Czech carmaker Škoda’s new India Brand Director, Ashish Gupta, is determined to cement the company’s position in the country’s fiercely competitive auto market.
12 Jun 2025 | 4130 Views | By Prerna Lidhoo and Ketan Thakkar
Czech carmaker Škoda’s new India Brand Director, Ashish Gupta, is determined to cement the company’s position in the country’s fiercely competitive auto market. After rising from 11th place last year to 7th in 2024, just outside what he calls India’s "Big 6," Gupta sees Škoda as a brand that’s finally gained ...
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Czech carmaker Škoda’s new India Brand Director, Ashish Gupta, is determined to cement the company’s position in the country’s fiercely competitive auto market. After rising from 11th place last year to 7th in 2024, just outside what he calls India’s "Big 6," Gupta sees Škoda as a brand that’s finally gained relevance and intends to keep it that way.
“We’ve climbed from rank 11 to 7, and now sit just outside the top six. Škoda is a relevant brand in India today, and we are committed to holding on to this position no matter what,” Gupta said.
As Škoda celebrates 130 years globally and 25 years in India, Gupta says that the brand is at a turning point in its India journey with more relevant products getting launched.
“The last three to four months have been a pivotal moment for Škoda in India. We’ve entered the belly of the market with the Kylaq in the sub-4 metre A00 SUV segment which accounts for nearly 30% of the industry. That makes us more relevant than ever,” he said.
Skoda sold over 40,000 units in 2024. The company is aiming for 75,000-100,000 units annually, with the Kylaq expected to triple their India volumes.
To navigate what Gupta describes as a “surge” in interest and momentum, Gupta has defined three strategic pillars for the brand: relevance, differentiation, and trust. “You have to be relevant with your products, in the markets you play in, and at the price points you serve,” he explained. “You need a clear competitive edge, a reason for customers to choose you. And ultimately, you have to build trust, by being consistent and delivering on promises.”
Looking ahead, he sees the next few months as crucial. “We haven’t even crossed the halfway mark of 2025 yet. There’s a lot to accomplish, and my team and I are fully focused on making the most of this momentum,” he adds.
In the first decade, the company sold around 130,000 cars with a network of 100 touchpoints. “Over the next ten years, that number grew to 180,000 cars with 150 touchpoints. But what’s truly remarkable is that in the last two years alone, we’ve already sold 130,000 cars, while expanding our network from 150 to 260 touchpoints. That’s the scale and momentum we’re now building in India,” he said.
For Gupta, staying relevant in the Indian market entails making services both accessible and affordable for the customers. “We’ve been working on it for the last five years, but as we enter new, high-volume segments, we need to accelerate that effort. Customers today expect ease of ownership and transparent value, not just a great car.”
In an intensely competitive landscape, differentiation is what Gupta sees as the brand’s true make-or-break test. “We’re now in cutthroat segments like the sub-4 metre and A0 SUV categories. Škoda’s differentiation must come from a clear understanding of its unique strengths—and a consistent effort to showcase those across every touchpoint. Our communication and messaging must stand apart from the noise, while staying rooted in our global brand language and culturally connecting with India,” he said.