The commercial vehicle business in India is changing fast. New ways of owning vehicles, new technologies, and customers who expect more are pushing manufacturers and dealers to rethink how they build, run, and keep their networks going.
To get a better understanding, we spoke with Shyam Maller, Former Executive Vice President, Volvo Eicher Commercial Vehicles Ltd. Shyam has over thirty years of experience in sales, marketing, dealer growth, and running profit centres. He’s played a big part in shaping India’s modern commercial vehicle world.
Q1. Having led sales and dealer operations for years, what big changes have you seen in how commercial vehicle dealer networks in India are built and run?
The change has been amazing. At first, most dealerships were owned and run by people who started their businesses from nothing. Now, many of these businesses are run by the next generation of Gen X and Gen Y owners who are way more comfortable with data, systems, and online tools. Also, more women are becoming dealership owners. They’re running businesses in multiple states with a professional approach.
OEMs have started choosing financially stable, professionally run groups instead of small, independent operators. Because they’re focusing on customer experience, they’re putting a lot of money into infrastructure, training, and modern tools like CRM and DMS systems for sales, service, and parts.
Vehicles are also more advanced. This means dealerships have to use online diagnostics, analytics, and tech-based service tools these days. Business operations have gotten more mature, but the way things are done has completely changed. Dealers now focus on being efficient, using working capital in smarter ways, and improving productivity by managing inventory and channel funding better.
Many have also branched out to make their income more stable by adding new revenue streams like insurance, maintenance contracts, used vehicle trading, and site-support operations. This change in thinking from just “selling trucks” to “building a business ecosystem” is one of the best things we’ve seen.
Q2. Growing into smaller towns is important, but it’s also hard. What helps you reach more people and stay profitable?
It’s like the tractor industry. Just like tractor makers reach almost every town, commercial vehicle companies have now built a wide network in semi-urban and rural areas with smaller service centres in district and industrial towns. Customers in transport and logistics don’t want to wait when their vehicles break down. They want a workshop nearby so they can get back on the road quickly.
OEMs have responded by building more reliable products and creating a network with strict agreements for how fast they respond and make repairs. These smaller facilities may not have big service bays, but they have the diagnostic tools and parts to handle the latest models.
Keeping talent in these remote areas is still hard, but going digital has helped. Central support centres now guide technicians in real time, so they can figure out problems faster.
These smaller facilities aren’t just cost centres; they’re long-term investments. Lower costs and faster customer service create loyalty and repeat business.
– Shyam Maller, Former Executive Vice President, Volvo Eicher Commercial Vehicles Ltd.
Q3. After-sales service builds long-term brand loyalty. What should OEMs and dealers focus on to give consistent, reliable service everywhere?
Today, technology is pretty similar across different brands. What makes one vehicle maker different is customer experience. That’s what builds a strong brand.
Companies that succeed invest in training and following processes. It’s not just about technical skills. Service advisors, workshop managers, and frontline teams all play a part in how a customer sees the brand. It is important to keep improving skills, training people in soft skills, and tracking how well they’re doing.
Dealerships are where the key moments happen. How a customer is greeted, how fast their problem is fixed, and how clearly information is shared, these things decide whether they come back.
OEMs that make training, consistent processes, and caring about customers part of their culture will always be ahead in customer satisfaction.
Q4. Online platforms and AI are making sales, service, and inventory easier. Where do you see the best chances for dealers to change?
Things have really gone digital since the pandemic. Many OEMs have hired Chief Information or Transformation Officers to change how sales, service, and parts work at dealerships.
Customer relationship platforms now help generate more leads and follow up better. Mobile apps let customers book services and check repair status in real time. Vehicle tech gives dealers early warnings about possible issues before they happen.
Inventory tools have been a game-changer. Dealers can now balance parts stock, avoid shortages, and free up money. This makes them more profitable.
The biggest change will come from telematics. It has a lot of potential in India. Fleet owners want data on fuel use, trip efficiency, and uptime. Sensors now allow predictive diagnostics and preventive maintenance. This information can be turned into subscription services that create new income for dealers and make customers happier. For OEMs, this data is valuable because it helps them design better products and predict problems before they happen.
Q5. Looking ahead, what new skills will OEMs and frontline teams need to stay competitive in a tech-driven market?
Competition is tough, and technology has levelled the playing field. OEMs and dealers are now using advanced CRM and AI tools to be more efficient, cut costs, and get customers more involved.
OEMs who are ready for the future need to know business basics and understand digital tools. They need to understand analytics, manage data-driven decisions, and motivate teams that are often younger and more tech-savvy than they are.
Frontline staff need to go beyond just sales and service skills. They should be comfortable using online dashboards, predictive systems, and vehicle data. People skills and caring about customers will still be important because tech can make communication better, but it can’t replace human interaction.
Success will depend on how well OEMs and dealers work together. Working together will decide who’s competitive in this world.
Wrapping Up
Shyam Maller’s advice paints a picture of the commercial vehicle changes in India. Dealer networks are becoming more professional, more digital, and more focused on customers.
The message is simple: growth will come from better processes, stronger people, and closer work between OEMs and dealers.
About The Expert
Shyam Maller has spent over 30 years shaping the commercial vehicle world in India through leadership roles in sales, marketing, and dealer network growth. He’s known for focusing on customer experience, profitability, and innovation, and he continues to mentor and advise businesses in the transportation world.