India’s tyre retail industry is undergoing a dramatic makeover, moving far beyond the cluttered workshops and transactional buying of the past. Fuelled by rising demand for premium vehicles, digital-first customers and stronger export momentum, tyre makers are transforming retail spaces into sleek, immersive experience centres. What was once a routine utility purchase is rapidly evolving into a premium, advisory-led mobility experience designed for a new generation of motorists.

India’s tyre retail scene is shifting gears, leaving behind the era of crowded workshops and impersonal counters. In their place, manufacturers are rolling out sleek, thoughtfully designed, tech-powered spaces that echo the luxury of high-end car showrooms. What started as a few bold pilots in big cities has quickly become the go-to playbook for tyre brands eager to win over a new generation of savvy, comfort-loving, digital-first customers.

From urban to rural areas, this transformation reveals a profound change in how Indians approach mobility. Today’s motorists – especially those behind the wheel of SUVs, luxury sedans and electric cars – want more than just a tyre swap. They crave expert advice, a polished atmosphere and a shopping experience that reflects the elegance of their vehicles. Once a utilitarian afterthought, tyre retail is now emerging as a coveted part of the automotive journey.

Strong OEMs and replacement demand in both domestic and export markets underpin the transition.

In FY 24-25, tyre exports from India surged by nine percent year-on-year to INR 251 billion, according to data released by the Ministry of Commerce. With an estimated annual turnover of INR 1 trillion and exports exceeding INR 250 billion, the Indian tyre industry stands out as one of the few manufacturing sectors in the country with a high export-to-turnover ratio.

Though tyre exports have hit a speed bump due to higher US tariffs on select categories of Indian tyres compared to those of competing nations, the long-term prospects for the Indian tyre industry remain strong. According to a joint report by ATMA and PwC India titled ‘Viksit Bharat 2047: Vision and Roadmap for the Indian Tyre Industry’, India’s tyre production volumes are projected to grow nearly fourfold by 2047, while industry revenues are expected to expand almost 12 times to about INR 13 trillion.

Against this backdrop, tyre makers are modernising aggressively to retain customers and build a more profound emotional affinity. The broad shift is visible in how retailers are reinventing their spaces. Lounges with crafted lighting, upholstered seating, minimalist décor and large digital walls are replacing traditional steel racks and dusty counters. Informational murals and heritage display trace decades of tyre innovation, strengthening brand storytelling. Stores increasingly feature curated experience zones where customers can explore tyre technologies, EV-compatible profiles, eco-friendly materials and performance characteristics through visual displays and interactive tools.

A clear sign of this trend is the rise of personalised, advisory-led engagement, replacing the old dependence on technicians. Retailers now profile driving habits, terrain usage, daily distance and vehicle type to recommend tyres customised to each consumer’s pattern. This service-led model is shifting the customer’s mindset from price-first decision-making to long-term value evaluation.

The new premium outlets are designed to deliver a lifestyle-driven, hospitality-grade experience rather than a traditional tyre shop visit. Customers receive personalised mobility recommendations tailored to their vehicle, driving style and needs, supported by smart service innovations like intelligent product selection, quick-fit services and digital scheduling. The space also acts as a community hub for driving enthusiasts, creating a connected ecosystem around the brand. With lounge-style comfort, immersive storytelling and specialised tyre and service packages for luxury and performance vehicles, the outlet blends convenience, premium care and brand-centric offerings into an elevated customer experience.

“Customer experience at the point of sale is another branding exercise poised to change buyer characteristics. Multi-brand outlets often commoditise the tyre-buying experience. That’s why companies are launching exclusive brand outlets with curated customer experiences. Over the next decade, new delivery models will emerge,” said Kavan Mukhtyar, Partner and Leader – Automotive, PwC India.

Apollo Tyres articulates this change as a move towards lifestyle-led retailing. Its new super-premium outlets have been built not as showrooms but as emotionally resonant spaces.

Udyan Ghai, Group Head of Marketing at Apollo Tyres, explained that the company’s new retail architecture is anchored in long-term strategic priorities: “Our move to a lifestyle-led, immersive tyre retail format is driven by our own desire for premiumisation and category leadership. We are looking at elevating tyre retail in India by setting new benchmarks and shifting from commodity selling to a premium, lifestyle-driven experience.”

He said the brand aims to ‘emotionally engage with customers, offer tailored solutions, build a community of driving enthusiasts and tap into premium segments – all while delivering a differentiated, modern retail experience’.

Ghai believes retail ambience plays a decisive role in influencing perception. “A relaxed and well-designed lounge signals comfort, trust and premium value,” he said, adding that such environments elevate tyres from a mundane requirement to a core element of vehicle care and identity.

Digital transparency, he believes, is the second pillar of modern tyre retail. “Digital systems ensure transparency and help demystify tyre selection – tread patterns, speed ratings, durability and fitment. Consumers feel less dependent on a technician’s word and more in control, which boosts their confidence and perceived fairness,” Ghai said.

Customers today are inundated with choices, and digital systems, he said, turn tyre buying into an ‘informed, personalised decision’, comparable to selecting a smartphone, a pair of performance shoes or even a detailed insurance plan. According to Ghai, this new retail model is ‘a strategic investment in the future of mobility retail’, designed to be scalable and to support community-building events, workshops and enthusiast interactions. As India moves towards EVs and connected cars, he said these premium outlets will provide EV-focused tyre expertise, interactive digital tools and personalised recommendations that appeal to younger, digitally savvy motorists.

CEAT shares a similar philosophy. Its national retail revamp focuses heavily on digital immersion, consistent messaging and design-led layouts. Lakshminarayanan B, the company’s Chief Marketing Officer, said the modernised CEAT Shoppes are fundamentally reshaping the category.

“The modern layouts and digital integration in CEAT Shoppes are revolutionising the tyre-buying experience, making it more experiential and customer-centric,” he said, adding that these updated outlets elevate the experience, build trust through uniform communication and drive decisions by reducing ambiguity around features and value.

Lakshminarayanan highlighted CEAT’s attempt to harmonise customer experience across demographics: “The approach in urban markets through premium stores, product offerings and services is to create access and aspiration for premium customers. The same is replicated in upcountry markets also.”

The CEAT Executive said the company is building for a future where personalisation will be the defining characteristic of tyre retail. “CEAT is focused to drive the future of tyre retail through end-to-end personalisation,” he said.

As experiential retail takes hold, service portfolios inside tyre stores are expanding faster than ever. Advanced wheel balancing, laser-driven alignment systems, nitrogen inflation, premium alloy wheel installations, EV-oriented tyre consultations, digital appointment scheduling and real-time tyre-health diagnostics are now standard. Many outlets also provide car detailing, interior cleaning, ceramic coating, PPF application, brake checks, battery inspections and multi-point vehicle health reports, making them full-fledged mobility centres.

Global players have pushed the envelope even further. Michelin’s 25,000-square-foot Experience Store in Nashik features a heritage wall and innovation displays showcasing electric mobility, materials science and environmental responsibility. It houses precision wheel-alignment bays, detailing studios, and accessory galleries. “We are proud to unveil Michelin’s first Experience Centre in India. The sole purpose of this store is to go beyond traditional tyre retail and provide customers with an immersive experience of the brand,” said Shantanu Deshpande, Managing Director of Michelin India.

Continental Tyres is also strengthening India’s premium retail ecosystem through its CPD outlets, which include ambient lounges, diagnostic equipment, premium alloy wheels and digitally enabled guidance. “With our new CPD store in Indore, we bring Continental’s promise of safety, innovation and comfort closer to Madhya Pradesh’s clients,” said Samir Gupta, Managing Director of Continental Tyres India. He added that the brand’s ‘In the Market, For the Market’ approach is central to its retail expansion strategy.

Even in rural markets, tyre retail is becoming more formalised, structured and service-oriented. JK Tyre’s ‘Steel Wheels’ format is targeted at towns with populations under 100,000 and offers standardised layouts, value-added services, best-in-market pricing and instant claim facilities. “Our Rural expansion programme will help us reach the interiors of the real Bharat that is economically vibrant but often underserved. We are not just building retail points; we are also enabling entrepreneurship and access,” said Managing Director Anshuman Singhania.

Together, these developments mark a decisive shift in how tyre brands engage customers. Tyre stores are increasingly functioning as lifestyle environments, designed for comfort, informed decision-making, personalisation, transparency and community. The industry is moving away from a product-first mindset to a customer-experience-led philosophy.

As premium cars, SUVs and EVs become mainstream, and as younger motorists prioritise digital empowerment and ambience, tyre retailers are aligning with these new expectations. India’s tyre makers are building a retail landscape where experiential engagement, technology integration, service breadth and emotional connection define long-term brand success.

For an industry long anchored in grease, metal and functionality, the transformation is profound. Tyre retail in India is no longer just about fitment; it is becoming a premium mobility experience, curated for a generation that demands clarity, comfort and an elevated relationship with every aspect of vehicle ownership.

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Marking its 55th anniversary in 2026, Tana Oy is celebrating a legacy defined by the seamless integration of human expertise and advanced technology. For more than five decades, this commitment has driven the company’s evolution in the recycling and waste management sector. Tana has consistently grown in tandem with its customers, engineering robust machines, systems and services capable of withstanding the most demanding real-world conditions. As the industry pivots towards greater efficiency and smarter resource use, this enduring philosophy ensures Tana remains a steadfast partner, poised to deliver uncompromising solutions for future challenges.

A key pillar of Tana’s strategy is the continuous expansion of its global footprint. By strengthening its international presence and local operations, the company positions itself closer to its customers. This approach allows for more integrated support, fosters deeper partnerships and enables the tailoring of solutions to meet specific regional needs, all while upholding the reliability synonymous with a global brand. The strength of this network is evidenced by thousands of machines operating worldwide and longstanding industrial partnerships, milestones that underscore Tana’s reputation as a trusted partner for operational excellence and long-term dependability.

Looking forward, innovation remains central to Tana’s mission, with a focus on solutions shaped by real-world demands. Digital tools like TanaConnect exemplify this, linking machines, data and people to optimise operations and enhance lifecycle management. Simultaneously, the latest generation of recycling machines is designed for high performance and adaptability to evolving material streams. As Tana marks this anniversary, its direction is resolute. Continued investment in its people and technologies, from digital platforms to advanced machinery, ensures it will meet the growing demand for efficient waste-to-value solutions, ready to shape the future with no time to waste.

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Goodyear India Limited reported higher quarterly profit despite recognising INR 1.94 million of past service costs under India’s new labour codes, as revenue declined year on year.

Revenue from operations for the quarter ended 31 December 2025 fell to INR 606.9 million, from INR 631.7 million a year earlier. Total income was INR 611.5 million, compared with INR 636.4 million.

Profit before tax rose to INR 33.4 million, up from INR 13.3 million in the corresponding quarter last year. Net profit increased to INR 24.6m, compared with INR 9.5 million. Earnings per share were INR 10.68, against INR 4.11 a year earlier.

Total expenses declined to INR 578.2 million from INR 623.2 million. Cost of materials consumed fell to INR 221.5 million from INR 257.9 million, while purchases of stock-in-trade were INR 190.3 million, broadly in line with INR 191.1 million a year earlier. Employee benefits expense rose to INR 52.2 million from INR 44.4 million.

For the nine months to December 31 2025, revenue from operations decreased to INR 1,859.6 million from INR 2,005.4 million in the same period last year. Profit before tax rose marginally to INR 69.8 million from INR 67.9 million. Net profit was INR 51.8m, compared with INR 50.3m.

The company said it had recognised past service costs of INR 1.94 million under employee benefits expense in the quarter and nine months ended December 31 2025, following notification of the Code on Wages, 2019, the Industrial Relations Code, 2020, the Code on Social Security, 2020 and the Occupational Safety, Health and Working Conditions Code, 2020.

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Balkrishna Industries (BKT) reported a six percent rise in quarterly volumes and commissioned additional carbon black capacity, even as US tariffs and volatile commodity prices weighed on parts of its export business.

The company’s sales volumes rose to 80,620 metric tonnes in the quarter to December 2025, up six percent year on year and about 15 percent higher than the previous quarter. For the first nine months, volumes were 231,536 metric tonnes, down onepercent from a year earlier.

Standalone revenue for the quarter was INR 26.82 billion, up 4 per cent year on year, including a realised foreign exchange loss of Rs 470 million relating to sales. For the nine months, revenue was Rs 77.62 billion, broadly flat, including a realised forex loss of Rs 1.17 billion.

Earnings before interest, tax, depreciation and amortisation were Rs 6.05 billion for the quarter, with a margin of 22.5 percent. For the nine months, EBITDA was INR 17.6 billion, down 11 percent year on year, with a margin of 22.7 percent. Profit after tax for the quarter was INR 3.75 billion, and INR 9.27 billion for the nine-month period.

Rajiv Poddar, Joint Managing Director of BKT, said the “geopolitical and macroeconomic environment continues to remain challenged and the situation with U.S. tariffs remain unchanged”.

In the US, sales momentum improved sequentially after a weak second quarter. Poddar said the group had regained some momentum by sharing the tariff burden with distributors. “Because of our strong brand positioning and quality and some major chunk of the tariffs to be shared between us and our channel partners, we have been able to gain some of the momentum that we had lost in the Q2,” he said.

He declined to quantify the impact of tariffs on margins, but confirmed that costs were being shared. Channel inventory in the US and Europe was “at par at where it should be”.

India remained the strongest market, supported by lower goods and services tax rates and favourable monsoon conditions. The domestic portfolio is split roughly 60 percent industrial and construction tyres and 40 percent agricultural tyres. Higher India contribution has a “slightly lower” average selling price, Poddar said, but margins have remained broadly stable.

In Europe, demand improved sequentially as earlier destocking eased. The European Union Deforestation Regulation, originally due to take effect from January 2026, has been deferred by one year. Madhusudan Bajaj, Senior President and Chief Financial Officer, said the current import duty into Europe is four percent, though the impact of the proposed free trade agreement with the EU is not yet clear.

Freight costs were about 5 percent of revenue in the quarter and are expected to remain in that range.

On raw materials, Bajaj said oil and natural rubber prices were moving higher, but it was “too early to say what will be the impact”. The average euro rate in the quarter was about INR 97.

Capital expenditure remains elevated. The company has spent about INR 22 billion in the first nine months of the financial year and expects total spending of roughly INR 25–26 billion in FY2026, with the balance of committed projects to be completed in the following year.

During the quarter, BKT commissioned a new carbon black line, taking total capacity to 265,000 metric tonnes per annum. The incremental capacity is intended for external sales rather than captive consumption. Carbon black accounted for less than 10 percent of revenue in the quarter, with margins expected to align with industry averages.

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ZAFCO, a leading global manufacturer and distributor of automotive tyres, batteries and lubricants, has strengthened its corporate governance with the addition of Hee Se Ahn to its Board as an Independent Director, effective 1 January 2026. Bringing over three decades of specialised industry experience, Ahn is recognised for his extensive leadership in the global tyre sector.

His professional background is deeply rooted in international commerce, with significant achievements in overseas sales, strategic marketing and high-level management across key markets in Asia, Europe and the Americas. Prior to this appointment, his career included senior roles such as Executive Vice President at Nexen Tire and Managing Director at Hankook Tire, based in Seoul. Throughout his career, he has been instrumental in fostering international expansion and enhancing market positions while leading diverse, cross-regional teams, solidifying his status as a respected figure in the industry.

Zafar Hussain, Executive Director, ZAFCO Group, said, “We are pleased to welcome Hee Se Ahn to the Board of ZAFCO. His extensive international experience in sales, marketing and regional leadership will bring valuable perspectives to the company. His deep understanding of the global tyre industry will be a strong asset to both the Board and the management team.”

Amir Abbas, Executive Director, ZAFCO Group, said, “We are delighted to welcome Hee Se Ahn to the ZAFCO Board. He brings with him a global business mindset and rich insights into leadership and international business transformation. We look forward to his contributions as we continue to strengthen our global presence.”

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