e-commerce
Indian used car market matures with steady 6-10 per cent monthly sales in 2025
Cars24 report shows Baleno tops charts, Tier-2 cities drive 62 per cent demand and financing hits 52 per cent.
MUMBAI: Buckle up India, the used car market isn’t just cruising anymore; it’s shifting into a smooth, confident overdrive, proving that pre-loved wheels have officially become the nation’s smartest first choice. According to the latest Gears of Growth 2025 report by Cars24 and Team-BHP, every single month chipped in a rock-steady 6-10 per cent of annual volume in 2025. No wild festival spikes, no desperate year-end discounts just consistent, need-driven buying that screams market maturity.
Discovery has gone fully digital, with trust now riding shotgun on video. Pre-delivery inspections were googled by over 1.7 lakh Indians last year, while Youtube reviews turned casual scrollers into confident buyers. Even AI is steering decisions: search volumes for “buy” rocketed 7.2x, “new car” 8.1x, “sell” 2.3x and “challan” a whopping 9x year-on-year, with overall AI queries surging 6.7x.
The old NCR monopoly is history. Maharashtra now leads with 20.1 per cent share (up from 16.4 per cent), Karnataka jumped to 16 per cent (from 10 per cent), Gujarat surged to 13.1 per cent (from 8.7 per cent), Uttar Pradesh climbed to 12.5 per cent, Tamil Nadu to 11.7 per cent and Telangana to 10 per cent. Delhi’s slice shrank dramatically from 13.8 per cent to 5.8 per cent, and Haryana from 10.7 per cent to 5.6 per cent. The centre of gravity has clearly shifted: Tier-2 cities now command 62 per cent of sales versus 38 per cent in metros.
Hatchbacks still steal the show with 52 per cent share, SUVs revved up to 32 per cent (up sharply from previous years), while sedans eased to 16 per cent. Baleno became India’s undisputed used-car king at 15.5 per cent, followed by Grand i10 at 13.2 per cent and Kwid at 11.3 per cent. Nexon, Tiago, Elite i20, City, Swift, Amaze and Creta rounded out the top 10, with compact SUVs and feature-packed rides clearly winning hearts.
Buyers are spending more average selling price settled at Rs 5.47 lakh but not uniformly. Karnataka led at Rs 5.06 lakh thanks to newer models, Tamil Nadu at Rs 5.49 lakh, Maharashtra Rs 5.06 lakh, Gujarat Rs 5.05 lakh and Uttar Pradesh the most value-driven at Rs 4.90 lakh. Petrol ruled with 84.5 per cent share, diesel 9.46 per cent, petrol+CNG 5.96 per cent and EVs/hybrids a tiny 0.08 per cent. Manuals still dominate at 72 per cent, automatics at 28 per cent, with younger buyers, women and metro residents leaning more towards self-shifters.
Silver emerged as the nation’s favourite shade (over 30 per cent), teaming with white to claim 57 per cent of all cars. Financing is now the real hero, 52 per cent of buyers went the EMI route in 2025 (average Rs 11,400 monthly), up dramatically from 23 per cent in 2024, with non-metro markets hitting an impressive 58 per cent penetration. Digital lending handled the heavy lifting, especially for cars above Rs 7 lakh where financing crossed 60 per cent by early 2026.
From AI-powered confidence to feature-packed upgrades and EMI-friendly ownership, 2025 proved one thing loud and clear: India isn’t just buying used cars, it’s choosing smarter, bolder and far more exciting rides than ever before. The future of driving? It’s already on the road, and it’s looking remarkably well-certified.
e-commerce
Flipkart rolls out 105 per cent bonus for 20,000 employees
Strong FY25 performance drives payouts even as layoffs and shifts unfold.
MUMBAI: In a year where belts were tightened and rewards loosened, Flipkart seems to be playing both offence and defence trimming roles on one hand while handing out a generous 105 per cent bonus on the other. The Walmart owned e commerce major has rolled out a 105 per cent bonus payout for 2025, covering nearly 20,000 employees, signalling a year of steady operational momentum even as the company navigates restructuring pressures. The payout, communicated internally by chief human resources officer Seema Nair, is tied to performance across key metrics including growth, operational efficiency, financial outcomes and people indicators, a combination that suggests the company is inching closer to its long stated goal of sustainable profitability.
Employees at SD level and below are set to receive their bonuses in March, while payouts for senior leadership, including vice presidents and senior vice presidents, will follow after the close of the performance cycle. The elevated 105 per cent multiplier stands out in a sector where cautious payouts have increasingly become the norm, pointing to what appears to be a relatively strong internal scorecard for FY25.
Yet, the announcement arrives with a noticeable contrast. Earlier this year, Flipkart reduced its workforce by around 300 roles as part of its annual performance review process. While officially framed as performance driven, the juxtaposition of layoffs alongside above target bonuses reflects a more nuanced balancing act, one that prioritises cost discipline while continuing to reward and retain high performing talent.
This dual approach is becoming increasingly common across the technology and e commerce landscape, where companies are navigating an uneven hiring environment while under pressure to deliver profitability. Rewarding top contributors, even amid selective workforce reductions, allows firms to maintain morale and retain critical talent without losing sight of financial prudence.
At the same time, Flipkart is also undergoing leadership shifts that hint at a broader strategic recalibration. Nishant Verman has been appointed senior vice president for corporate development and partnerships, while group chief financial officer Sriram Venkataraman is set to step down. Ravi Iyer will take on expanded responsibilities within the finance function, marking a reshuffle at the top as the company gears up for its next phase.
These changes come amid reports that Flipkart is planning to shift its holding structure back to India, a move widely interpreted as groundwork for a potential public listing. While timelines remain fluid, the combination of stronger financial discipline, leadership restructuring and employee incentivisation suggests a company preparing itself for greater scrutiny and scale.
For employees, the 105 per cent payout offers a welcome boost in what has otherwise been a period of adjustment. For Flipkart, it is a signal that even as it cuts where necessary, it is willing to spend where it counts. In the high stakes game of growth versus profitability, the company appears to be hedging its bets carefully, rewarding performance while reshaping itself for what could be its most defining chapter yet.
