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Bajaj Auto plans two Chetak launches as it scales exclusive EV retail network
Our read
Bajaj's dedicated-store model and two-model cadence can make Chetak a leading premium electric-scooter franchise, but share gains will be durable only if outlet productivity and service quality offset rising price competition.
For operators
Bajaj Auto’s plan to add two Chetak models while deepening its 550-store exclusive EV network reinforces the value of focused retail formats in converting demand and controlling the customer experience.
Watch
Monthly VAHAN electric two-wheeler registrations and Chetak's share relative to TVS iQube, Ather, Ola and Hero Vida.
The report,
Bajaj Auto aims to lead India’s electric-scooter market while protecting margins, with two Chetak launches due within six months. It will expand its Chetak-exclusive store-led model, develop electric motorcycles and pursue lithium-ion e-rickshaw opportunities.
Reported figures
From the report. Source details below
| Five Chetak models currently span the 2501 and | 3501 series |
|---|---|
| 80% of Chetak sales come through | 550 exclusive Chetak stores |
| 150-250cc motorcycle segment is growing | more than 20% |
| Domestic demand forecast to grow | around 8-10% |
Also in the report
- Two new Chetak products planned over the next six months
- EVs account for about 30% of Bajaj Auto's domestic revenue
- 40,000-50,000 electric scooters sold monthly
- Electric models represent about 24% of India's scooter market
- Electric models represent about 45% of the L5 three-wheeler market
- 30,000-40,000 e-rickshaws sold monthly
- About 90% of e-rickshaws use lead-acid batteries
- Domestic motorcycle industry grew about 8% in the quarter
- Exports increased from about 200,000 to 250,000 units monthly
Why it matters to operators
Bajaj’s store-led EV expansion raises the strategic value of partnerships, retail real estate, charging ecosystems, and specialist capabilities that can accelerate premium electric two-wheeler reach.
What to watch next
- Launch timing, ex-showroom pricing, certified range, battery warranty and charging specifications of the two new Chetak products.
- Growth in exclusive Chetak outlet count, geographic expansion and sales per outlet.
- Dealer inventory levels, delivery waiting periods and evidence of discounting or financing subvention.
- Customer reviews on service turnaround, spare-parts availability, software reliability and real-world range.
- Changes in central or state EV incentives, registration fees, financing rates or battery-safety regulation.
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- Bajaj Auto commentary on EV gross margin, breakeven trajectory and capacity utilization.
Likely next moves
Our read of what comes next — analysis, not reported by the source.
- Launch the two Chetak variants with differentiated price points, range and battery options rather than incremental cosmetic upgrades.
- Add exclusive EV outlets selectively in high-registration urban clusters, prioritizing service throughput and dealer economics over headline store count.
- Increase financing, exchange and subscription-style offers to reduce upfront-price friction without broad list-price cuts.
- Expand fast-moving spare-parts availability and technician capacity, making service turnaround a competitive advantage.
- Use existing Bajaj dealer infrastructure for back-end support while keeping the consumer-facing Chetak experience premium and dedicated.
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- Monitor competitor discounting and adjust variant mix or finance support before cutting sticker prices.
The counter-case
The case against this reading — not reported by the source.
Two launches and more exclusive stores may increase fixed costs, dealer inventory risk, and product complexity before demand is proven. A store-led model can dilute returns if throughput per outlet falls, while adding Chetak variants may cannibalize the existing range rather than expand the market. The stated goal of market leadership without sacrificing profitability is especially difficult in an EV scooter market facing price cuts, subsidy uncertainty, battery-cost volatility, and aggressive competitors.
The source
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