From Click To Fitment: Tyresnmore Looks To Crack Tyre Aftermarket

CEAT-backed Tyresnmore Online Pvt Ltd is looking to scale its tyre and battery replacement business by deepening its doorstep fitment model, testing offline stores, expanding through online marketplaces and building pan-India delivery, as it looks to tap India’s underpenetrated online tyre replacement market.

Rakesh Tatikonda, Chief Executive Officer of Tyresnmore, said the company has grown at close to 50% year-on-year over the last five years and wants to sustain that pace by adding new channels and adjacent categories.

“We have been growing close to 50% year-on-year over the last five years. The intention is to continue this journey and grow at more than 50%,” Tatikonda told Autocar Professional in an interview.

The opportunity remains large because India’s online tyre market is still at a nascent stage. According to Tatikonda, online tyre sales account for less than 1% of India’s tyre replacement market, compared with 15-20% in western markets. India’s tyre market was valued at $14.45 billion in 2025 and is projected to reach $27.67 billion by 2034, according to IMARC Group.

From Tyre Sales to Doorstep Fitment

Tyresnmore was started in 2014 with a simple proposition: to provide tyres at a customer’s location. Over time, the company evolved from an online tyre seller into a doorstep delivery-and-fitment platform.

Tatikonda said the model gained wider acceptance after the Covid pandemic, as consumers became more comfortable with at-home services. The company, which began with four-wheeler tyres, has since expanded into two-wheeler tyres, batteries and vehicle accessories such as alloy wheels, tyre pressure monitoring systems and dashcams. It now positions itself as a multi-brand auto aftermarket platform.

“Convenience is a very important lever for customers. They are not only looking to buy tyres online, but also want delivery and fitment at their doorstep,” Tatikonda said. The company’s pitch differs from platforms that only sell tyres online or follow a buy-online, fit-offline model. Tyresnmore wants to offer a single touchpoint covering product discovery, advisory, purchase, delivery and fitment.

Tatikonda said Tyresnmore functions much like a traditional dealer because it stocks tyres and sells multiple brands. The difference, he said, is that the company takes the product to the customer and completes fitment at the doorstep. “You don’t have to bother about taking the tyres from any online source and then going to an offline world. That is the inconvenience we are solving,” he said.

In the broader online tyre retail space, players such as Tyremarket.com, MyTyrePoint and Changemytyre are among Tyresnmore’s competitors. Tatikonda, however, said the company does not see a direct competitor in India with the same end-to-end doorstep delivery-and-fitment model.

Tyresnmore currently provides doorstep installation services in six major markets — Delhi-NCR, Mumbai, Bengaluru, Hyderabad, Pune and Chennai. It also offers tyre delivery across India.

Offline Store Pilot in Bengaluru

Tyresnmore began as a digital-only platform, but is now testing an offline store format in Bengaluru. The pilot is aimed at building customer trust, offering premium services and addressing service gaps that doorstep vans cannot cover.

The store offers multi-brand tyres, batteries and accessories alongside automotive maintenance solutions. It also provides specialised services, such as wheel alignment, road force balancing, and nitrogen tyre inflation, using automated equipment, which are difficult to provide via mobile vans.

Tatikonda said the offline store is being positioned as a premium, standardised service centre. The company is studying the economics of the format. If the pilot works, Tyresnmore wants to have at least one store in every city where it operates, with more stores depending on scale and geography.

“We want to be omnichannel. We want to be present across channels and, within omnichannel, we want to be offline as well,” Tatikonda said.

E-Commerce Growth Lever

Online marketplaces are emerging as another growth channel for the company. Tyresnmore has started selling through e-commerce platforms as a seller, while adding doorstep fitment in cities where it operates.

Tatikonda said marketplace sales already account for 10-12% of the company’s overall sales. He said marketplaces help customer discovery because trust in large platforms is already established.

“Marketplace becomes an easy discovery channel for us, where people discover products sold by Tyresnmore, but with a unique proposition of fitment, which no other seller is currently giving,” he said.

The company currently offers doorstep fitment in six major city clusters. When Delhi-NCR, Mumbai and other clusters are broken down into individual markets, the operational footprint covers around 14-15 cities. It also offers pan-India delivery for customers outside its fitment cities.

Tatikonda said around 40% of the company’s total traffic comes organically from outside its current fitment markets. This will help the company decide on future city expansion.

“This gives us an indication of which cities have potential and where people are more comfortable buying a heavy product like a tyre online,” he said.

Same-Day Fitment Challenge

The model is operationally complex because tyres are size-specific and vehicle-specific. Same-day fitment adds another layer of difficulty. 

Customers are increasingly making purchase decisions only a few hours before they need service. That means Tyresnmore has to procure the right tyre, load it into a service vehicle, reach the customer and complete fitment on the same day.

Tatikonda said the company manages this through warehouse inventory, dealer-partner networks and call-centre-led advisory. Orders are verified before dispatch to ensure that the customer has selected the right tyre size, brand and pattern.

Around 50-55% of the company’s orders are placed directly through the website, while the rest are handled through customer care, where agents help customers choose brands, price options and fitment slots, he said.

Once a technician reaches the customer’s location, installation typically takes around 45 minutes for four-wheeler tyres, 30 minutes for two-wheelers and 15–20 minutes for batteries. Customers are informed at every stage, from order confirmation and invoicing to scheduling, he added. He said the company has zero returns in its current operations, and complaints are less than 1%, helped by consultative selling and order verification.

The company has around 120 employees, of which nearly 45-50% are on-ground technicians. Unlike a pure marketplace model, Tyresnmore keeps technicians on its payroll.

Tatikonda said this is an important service moat because it allows the company to maintain quality and speed. “The fitment experts have been with the organisation for many years. That is why we can provide reliable service at speed. We promise quality at speed,” he said, adding that the company’s net promoter score is above 85.

Asset-Light Scale-Up

As Tyresnmore scales, it plans to make the model less capital-intensive. The company currently owns its service vans and two-wheelers, but may move to leasing vehicles as it expands.

Tatikonda said leasing will reduce upfront capital requirements and help avoid inefficiencies linked to ageing vehicles, such as downtime, lower mileage and higher operating costs. Future capex will mainly be for machinery replacement.

The company is also exploring strategic alliances with other aftermarket players. The idea is to become a broader auto aftermarket platform without offering every service in-house from day one.

Tatikonda said Tyresnmore may tie up with vehicle maintenance players and other service providers where there is a natural fit. Such partnerships could allow the company to offer more services to its customers and become a doorstep product-and-fitment partner for other platforms.

Financials and Profitability Roadmap

TYRESNmore remains loss-making, but its revenue has continued to grow. According to a Tofler report based on March 2025 numbers, the company’s sales rose to ₹32.3 crore in FY25 from ₹25.6 crore in FY24 and ₹14.3 crore in FY23. Its operating loss widened to ₹13.7 crore in FY25 from ₹11.5 crore in FY24, while net loss stood at ₹13.9 crore in FY25 against ₹11.8 crore in FY24.

Tatikonda said the company is not profitable yet, but its absolute burn has remained stable even as revenue has grown. “Currently, we are not profitable. But we are growing year-on-year, while burn remains the same in absolute terms. That means we are growing efficiently,” he said.

The first target is city-level profitability. Tatikonda said one city is close to break-even, while another is expected to reach break-even by the end of the year. The company then aims to move towards overall EBITDA-level profitability.

“City-level profitability is the first goal. One city is very close to break-even, and the next city is targeted by the end of this year. The following year would be about making the overall company EBITDA-level profitable,” he said.

CEAT Backing

Tyresnmore is a wholly owned subsidiary of CEAT Ltd, part of the RPG Group. In April 2026, CEAT approved an investment of up to ₹3.25 crore in Tyresnmore through a rights issue. The company said it would subscribe to 26,626 equity shares and retain 100% ownership after the transaction. 

CEAT has gradually increased its involvement over the years. In 2020, the tyre maker invested ₹2.60 crore to raise its holding in Tyresnmore to 40.70%. In 2021, it invested ₹1.4 crore more to increase its stake to 46%.

In 2023, CEAT acquired an additional 10.83% shareholding through compulsory convertible preference shares for ₹8.99 crore, taking its stake to 60.66%. It later acquired the remaining 39.34% stake from promoters and other shareholders for ₹3 crore, making Tyresnmore a wholly owned subsidiary. CEAT also made fresh investments of ₹7.50 crore and ₹2.99 crore in September and December 2023, respectively, according to its regulatory filing.

Since then, CEAT has continued to put money into the business through rights issues. In January 2025, it approved a ₹2.57 crore investment, followed by ₹3.45 crore in April 2025, ₹3.61 crore in January 2026 and ₹3.25 crore in April 2026.

The backing gives Tyresnmore access to a large tyre maker’s ecosystem, while CEAT gets a digital aftermarket and service-led channel in a category that is still largely offline.

Growth outlook

Tatikonda said macro uncertainty, fuel prices and input-cost pressures could affect the broader auto ecosystem, but Tyresnmore’s low penetration gives it room to grow.

He said the company is still addressing only a small part of the potential market. Even if overall demand slows, it has multiple growth levers — deeper penetration in existing cities, marketplace sales, pan-India delivery, new categories and partnerships.

“We are a very small player in the current landscape. Whether there is a slowdown in demand or an increase in demand, our strategy will not be primarily affected,” he said.

For TYRESNmore, the next phase will be about execution. It has to scale city operations, build marketplace sales, test offline stores, improve van productivity, add categories and move closer to profitability. Its bet is that India’s tyre replacement market will gradually shift online, but customers will still want expert advice, genuine products and professional fitment before trusting the category fully.