slow EV adoption. The Urban Cruiser Ebella will be offered with an eight-year battery warranty, a Battery-as-a-Service option to reduce upfront ownership risk, and an assured buyback programme that offers up to 60 percent residual value after three years, aimed at bringing predictability to EV resale economics.
Central to Toyota’s strategy is the introduction of a “Battery as a Service” (BaaS) programme, a model currently offered by MG Motor in India and introduced by its global alliance partner, Suzuki, for its e-Vitara vehicle.
This programme allows customers to purchase the Urban Cruiser Ebella at a significantly lower initial upfront cost by excluding the battery from the vehicle’s price.
To give perspective, MG Motor offers a subscription model for its owners, where they pay for the battery on a pay-per-use basis. It starts at approximately ₹3.5 per kilometre, excluding charging costs. This structure effectively separates the vehicle’s asset cost from the energy storage system, reducing the initial purchase price by roughly 40% compared to compact internal combustion engine (ICE) SUVs.
To operationalise this, financiers such as Bajaj Finance Limited, Herofin Corp, VidyutTech Services, and Ecofy | Autovert Technologies have been onboarded. These partners offer EMI options with varied terms and interest rates, providing flexibility for buyers who might otherwise find the premium price of an EV prohibitive.
On charging, Toyota has opted for an ecosystem-led approach, partnering with ChargeZone and Jio-bp, while also equipping dealerships with charging infrastructure and offering end-to-end home charging solutions. “Our focus has been to reduce anxiety around service, charging, and resale by building a complete ownership ecosystem,” Manohar said, adding that the strategy is to remove uncertainty first, allowing EV adoption to follow naturally.
Beyond the purchase price, the fear of plummeting resale value plagues the EV sector. Experts say that, unlike internal combustion vehicles, where age and driven kilometres determine value, an EV’s worth is intrinsically tied to battery health—a metric that is often difficult for the used market to quantify accurately.
Toyota addresses this ambiguity with an assured buyback programme. The company promises a 60% buyback value on the Urban Cruiser Ebella after three years of ownership. MG Motor, for instance, has extended its buyback assurance programme to five years, with values ranging from 40% to 60% depending on the tenure. Toyota’s three-year cap might seem conservative in comparison, but it aligns with the typical lease cycles of corporate fleets, a segment Toyota dominates.