Our EV dreams are real, but India isn’t ready yet: Škoda Volkswagen’s Jan Bureš

Previously, your home estimation was 30% for the Indian market until 2030. What is the new estimate?

We fixed it. Now we plan about 18% home penetration by 2030. The infrastructure is not there yet and the appetite is not what we expected. People who buy a house today? Mostly, fleet operators or buyers focused entirely on operating costs. It’s not a high segment yet. For now, the mixture will be lower than we hope.

Then what is your road map? Is škoda still investing in the houses here?

Certainly. We run test tools under the škoda brand and we have electric cars from Audi and Porsche on Indian roads. However, the real scale will only come when the infrastructure, consumer mentality and pricing come together. In addition, we cannot ignore cafes (corporate average fuel efficiency) norms. If we don’t offer homes, we’ll have to pay a penalty. And nobody wants it.

You said the company read the Indian expectations wrong. What did you do wrong?

We underestimated how quickly Indian consumers will develop. When we lock the product features five years ago, we gave priority to structure, safety and driving quality. And we nailed them. However, the island ((advanced driver assistance system), connected technology and powerful seats such as not seen as a must. Today. This is on us. Great learning.

Was this a cost call? Or a call call?

Both of them. These decisions were taken years before the launch. Then, the digital connection did not feel critical. If we had to do it again today, we would make different calls. However, after a development path is locked, you cannot turn the ship overnight.

Have you caught it now?

We discussed most of the floor. Cars such as updated Taigun, Kushaq and Kylaq are better equipped. However, we should still balance localization, volumes and costs. Like some, we do not sell 4-5 lakh units a year. So we must be sharp about what we bring and how we bring it.

Korean brands such as Hyundai and Kia quickly moved to features and technology. Do you think they shape expectations early?

I will give them credit, they moved fast. Many features brought very early and consumers took it. Maybe in some cases it was a little too much – so much, even a little shocking, but it certainly affected the recipients expecting. First, we followed a more balanced path by putting engineering, building quality and security. But yes, the speed was ahead of the feature. There is no doubt.

What is your opinion on hybrids? You criticized them, but now you’re saying they’il be a part of the mixture.

Yes, we will have hybrids, but let me be open: I personally don’t think it is the best use of consumer money. You carry two systems – motor and battery – so you compromise on space and productivity. I think hybrids are pushed and helping fleet averages. But I believe either ice (internal combustion engine) or home. Hybrids are a semi -solution.

You entered the 4 -meter sub -segment škoda kylaq. Isn’t that a slip from your Premium picture?

I wouldn’t call it a reduction. The sub -4 meter segment is a defined area with its own tax logic. Entering this does not mean we’re going down. It opens us to a brand new consumer set. And let’s not forget, we started the new Kodiaq, a new SUV. So no, we don’t give up the premium. We expand the funnel.

Škoda and Volkswagen operate in overlapping price segments in India. How do you avoid the cannibal?

Globally, škoda and Volkswagen are positioned differently and we kept it here. VW is simple premium, led by SUV, elegant. Škoda is more urban, younger in tone. And our retail networks are completely separate. This is the real lock. Yes, there are some overlap – kushaq etc. Taigun, Slavia and Virtus – but the product is different enough to manage DNA, communication and retail.

What role does sedans, SUVs and homes play here to define the identity of each brand?

Škoda is urban facilitator – for people who discover cities. Volkswagen is for families with a slight touch. Tiguan R line is a good example with large rates, clean design and very refined. We believe that design is something you can charge. It’s not just about features. It is about how the whole package feels – appropriate, finish and even smell.

There is still the perception that škoda cars are expensive. How do you deal with this?

With Kylaq, we introduced a three -year maintenance package without any problems. This is a clear signal. You get a clear clarity about the cost of property. We also made guarantees expandable. Look, the perception is no longer right, but we still know it is there. And perception is reality. So we have to resist him, there’s no other option.

Change arrangements – E20, tariffs, emissions – How does India affect your plans?

Too much. The exchange rate volatility hits us on a daily basis – we provide euro from many episodes from Europe. E20 (20% ethanol blends in cars operated by gasoline) is another example: the open application is explained without timeline. When developing cars years in advance, uncertainty is dangerous. In addition, we need to adapt to global norms because we export from India. My Indian colleagues manage the local nuance better than me, but yes – we need more predictability than regulators.

How do you approach the Seviye-II and Lare-III markets?

We are waiting for three volumes with Kylaq. You can’t do this only with the top 10 cities. So yes, we expand to Tier-II and Tier-III. We have attracted good attention from the dealer partners and we are changing our marketing strategy to talk to these buyers differently. Škoda has a real room to grow there.

And your biggest priority for the next two years?

Product. It comes first. Everything else – Frice, people, place, promotion – only if the product is right. The Killaq winner of the year is great, but now we have to support it with a consistent execution. Better decisions, sharper focus, tighter delivery. This is the game.