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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Bridgestone Corporation has announced significant changes to its senior leadership structure, set to take effect on 24 March 2026. The adjustments involve key positions and responsibilities among its Executive Officer and Vice President and Senior Officer ranks.

In a notable shift for its executive leadership, Scott Damon will transition from his current role as Executive Vice President and Executive Officer. In his new capacity, he will serve as Executive Officer and WEST CEO, while also taking on the role of BSAM NA Group President. This represents a change from the responsibilities previously announced in January.

The company also announced changes for two of its Vice President and Senior Officers. Agustin Pedroni is set to become the BSAM LA Group President, moving from his former position overseeing Bridgestone Americas Tire Operations in Latin America. Meanwhile, Craig Schneider has been appointed as the Group President of WEST Services and Retail Operations, in addition to his ongoing duties as WEST CSO (Chief Strategy Officer).

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In an era of heavier vehicles, rising torque loads and ever-larger wheel diameters, the tyre-wheel assembly (TWA) has quietly become one of the most critical systems influencing vehicle safety, durability and perceived quality. Yet for most consumers, it remains entirely invisible. According to Luc De Bruyne, OEM tyre-wheel assembly R&D specialist in the Department of Manufacturing and Innovation at Eurofit, that invisibility is precisely why the industry underestimates its importance.

Based in Zaventem, Belgium, the company operates as a high-precision service supplier for tyre–wheel assembly, focused on passenger cars and light trucks in the European market. It runs a network of 16 factories, supported by around 900 employees, and delivers a full set of assembly and logistics services. With an annual capacity of roughly 20 million tyre–wheel assemblies, production is supplied to more than 25 OEM locations across Europe.

From an OEM perspective, De Bruyne argues that tyre-wheel assembly can no longer be treated as a simple fitment task. “Due to the increase of load and power transmission of the cars, a correct seating of the tyre bead is more sensitive. The increased bead tension can result in a damaged tyre during mounting, which isn’t visible at the outside. A damaged bead can result in leakages and low-pressure during driving, which is a high risk of a safety issue during high-speed driving. In other words, what appears externally acceptable may already be compromised internally,” he explains.

This growing complexity is not adequately addressed by existing standards. While ETRTO, ISO, ASTM and JASO regulate individual components, there is no global standard governing the assembled wheel. In practice, this means quality depends heavily on internal OEM processes. As De Bruyne notes, “A TWA assembler must mount the components together with no damages to the product and the lowest level of risk of vibration on the car.” To achieve this, Eurofit and its partners develop internal process references with machine suppliers, such as mountability and integrity tests used to qualify new wheels. When a non-OK status is detected, suppliers are informed, and if no solution is found, components may be replaced entirely.

The business is structured as a longstanding 50:50 joint venture between Michelin and Continental, established in 1996. This partnership combines the technological depth, quality standards and global experience of two of the world’s leading tyre manufacturers. The JV structure underpins strong process discipline, continuous improvement and long-term stability for OEM customers.

The technical challenge intensifies as wheel sizes increase and tyre profiles become lower. Larger diameters bring not only harsher ride characteristics but also tighter tolerances across mounting, uniformity and balancing. De Bruyne outlines a suite of measures now required for high-performance wheels: checking rim run-out and match points to filter supplier deviations; guiding the tyre bead diagonally to reduce mounting forces; matching components to lower total uniformity (TU) levels; optimising bead seat geometry; measuring complete wheel run-out to achieve what he calls the ‘perfect circle’ and correcting balance through final audit controls linked to vehicle sensitivity. The payoff is clear – less vibration of a wheel results in a longer lifetime of the tyres and suspension system of the car.

The contrast between OEM-assembled wheels and typical aftermarket replacements remains stark. In Europe, De Bruyne identifies two aftermarket models. The first involves high-volume industrial assembly of wheel kits – often winter packages – using processes similar to OEM plants. “We recommend to order wheels from such entity to receive an upper grade quality level compared with the garage machine assemblers,” he says. The second model is the small local tyre shop, where limitations are far more pronounced. These workshops often use grade 2 or 3 tyres rather than the grade 1 tyres supplied to OEMs, apply grease-based lubricants forbidden in Tier 1 environments, rely on manual mounting without force control, inflate tyres without proper bead seat techniques and balance wheels on single machines without controlling clamping-device influence. “The manual mounting approach can result in a higher risk of vibration/sound level of the wheels to the car/driver/passenger,” De Bruyne warns. For OEMs, the objective is clear: the first test drive of a new car must feel fundamentally different from that of a used one.

Electrification has further raised the stakes. Higher torque loads and quieter powertrains mean that any wheel-induced vibration is far more noticeable. “Observation of increase of torque load on cars results in increase of tyre bead tension,” De Bruyne explains, along with higher surface roughness requirements on rim bead edges. Assembly processes now demand stricter control of mounting forces and higher-energy inflation using inflator bells. After inflation, micro bead correction is required to ensure full contact and maximise friction. Lubrication, meanwhile, must leave no residual grease, as this could allow bead slip under extreme acceleration or braking.

Eurofit’s position as an industrial service provider rather than a component manufacturer reflects broader shifts in vehicle production. A generation ago, car manufacturers assembled most parts themselves. “Due to the increase of complexity and need of assembling volume and faster cycle time of cars, a lot of key-assembling activities are outsourced,” De Bruyne says. This has freed space within vehicle plants, increased model variants and created demand for specialist know-how. Tier 1 component suppliers now deliver globally to wheel assembly plants located close to OEMs, enabling just-in-time supply with greater flexibility.

Logistics has evolved accordingly. Classic JIT lines are increasingly supplemented – or replaced – by batch production, sequencing centres and high-bay warehouses. De Bruyne describes specialised processes that keep wheels sequenced all the way to the OEM, including racks and trailers with walking-floor systems for direct unloading. Over the past 20 years, the explosion in variants has driven major upgrades in logistics software and product traceability. Such systems require constant monitoring and rapid deviation management to avoid production stoppages at the customer.

Despite all this, wheel assembly remains largely invisible to consumers – at least for now. De Bruyne believes this may change as EVs become dominant. With fewer vibration sources from engines and transmissions, wheel-induced disturbances move ‘on the horizon’, particularly as XL tyres and extreme sizes – up to 25 inches – enter production. Some manufacturers, he notes, are already upgrading assembly specifications in response to negative customer feedback on ride performance.

Replicating OEM-level quality outside factory environments remains difficult. OEM assemblers must meet manufacturer-specific specifications that are neither public nor economically viable for most aftermarket operations. While some garage-machine suppliers now offer optional TU, run-out and matching functions, De Bruyne is blunt: accuracy, repeatability and production speed remain poor, and costs are high. Where large aftermarket organisations adopt industrial processes for volume reasons, conditions may resemble OEMs, but ‘the difference is the respect of process limits’, which are typically broader and not tied to a single vehicle programme.

Balancing tolerances illustrate the point. OEM plants may work to residual imbalances as low as two grammes, while many workshops accept eight to 15 grammes. Whether a driver notices depends on vehicle sensitivity, but the physics are unforgiving. “Imbalance vibrations can increase very fast when the speed is going up due to the exponential behaviour,” De Bruyne notes. Lower residual imbalance always reduces TU vibration risk.

Automation is transforming the assembly line, yet human expertise remains central. Practical assembler knowledge is increasingly embedded into software, statistical process controls, cameras, sensors and AI systems. “The key-knowledge is the teacher of such equipment and less the production operator on the line,” De Bruyne observes, underscoring a shift from manual skill to process intelligence.

Convincing OEM decision-makers to invest in this hidden discipline relies on data. Carmakers increasingly use market feedback tools, such as J.D. Power studies, tracking performance from delivery through the first year of ownership. This feedback drives Tier 1 suppliers to adjust processes in pursuit of customer satisfaction. Internal rejections between OEMs and wheel assemblers can also trigger upgrades, particularly when Tier 2 suppliers across global plants struggle with consistency. “Over the last 30 years, numerous additional optional processes have been introduced in the wheel assembly industry. While tyre shops may be aware of these processes, the high cost of the required equipment has often made it difficult to turn them into a viable business model,” De Bruyne concludes.

For an industry obsessed with powertrains, software and styling, tyre-wheel assembly may remain out of sight – but, as De Bruyne makes clear, it is increasingly central to how a vehicle feels, performs, and ultimately, how a brand is judged.

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Nokian Tyres has achieved a significant global milestone as its new Romanian production facility becomes the first tyre factory in the world to be awarded LEED v4 Gold certification by the U.S. Green Building Council. This prestigious designation recognises the building's incorporation of extensive sustainable features, such as high energy efficiency, an advanced water management system and the use of on-site solar panels.

The LEED (Leadership in Energy and Environmental Design) framework is the foremost global rating system for sustainable construction. Certified buildings are distinguished by their reduced energy and water consumption, lower carbon emissions, minimised landfill waste and the creation of healthier indoor spaces for occupants. This accolade adds to a history of environmental leadership for Nokian Tyres; its US facility was previously the world's first tyre factory to receive LEED v4 Silver certification, and its on-site solar panels fully power the Gold-certified administration building there.

Having commenced tyre deliveries in March 2025, the Romanian plant is also notable as the world’s first full-scale tyre factory to operate with zero CO2 emissions from its direct operations. Furthermore, the company’s broader commitment to sustainability was acknowledged in 2025 when it was named one of the World’s Most Sustainable Companies by TIME Magazine.

Teppo Huovila, Vice President – Quality and Sustainability, Nokian Tyres, said, “Sustainability is not only about the products we create; it is also about the spaces where we create them. Earning the LEED certification reflects our commitment to reducing the environmental footprint of our operations while providing healthier, safer and more energy‑efficient workplaces for our employees.”

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Balkrishna Industries Limited (BKT Tires), already a dominant force in the Off-Highway Tyre (OHT) sector globally, has announced its strategic foray into India’s consumer tyre market. This significant expansion introduces the company’s On-Highway portfolio, marking a pivotal shift in its business trajectory. The initial product lineup is purpose-built for two-wheelers, encompassing both scooters and motorcycles, as well as Medium and Heavy Commercial Vehicles (M&HCV). This move underscores BKT’s long-term commitment to establishing a strong presence in India’s rapidly expanding consumer and replacement tyre segments. Accompanying the product launch is a new national brand campaign, ‘Elevate Your Drive’, fronted by brand ambassador Ranveer Singh, which heralds the beginning of the company’s journey as a consumer-facing brand.

To provide clarity for its evolving corporate structure, BKT has introduced a new brand architecture under its existing identity, ‘BKT – Growing Together’. This framework establishes two distinct verticals: BKT Tyres, which will encompass the company’s complete range from Off-Highway to the new On-Highway categories, and BKT Carbon, dedicated to its carbon black and industrial materials business. This dual-pillar approach reflects BKT’s transformation into a more integrated mobility enterprise.

The company’s entry into the consumer space is led by two new two-wheeler tyre lines, both manufactured in India. The BKT ZENOVA is engineered specifically for urban commuting, prioritising rider comfort, smooth handling and reliable grip. Complementing this is the BKT THYROS, designed for riders who encounter mixed terrain, offering enhanced control and confidence on both on-road and off-road surfaces. Developed with core consumer needs like comfort, safety and mileage in mind, the range has undergone rigorous validation. This includes design verification, durability trials and performance testing for braking and handling at the government’s NATRAX facility, ensuring they meet IATF 16949 standards and hold mandatory BIS certifications.

BKT’s expansion into the commercial on-road segment will follow with the introduction of its Medium & Heavy Commercial Vehicle Radial (MHCVR) tyres, slated for launch in the first quarter of FY2026-27. The initial offering will include the BKT m.Loadxpert and BKT Milexpert RG, tyres developed for demanding applications like cement transport and regional cargo logistics. Engineered for high stability and robust casing strength, each tyre undergoes over 138 in-process quality checks and more than 20 design verification tests in NABL-accredited labs. By meeting all BIS standards, the range emphasises reliability, long service life and retreadability, bringing industrial-grade validation to the commercial road sector.

The go-to-market strategy involves a phased rollout through BKT’s nationwide distributor and dealer network, beginning with key high-demand markets. Reinforcing its consumer-first approach, the company will support the new portfolio with an advanced digital platform designed for efficient service response and transparent complaint tracking. This initiative aims to set new standards in customer engagement and service responsiveness within the Indian mobility sector.

Underpinning this strategic expansion is a substantial investment commitment of INR 35 billion (approximately USD 400 million). These funds are earmarked for expanding manufacturing capacity, advancing research and development, supporting vertical integration through the BKT Carbon business and widening the distribution network. This investment is central to the company’s Vision 2030, which targets a consolidated revenue of approximately INR 230 billion by FY30. This future revenue mix is projected to comprise about 70 percent from its core Off-Highway tyre business, 20 percent from the newly entered On-Highway categories and 10 percent from third-party carbon black sales.

Arvind Poddar, Chairman & Managing Director, BKT, said, “Our entry into the on-highway segment is a natural extension of BKT’s purpose – to support India’s evolving mobility needs with products engineered for real world conditions. We are building on decades of manufacturing discipline to offer tyres that deliver safety, reliability and value. Guided by BKT – Growing Together, we aim to be a dependable partner for consumers, distributors and dealers.”

Rajiv Poddar, Joint Managing Director, BKT, said, “BKT’s foray into the on-highway tyre segment is a strategic milestone under our Vision 2030 – an India-led initiative to scale responsibly and expand our mobility footprint. Our approach balances ambition with discipline, where we aim to grow while protecting profitability and maintaining our engineering excellence. With a defined revenue roadmap of INR 23,000 crore (INR 230 billion) by 2030 – a 2.2x increase from FY25 levels, this measured growth, is built on clarity, capability and long-term commitment.”

Satish Sharma, Senior President and Director – Business Development and Strategy, BKT, said, “As we step into a new phase of growth, our focus remains unwavering on delivering durability, mileage, comfort and advanced performance across 2-Wheeler, Truck Bus Radial, Passenger and Light Truck categories, backed by deep customer insights and a commitment to product leadership. We are proud to pioneer industry first initiatives – whether it is pure distribution play ensuring wide reach with zero channel conflict, our ‘Journey Assistance Program’ for riders, or transformative programmes like ‘Save the Casing’ and market leading end user loyalty platforms. Our goal is clear – to achieve a five percent market share by FY30 through a disciplined, India-led strategy based on product leadership, distribution strength and consumer trust.”

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