The bicycle industry has seen an exponential demand, especially since the Covid-19 pandemic hit. With an increase in commodity prices and new players entering the industry, every manufacturer has to be as efficient as possible to make its bicycle stand out in the market. We talk to Scott Sports India on making its place in the Indian market, the impact of the pandemic and investing in its customers. 

The increase in the purchasing power of consumers in developing nations like India, Mexico and Malaysia is anticipated to be the utmost driver for the bicycle market in the years to come. Also, according to a recent study, the global bicycles market is expected to reach USD 78 billion by 2026, especially with so many bicycle players making their way into the market.

One such company is Scott Sports, a Swiss producer of bicycles, winter equipment, motorsports gear and sportswear, which has also made its place in India. Working towards the development, manufacturing, sales and marketing of high-end performance products intended for biking, the company’s agenda is to get more and more people out on bicycles, cycling outdoors. When the company started off in India, a large part of its customers was, in fact, people from the IT sector. These people had travelled across the world on projects, realising that there is a lifestyle that one can have and that there are bikes that one can buy which actually cater to this lifestyle, giving one a better riding experience. However, as time has gone by, the company has had customers right from a 12- or 13-year-old kid to an 85-year-old gentleman, ever since it started its journey in India in 2012. It currently has about 110 outlets and with the Avanti Giro FM1 brand coming in, it is planning to add another 150 outlets in the next 12 months. 

Bikes suitable for anyone and everyone

Scott Sports introduced Avanti Giro FM1 from New Zealand recently in India, making it suitable for southern hemisphere countries. “In the southern hemisphere, largely, there exists a lot of commute and price-sensitive customers, from India to South Africa to Brazil to Australia etc.,” says Jaymin Shah, Managing Director, Scott Sports India, and continues, “That entire belt of countries consists of sports, but at the same time, is very sensitive to price. Therefore, at the end of the day, they want products that are designed for a particular reason, that can do the work and don’t burn a big hole in their pockets. This is why we launched the Avanti brand, which also lets us reach out to a bigger target audience that is India.”

But introducing a bike for the southern hemisphere is not the company’s only unique element. Scott Sports, till it entered the business, realised that bicycles are available in a one-size-fits-all kind of a category. What Scott Sports did was get the same bicycle in different frame sizes. “Just the way you can buy a shirt in a small, medium, large or XL size, the same can be done with bicycles,” Shah reveals and adds, “This is a change that the Indian customer did not know about (about a decade back).”

Another element that Scott Sports focuses on is called ‘bike fit’. Shah explains, “Bike fit is a concept where one can customise the dimensions on one’s bike. The frame size remains the same, but it has a different leg length, torso length and so on.”

Shah further informs, “We have a system and a software, along with a German partner, where the system scans your body and makes recommendations as per the model you want to select.”

A broken helmet is a good helmet

Customisation or no customisation, one factor that people surely look for in any vehicle, including bicycles, is safety. Catering to this need, we see many bicycle brands offering helmets or other safety features. Scott Sports’ bikes come equipped with reflectors, which are mandatory. “Along with this, we sell a lot of products as accessories, like helmets, reflector vests or even reflector stickers,” Shah asserts. Pointing out a very interesting aspect about helmets, he further tells us, “While the core idea of a helmet is to protect the bicycle rider, many people think that the helmet should not break when they crash. However, the fact is that if the helmet does not crack after a severe crash, then the helmet in question is of a sub-standard variety. A good helmet will crack. This is because the crack is what dissipates the fall and distributes the impact.”

Increase in commodity prices

Scott Sports is currently catering to three segments – lifestyle, commute and sports. Shah believes that the sports and lifestyle segments will see growth. “On the commute side, we have suddenly seen a drop in bicycles, only because cars are back on the streets,” he tells us.

As these segments see growth, prices too will be a factor of consideration. All of Scott Sports’ bicycles are made of alloy and carbon. However, general commodity prices, which include aluminium alloy etc., have seen an increase in price. From Scott’s perspective, the demand has not been impacted for one reason alone – the consumer/target audience not looking for the mass market. “They are looking for premium products,” Shah says and continues, “Only time will tell if this is sustainable or not, because a point may come where the consumer will say that he/she is not willing to pay beyond that price. Plus, global shipping rates have gone through the roof, i.e. by five times, which is huge. Scott has also increased the prices of its products in India from 1st April this year.” 

Shah goes on to mention that the government is doing all it can to cool off commodity prices. “However, I don’t think it all can be controlled by just one government measure. That’s because there are a lot of factors which are beyond our control, from the Russia-Ukraine war to the Covid situation. And this applies not just to India but the world,” he cites. 

One material is as durable as the other

On the material front, he clarifies that whether a bicycle is made of steel, alloy or carbon, the product is a durable one. What’s important is that it has to be maintained well. “The biggest difference between an alloy and a steel bike or an alloy and a carbon bike is the weight of the bicycle. Steel bicycles typically tend to be heavier than alloy bicycles and carbon bicycles tend to be lighter than alloy bicycles. One is as durable as the other,” he explains. 

Educating the customer and mechanics

With the customers’ demand and needs changing rapidly, educating them and making them aware becomes highly crucial. Scott Sports has some singular initiatives in this domain. For one, it has a customer helpline number that is not a sales helpline but simply a customer education helpline. “One can call the helpline and talk to our product specialists who will guide the customer through various factors,” Shah avers. 

Another initiative it has is ‘breakfast rides’ (conducted mainly pre-covid). “We used to conduct breakfast rides with small communities across the country, where our product specialists would address one topic,” Shah puts across and adds, “The topic could be with respect to customer education, bike maintenance, bike fit and would vary in every ride. Also, with everything sort of opening up post-covid, we will be restarting these breakfast rides.”

Scott Sports invests not just in its customers but in its mechanics as well. It runs ‘technical services’ meant for trade only and for all the mechanics. “Here, either our team would go out to a regional centre and call in the mechanics nearby or the mechanics would come to Mumbai,” Shah informs and adds, “This is something we used to do on a regular basis to sensitise the mechanics.”

Covid’s impact on business

Post the lockdown, Scott Sports has grown by 100 percent. “In that sense, it was a great year from a business perspective. However, we also realise that there is a lot of demand out there,” Shah shares. 

While it was a smooth-running chain pre-covid, each country had to be subject to its own lockdowns post-covid, as per their respective government’s measures. “So now, all our bikes come from Cambodia, but a lot of components come from Vietnam or Malaysia or Indonesia. It’s not just about putting a bicycle together – it’s about getting all the moving parts, from the tyres to tubes to suspensions, together. So, from that perspective, tying everything together from different parts of the world became a challenge for us,” Shah enlightens.

Challenges for the industry

With these challenges, we can’t remove the competition out of the equation, especially with new companies entering the market. Nonetheless, Shah claims that at the price-point and quality level where Scott Sports is, it is equivalent to a BMW or a Mercedes or an Audi today. “You can buy a product which is priced at INR 40,000 but also buy a Scott bike which is priced at INR 1 million,” he says and goes on, “The mass brands, we hear, are in over-stocked situations, which is also contributed by so many players entering the market. However, when one looks at the premium market – that we are targeting and have been historically present in – no overnight player can really come in and challenge us over there.”

However, there are other challenges to face. The Indian government’s restriction on import of tyres and tubes has impacted the bicycle owners the most, Shah believes. He asserts that there are local manufacturers for automobile tyres. However, on the bicycle front, with the level of quality required for international brands, the importers requiring such tyres are facing the biggest challenge. 

The next step

Scott Sports sold over 12,000 units during the financial year 2021-2022. Speaking of the company’s targets for the current fiscal, Shah tells us, “Our target is not more than 15,000 next year. This is essentially not a reflection of the demand but a reflection of how many bikes we can get into the country.”

Catering to every personalised requirement

The bicycle industry certainly is seeing tremendous demand and is evolving every day, especially where every consumer gets to choose a bike that suits him/her the best. This, of course, comes with its share of challenges for the industry and customers both. For a market like India, where customers can be price-sensitive and some also willing to invest in bicycles, making them aware goes a long way, catering to their every personalised requirement that they look for when purchasing a bicycle.

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Continental has announced a leadership transition at its supervisory board level, with Sabrina Soussan, 56, elected as the new chair. The unanimous decision took place during the board’s constituent meeting, held immediately after the company’s Annual Shareholders’ Meeting. Soussan, who had just been elected as a shareholder representative, succeeds Wolfgang Reitzle, who departed as planned following more than 16 years of service on the board.

A German-French top executive, Soussan brings over 25 years of automotive and transport sector experience to Continental, positioning her to guide the firm’s strategic realignment. Her career includes serving as CEO of Siemens Mobility and, most recently, as CEO and chair of France’s SUEZ Group. She previously held senior roles at Continental itself and was appointed to the supervisory board by a local court in September 2025. Soussan also serves on Henkel’s Shareholders’ Committee and is standing for election to Stadler Rail’s board of directors.

At the same constituent meeting, the supervisory board extended the executive board appointment of Chief Executive Officer Christian Kötz by three years, securing his tenure until March 2030. The early renewal reflects strong confidence in his leadership, particularly his success in strengthening Continental’s tyre business amid challenging market conditions and his role in reshaping the company as a focused tire manufacturer.

Kötz, who has been with Continental’s tyre division since 1996, joined the executive board in 2019 and has led key areas including passenger-tyre replacement and commercial-vehicle tyre units, as well as global research and development for passenger-car tyres. He has served as Continental’s chief executive since 1 January 2026.

Soussan said, “Being elected as chair of the Supervisory Board fills me with joy and respect. I would like to thank the shareholders and the Supervisory Board for placing their trust in me. Continental is strongly positioned as a focused tyre manufacturer. I look forward to paving the way for a successful future together with the Supervisory Board and Executive Board.”

Kötz said, “I would like to thank the Supervisory Board for placing its trust in me. We have proven in recent years that we have the right ingredients for success: top technology in our products, state-of-the-art manufacturing, efficient distribution and a strong brand, supported by a strong team. We will continue to drive forward our success strategy and make Continental even more resilient.”

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CEAT Limited plans to invest INR 13-14 billion in fiscal 2027 to expand capacity and support growth, as the tyre maker rides strong momentum from a record FY26 while preparing for a near-term squeeze from raw material inflation.

The capital expenditure programme—up roughly 25 percent from the previous year—comes as capacity utilisation remains elevated at 85–90 percent across categories, necessitating incremental investments to meet demand.

Chief Executive Arnab Banerjee said the company would remain “careful” in the first quarter amid volatile input costs and macro uncertainty, before scaling up spending as conditions stabilise.

Additional investments are also being channelled into integrating the CAMSO off-highway tyre business, with about USD 30 million earmarked for upstream capabilities such as compound mixing and calendering. The integration is expected to be completed by the end of FY27, unlocking margin benefits from FY28.

Record year underpins expansion

The investment push follows a strong FY26 in which CEAT delivered double-digit growth across segments.

Standalone revenue rose 15.5 percent for the full year, while fourth-quarter revenue grew 18.2 percent, crossing INR 150 billion in annual revenue for the first time.

Growth was driven by a combination of volume expansion and pricing, aided by GST rationalisation that improved affordability and boosted demand across replacement and OEM channels.

Replacement demand remained robust, particularly in two-wheelers, while OEM growth was led by passenger vehicles and farm equipment. International operations also rebounded strongly, with high growth in Europe and the U.S.

Profitability milestones

CEAT crossed a key profitability threshold, with EBITDA exceeding INR 20 billion for the first time and margins holding at 13.4 percent for the full year.

Net profit stood at INR 8.12 billion, supported by operating leverage, cost discipline and an improved product mix.

Finance chief Kumar Subbiah said the company’s balance sheet remains “strong enough to provide growth capital”, with debt levels stable at around INR 30 billion  and leverage metrics improving.

Global expansion and premium focus

CEAT is deepening its international footprint, setting up local entities in Germany, the UK, France and Poland to strengthen distribution and customer engagement.

Exports now account for over one-fifth of standalone revenue, rising further when including CAMSO, as the company expands in higher-margin markets.

The tyre maker is also focusing on premiumisation, with increased sales of larger passenger vehicle tyres and high-performance two-wheeler tyres, alongside a growing presence in electric vehicle segments.

Digital and EV strategy

The company is investing in digital infrastructure, including a centralised data lake and AI-led analytics capabilities, aimed at improving operational efficiency and decision-making.

In electric mobility, CEAT holds about 29 percent share in passenger EV OEM tyres and 18% in electric two-wheelers, positioning itself to benefit from the sector’s growth.

Cost headwinds loom

Despite strong fundamentals, CEAT faces mounting cost pressures.

Raw material costs—linked to crude oil and natural rubber—are expected to rise sharply, with management guiding for a 15 percent increase in the first quarter of FY27.

To mitigate the impact, the company is implementing price increases of up to 10 percent in the replacement market, though pass-through in OEM and international segments will occur with a lag.

Executives cautioned that demand may moderate as higher prices take effect, particularly in price-sensitive categories such as commercial vehicles.

Outlook

CEAT expects demand to remain broadly supportive, underpinned by rural cash flows, replacement cycles and ongoing economic activity, though growth is likely to moderate from FY26 levels.

“Structural demand drivers remain in place,” Banerjee said, adding that the company is positioned to navigate near-term volatility while sustaining long-term growth.

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TBC Corporation, one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, has elevated Greg Ortega to the role of Chief Purchasing Officer. The promotion places Ortega on the company’s executive team, where he will be responsible for global purchasing strategies and supplier relationships, reporting directly to President and CEO Don Byrd.

With a career at TBC spanning more than three decades beginning in 1996, Ortega brings over 30 years of experience in purchasing, merchandising, product marketing and sales. He most recently served as Group Vice President, overseeing consumer and commercial tyre procurement strategies while strengthening key supplier partnerships. His rise through progressive leadership roles underscores his long-standing impact on the organisation.

Ortega holds a bachelor’s degree from California State University, San Bernardino, as well as advanced degrees from the University of Notre Dame and Michigan State University. He also earned two professional certifications from the Institute for Supply Management: Certified Professional in Supplier Diversity and Certified Professional in Supply Management.

Byrd said, “Greg’s tenure at TBC has given him in-depth knowledge of our business and industry, and in his new role, he will continue to strengthen our company by leading our integrated, enterprise-wide approach to purchasing. Greg has served a critical role in shaping key relationships to support our competitive advantage and positioned us for long-term growth.”

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WACKER has announced a leadership change in its Polymers division, effective 1 May 2026. Maximilian Peter, a doctorate holder in chemical engineering and a company veteran since 2012, assumes the role of the head of Polymers division. His prior experience includes process development, Corporate Development and most recently Human Resources.

On the same date, outgoing Polymers head Peter Summo transitions to lead Sales & Distribution. Summo, who led the division for a decade, brings a business administration background and joined WACKER in 1995 after starting his career at Akzo Nobel. He has since served in multiple management roles.

Peter Summo

The restructuring places both executives in new senior positions, ensuring continuity in polymer operations while refreshing commercial leadership. Summo’s long tenure in the division gives way to Peter’s broader internal track record across engineering, strategy, and personnel functions.

Christian Hartel, CEO, WACKER, said, “With Maximilian Peter and Peter Summo, we are filling two key positions at WACKER with experienced colleagues who have already played a decisive role in using their expertise to shape the company. As head of the Polymers division, Maximilian Peter will continue to drive forward its regional expansion. Peter Summo will continue to forge ahead with WACKER’s market and customer focus and promote sales excellence throughout the company. I wish them both every success in their new roles and look forward to our continued collaboration going forward.”

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