As EV motorcycles move from prototype to mass production, that is Oben Electric’s claim to fame. Speaking to Oben’s Madhumita Agrawal, EFY’s Nitisha Dubey tries to understand the challenges they faced and how they emerged victorious.
Q. What are Oben Electric’s key priorities and core business?
A. We are a vertically integrated organisation, which means we design, develop, and manufacture most of our critical components in-house. This includes the motorcycle design, battery packs, motor, display systems, backend software, Internet of Things (IoT) integration, battery management system, and even fast chargers. Our primary focus is the commuter motorcycle segment because India is predominantly a motorcycle market and the world’s largest.
Q. What differentiates Oben Electric from other electric vehicle (EV) manufacturers in the market?
A. The biggest differentiator is our research-and-development-first approach. When we started, we identified a major gap; while scooters had multiple players, electric motorcycles were largely absent, even though motorcycles dominate India’s two-wheeler market. We understood that consumer behaviour cannot be changed overnight, so instead of pushing scooters, we focused on building e-motorcycles from the ground up. Since there was no ready ecosystem, we had to design everything ourselves, including the chassis and battery integration. Innovation exists at every level in our product, from materials to system design.
Q. You mentioned that everything is designed and manufactured in-house. How do you make that possible?
A. In automotive, the process begins with identifying customer expectations for design, performance, and price. Based on that, you engineer the product. Unlike software, vehicles cannot be customised frequently due to regulatory and safety constraints, so the design has to be right from the beginning. Having in-house expertise allows us to maintain quality, reduce dependency on vendors, and respond quickly to customer needs and issues.
Q. What are the key factors that attract customers to your product?
A. In the motorcycle segment, customers primarily look at design, performance, and safety. Design is extremely important because the motorcycle is often a primary mode of transport and also a status symbol. Performance, especially acceleration, must match or exceed petrol bikes. Safety is another critical factor in EVs. We pioneered lithium iron phosphate (LFP) battery chemistry, known for 50 per cent higher heat resistance, a two-times longer life cycle, and better suitability for Indian conditions. We have also introduced practical features such as storage in motorcycles and easy home charging via standard sockets.
Q. How do you ensure customer satisfaction after the sale?
A. Customer engagement does not end with the sale. We have built a strong after-sales support system focused on communication and responsiveness. We also have an independent team that regularly connects with customers to gather feedback. Based on these interactions, we have maintained a customer satisfaction score of around 91 per cent, which reflects our commitment to service.
Q. How is Oben Electric addressing consumer concerns around battery life, safety, and reliability?
A. Awareness around EVs has improved significantly in recent years. Today, customers are more concerned with which EV to choose than with whether to choose an EV. We focus on educating customers about our advantages, including longer battery life with LFP technology, enhanced safety, and greater durability. Most customers are driven by cost savings, so we also highlight how EVs reduce running costs compared to petrol vehicles.
Q. In a price-sensitive market like India, how do you balance affordability and profitability?
A. The only sustainable way to achieve this is through vertical integration. By developing and manufacturing components in-house, we reduce dependency on external vendors and retain margins. This allows us to offer competitive pricing while maintaining profitability. The Indian motorcycle market has clearly defined price segments, so innovation must occur within those constraints.
Q. What is your approach to sourcing components?
A. India has a mature automotive ecosystem, so components like brakes and suspension are sourced from established domestic vendors. However, certain critical elements, such as battery cells and motor magnets, are imported mainly from China. Despite that, all core design, engineering, and assembly are done in-house, which gives us better control over the final product.
Q. What are the biggest operational challenges in scaling electric motorcycle production?
A. One of the biggest challenges is designing an efficient assembly line. Producing a single prototype is very different from mass manufacturing. You need to optimise workflows, ensure safety, and maintain quality at scale. EVs introduce additional complexity due to battery integration and electronic systems, so the entire production setup requires careful planning.
Q. Is charging infrastructure still a barrier to EV adoption?
A. For personal use, it is not a major barrier. Most consumers prefer charging at home because it is more economical. Public charging infrastructure is more relevant to commercial applications such as delivery services. For individual users, home charging works well and aligns with their cost-saving goals.
Q. What challenges do you face in Tier 2 and Tier 3 markets?
A. Customers in these markets are more cautious and prefer physical interaction before making a purchase. They rely heavily on dealer trust and local presence. Unlike metro consumers, they are less likely to experiment, so having a strong dealer network, local engagement, and accessible service centres becomes very important. Financing options also play a key role in these regions.
Q. What was the biggest challenge in building your dealer network?
A. Initially, trust was a major challenge because earlier EV players had created a negative perception in the market due to poor quality and subsidy-related issues. We addressed this by opening our own stores and demonstrating our product quality and processes. Over time, this helped build confidence, and today we receive many dealership inquiries each month.
Q. How do you ensure dealers maintain service quality across locations?
A. We have a structured system of training, monitoring, and audits. Dealers are evaluated not just on sales but also on customer satisfaction and service quality. We conduct regular training programmes and maintain strict processes to ensure consistency across all locations.
Q. What qualities do you look for when hiring talent?
A. Beyond technical skills, we look for a strong problem-solving attitude and integrity. Startups require people who can take ownership and handle multiple responsibilities. Skills can be developed over time, but mindset and ethics are critical from the start.
Q. What are Oben Electric’s future plans?
A. Oben Electric currently has a retail presence across more than 100 cities in 18 states through over 150 showrooms and service centres. As part of its growth strategy, the company plans to further strengthen its footprint by adding 200 new exclusive showrooms across India by the end of financial year 2026-27 (FY27), expanding access to its products and services in existing and new markets.
Q. How has your financial growth been, and what are your expectations for the future?
A. We have seen significant growth, with around a 600 per cent increase between financial year 2023-24 (FY24) and financial year 2024-25 (FY25) despite market challenges. Going forward, our focus remains on building a sustainable and capital-efficient business while continuing to scale responsibly.
