Shenu Agarwal

We do think this could be the start of a new replacement cycle in the CV industry.

We are now no longer that regional company or a zonal company. We are actually now a national brand in that respect.

Our break-even volume, we have been able to reduce drastically... It used to be about 6,000-7,000 units a month. Now it has dropped to, I would say, more or less closer to 1,000-1,200 units a month.

We are on a premiumization route, which means that we would continuously bring in products that are more differentiated, that are at the higher end of the value chain, and therefore, we can command better and better prices.

We are very very focused on these three or four aspects formul and of course the numbers will tell the story later but like I said this year we are coming up with this high horsepower range. We are going to position it at a very premium price because we think that the product would command that price.

Our overall aspiration would be to beat the last year margins by a handsome margin.

We have about 1,000 cr plus of orders in hand and we also have one tenders which is the value of which is 2,000 cr plus of which we are awaiting the orders and orders would come very soon because tenders have already been won by us.

We do not sacrifice margins for the sake of market share.

We are actually running out of capacity in our UAE plant now.

Our EBITDA break-even can be reached even at a very, very low volume per month on MHCV. Which means that the contribution margin we are generating from non-MHCV businesses is so high now that we can take care of most of the fixed costs of the company.

We are destined to double this business in the next two to three years.

Our focus has been on profitable and sustainable growth through levers of product premiumization, cost leadership, and expansion of service reach.