LivingWithGravity Reveals: New CFMOTO 450MT & 675SR-R Coming to India 2025

Executive Summary

CFMOTO is unequivocally not discontinuing its existing models or scaling down operations in India. On the contrary, the company is actively preparing for a significant strategic re-entry into the Indian market by mid-2025, signaling a clear intent to scale up its presence and operations.

The models previously available from CFMOTO in India (such as the 300NK, 650NK, 650MT, and 650GT) were phased out of the market between 2019 and 2020. This cessation was primarily a consequence of the enforcement of BS6 emission norms, compounded by factors including low consumer demand, suboptimal sales performance, and an inadequate after-sales service infrastructure.¹ These older models are officially designated as “Discontinued” for that specific period.⁴

The forthcoming re-entry, often referred to as CFMOTO’s “second innings,” will introduce a new and internationally acclaimed product portfolio. This includes the highly anticipated 450MT adventure bike and the 675SR-R sport bike, which are expected to be assembled in India via the Completely Knocked Down (CKD) route.¹

A critical element of this strategy involves finalizing a new local partnership, a step made essential by previous collaboration challenges and existing Indian government policies concerning foreign investment.¹ The success of this re-entry will largely depend on the ability to overcome negative brand perceptions, establish a robust and widespread dealership and service network, and effectively navigate the competitive, albeit dynamic, mid-size motorcycle segment in India.³

1. Introduction: CFMOTO’s Evolving Presence in the Indian Market

This report aims to provide a comprehensive analysis of CFMOTO’s operational status in India, directly addressing the inquiry regarding potential model discontinuation or scaling down of operations. The evidence presented will demonstrate that, contrary to a reduction in activity, CFMOTO is strategically positioning itself for a significant re-entry and expansion within the Indian two-wheeler market.

The report will delve into CFMOTO’s historical engagement in India, detailing the circumstances that led to its previous market exit. It will then meticulously examine the company’s planned re-entry strategy, encompassing its new product lineup, the critical role of its partnership dynamics, and its intended market positioning. Furthermore, these strategic plans will be contextualized within the broader landscape and prevailing trends of the Indian two-wheeler industry.

2. CFMOTO’s Initial Foray into India: Challenges and Withdrawal

2.1. Entry Details (2019) and Previous Partnerships

CFMOTO initially entered the Indian market in mid-2019, establishing a partnership with AMW Motorcycles, a company based in Bengaluru.⁷ This collaboration designated AMW Motorcycles with the responsibility of setting up an assembly plant to facilitate Completely Knocked Down (CKD) operations for CFMOTO motorcycles.¹¹ This 2019 launch represented CFMOTO’s second attempt to establish a foothold in India, following an unsuccessful debut in 2016. The initial venture with Eider Motors had faltered due to allegations of “scrupulous activities” involving its chairman, which ultimately led to the dissolution of the company.¹⁰

2.2. Previous Model Lineup and Market Performance

Upon its 2019 re-entry, CFMOTO introduced a range of models to the Indian market. These included the 250NK, 300NK, 400NK, 650NK, 650MT, and 650GT.⁴ Despite these offerings, the brand encountered a notably “poor response from the Indian consumers,” characterized by “low demand and poor sales”.¹ This period was described as a “failed run” for their 650cc and 300cc models.⁷

2.3. Reasons for Cessation of Operations and Model Discontinuation

The cessation of CFMOTO’s operations and the discontinuation of its models in India were the result of a complex interplay of factors, rather than a singular cause. The most immediate and decisive trigger was the implementation of the Bharat Stage 6 (BS6) emission norms. CFMOTO’s existing models were not compliant with these new regulations, which rendered their continued sale in the Indian market impossible.¹ A statement from the CEO of Anvita Autotech Works (the parent company of AMW Motorcycles) in April 2020 confirmed that BS6 certification was pending and that no BS4-compliant bikes remained in showrooms.⁵

Beyond regulatory hurdles, the brand struggled significantly with market acceptance. Consistent reports highlighted “low demand and poor sales” ², underscoring the commercial challenges faced. A critical contributing factor to this underperformance was the “lack of after-sales service and poor reach” ⁶, coupled with a “small network of dealers”.² Consumers frequently reported “reliability and spare parts/service issues” ³, which severely eroded trust in the brand. Furthermore, the partnership with AMW Motorcycles itself was described as problematic, contributing to the overall “failed run”.⁷ While the CEO of Anvita Autotech Works denied any direct discord with CFMOTO China, the operational difficulties within the partnership were evident.⁵

The cessation of CFMOTO’s initial operations in India was a multi-faceted failure, not merely a planned discontinuation. The regulatory mandate of BS6 compliance served as the immediate catalyst, but it amplified deeper, systemic issues. These included a significant lack of market appeal for their product offerings, a woefully inadequate service infrastructure that failed to support customers, and challenges stemming from the local partnership. This combination of factors culminated in a complete market withdrawal, rather than a controlled scaling down of operations. This situation necessitated a complete re-evaluation and re-strategizing of their approach to the Indian market.

Table 1: CFMOTO’s Previous Models in India (2019-2020)

Source: ¹

3. Current Model Status: Phased Out, Not Actively Discontinued

3.1. Clarification on “Existing Models”

It is important to clarify that CFMOTO’s previous models, specifically the 300NK, 650NK, 650MT, and 650GT, were indeed “discontinued” from the Indian market. This occurred between 2019 and 2020, as explicitly stated in available reports.⁴ This was not a strategic decision to discontinue actively selling or successful models. Instead, it was a direct consequence of their market exit, driven by the confluence of new regulatory requirements, particularly the BS6 emission norms, and significant commercial challenges.¹

3.2. Absence of Current Sales Operations

As of early 2020, following the transition to BS6 norms, no BS4-compliant bikes remained in CFMOTO showrooms, and no new BS6-compliant models were introduced, effectively halting all sales operations.⁵ While some online platforms may still list older models or dealerships, these listings do not reflect active sales or current operations. For instance, CFMOTO India’s official dealer page ¹⁷ and BikeDekho’s showroom listings ¹⁶ might display information about previous models and dealer locations. However, these are remnants from the past, confirmed by the explicit “Discontinued” status in other sources ⁴ and the former CEO’s statement regarding the lack of stock.⁵

The disparity between outdated online listings of dealers and models and the factual discontinuation and absence of stock highlights a significant deficiency in CFMOTO’s previous market management. This lack of clarity and outdated public information can further damage brand perception and erode consumer trust. Such inconsistencies underscore the critical need for a transparent, well-communicated re-entry strategy to rebuild the brand’s image and credibility in the Indian market. The presence of outdated information suggests that the brand did not effectively manage its withdrawal, leaving a lingering impression that could hinder its second attempt.

4. Strategic Re-entry: Scaling Up Operations in India

4.1. Re-entry Timeline and Intent

CFMOTO is actively planning a substantial re-entry into the Indian market, anticipated by mid-2025.¹ This move signifies a clear and deliberate scaling

up of operations, rather than a reduction. While initial reports indicated a launch around May 2025, more recent information suggests a tentative launch towards the end of 2025, with sales potentially commencing in 2026. This revised timeline is partly attributed to ongoing regulatory and legal complexities faced by their prospective local partner.¹²

4.2. New Partnership and Regulatory Environment

The company is in the “final talking stages of appointing a new partner in India” ¹, with an announcement rumored to be imminent.⁷ This new partnership is of paramount importance, especially considering the brand’s history of challenging collaborations with Eider Motors and AMW Motorcycles.⁷

Indian government policy explicitly dictates that Chinese companies must enter the Indian market “through a solid local partner,” rather than pursuing direct investment.⁷ This regulatory framework profoundly influences CFMOTO’s operational structure and the selection process for its partner, making the choice of a reliable and compliant collaborator a critical strategic imperative.

The repeated emphasis on securing a “new local partnership” and the explicit mention of the Indian government’s policy requiring such collaborations highlight a fundamental aspect of CFMOTO’s re-entry. Given the historical difficulties with previous partners, the selection of a legally compliant, financially stable, and operationally capable partner is perhaps the single most crucial determinant for CFMOTO’s successful re-entry and long-term expansion in India. The past failures underscore that this is not merely a business preference but a strategic necessity imposed by both regulatory requirements and prior experience.

4.3. Upcoming Product Portfolio and Market Positioning

The re-entry strategy will be spearheaded by internationally acclaimed models: the CFMOTO 450MT adventure motorcycle and the 675SR-R supersport.¹ The 450MT, in particular, has garnered “rave reviews worldwide” and is reportedly “flying off the shelves” in other global markets.⁷

Beyond these lead models, the broader portfolio is expected to include the new 675cc triple range, the 700MT, and the 450SR.¹ Additionally, various sources suggest potential launches of models like the 250SR, 250NK, 300SR, 400NK, and the 800MT-X/800NK.³ This indicates a comprehensive strategy aimed at targeting multiple segments, from entry-level premium to the competitive middleweight category.

The motorcycles will primarily be imported into India and assembled via the CKD (Completely Knocked Down) route.¹ To accelerate market entry and potentially bypass initial CKD or local assembly delays, there are indications that a limited number of 450MT units might initially be imported as CBU (Completely Built Unit) and sold at “very thin margins”.¹² CFMOTO also aims to increase the level of localization beyond the previously achieved 25-30%.⁵ This increased localization is vital for achieving cost efficiencies, enhancing pricing competitiveness, and ensuring long-term sustainability by reducing reliance on imports.

CFMOTO’s re-entry is characterized by a highly targeted product strategy, focusing on globally successful models with premium specifications like the 450MT and 675SR-R. This approach represents a strategic evolution from their previous, less successful, broader product offerings. The objective is to leverage the rising popularity of the mid-size and adventure motorcycle segments in India.¹ The emphasis on multi-cylinder bikes aligns with the evolving preferences of Indian consumers, who are increasingly seeking more powerful and refined motorcycles. This trend is so pronounced that Indian manufacturers are being encouraged to introduce twin-cylinder bikes to remain competitive.¹⁵ This shift in product focus demonstrates a deliberate, data-informed strategy for expanding their market presence.

4.4. Dealership and After-Sales Service Strategy

A significant factor contributing to CFMOTO’s past market failure was its “small network of dealers” ² and the pervasive “lack of after-sales service and poor reach” ⁶, which led to widespread “reliability and spare parts/service issues”.³

For its re-entry, CFMOTO aims to establish a “good dealership and service network, especially in tier 1 (hopefully tier 2) cities”.⁷ The CEO of their previous Indian partner, Anvita Autotech Works, had previously indicated that expanding the dealership network would be contingent on meeting customer demands and understanding market dynamics. Plans were in place for additional dealerships in Kochi, Delhi, and Hyderabad once BS6-compliant products became available.⁵

Given that past failures were explicitly linked to inadequate service and parts availability, a robust and extensive after-sales service network is not merely a supporting function but a critical competitive differentiator. It is an essential prerequisite for building consumer trust and enabling sustainable sales growth across India. This necessitates significant investment in infrastructure and a commitment to ensuring long-term spare parts availability, which was a notable concern during their previous market presence. The successful implementation of this service strategy will be a key indicator of CFMOTO’s dedication and potential for enduring success.

4.5. Pricing and Competitive Dynamics

While the 450MT is priced “noticeably lower” than its rivals internationally ⁸, the CKD route for India, along with associated taxes and duties, means it will “command a premium price” in the Indian market, likely falling within the ₹4-5 lakh range.¹ The overarching goal is to establish an “interesting price point” that effectively attracts buyers.⁷

The competitive landscape for CFMOTO’s key re-entry models is robust:

• 450MT: This adventure model will directly compete with established players such as the Royal Enfield Himalayan 450, KTM 390 Adventure, Honda NX500, and upcoming models like the BMW F 450 GS and Aprilia Tuareg 457.¹
• 675SR-R: This sportbike will face competition from models like the Triumph Daytona 660 and Honda CBR650R in the Indian market.²

CFMOTO faces a pricing paradox: the need to price aggressively to overcome existing brand perceptions ⁷ is challenged by the cost implications of the CKD route and import duties.¹ Therefore, success will hinge on delivering a compelling

value proposition. This means offering superior features and quality, such as Brembo brakes, KYB suspension, and TFT displays ¹, at a price point that justifies the “Chinese tag” perception and effectively competes with established brands. It is not simply about offering the lowest price, but about providing a combination of features, quality, and pricing that resonates with the Indian consumer and encourages them to choose CFMOTO over more recognized competitors.

Table 2: Key Details of CFMOTO’s Re-entry Strategy

Source: ¹

Table 3: Competitive Landscape for Key CFMOTO Re-entry Models

Source: ¹

5. Indian Two-Wheeler Market Overview

5.1. Market Size and Trends

India maintains its position as the largest two-wheeler market globally. The year 2024 saw record sales, reaching 20.5 million units and demonstrating a substantial 16.6% growth.¹³ However, the first half of 2025 has introduced a degree of volatility, with overall sales declining by 3.2% year-to-date through June. This period included notable sharp drops in monthly sales, such as -16.7% in April, -0.2% in May, and -2.9% in June.¹³

5.2. Economic Context

The Indian economy is projected to expand by 6.6% in 2025, primarily driven by robust public investment and resilient private consumption.¹³ This positive long-term economic outlook provides a generally favorable backdrop for market growth, despite the short-term fluctuations observed in the two-wheeler sector.

5.3. Segment Dynamics

The mid-size adventure motorcycle segment is experiencing a “recent rise in popularity” ¹, a trend that CFMOTO aims to leverage with the introduction of its 450MT. Concurrently, the electric two-wheeler segment is showing considerable growth, with a 30% increase in sales in FY2024 and a 9.9% growth in the first half of 2025.¹³ This indicates a potential future avenue for diversification for CFMOTO, aligning with emerging market demands for sustainable mobility solutions.

5.4. Market Leaders’ Performance (H1 2025)

The competition for market leadership in the Indian two-wheeler sector remains intense. Hero MotoCorp, while retaining its top position, experienced an 8.0% decline in sales, closely followed by Honda, which saw a 4.2% reduction. In contrast, TVS Motor (+10.4%), Suzuki (+6.6%), and Royal Enfield (+16.8%) demonstrated positive growth. Royal Enfield notably celebrated achieving over 1 million sales in the fiscal year spanning April 2024 to March 2025.¹³

CFMOTO is re-entering a market that, despite its immense size and long-term growth potential, is currently experiencing short-term contraction, as evidenced by the sales decline in the first half of 2025.¹³ This dynamic means their expansion efforts will face a dual challenge: not only must they rebuild brand trust and establish a new market presence, but they must also navigate a volatile sales environment characterized by intense competition from well-established domestic and international players. This increased complexity adds a layer of risk to their scaling-up strategy.

Table 4: Indian Two-Wheeler Market Leaders: H1 2025 Performance

Source: ¹³

6. Outlook and Strategic Implications

6.1. Potential for Success

CFMOTO possesses the inherent potential to emerge as a “strong player in the middleweight segment” of the Indian market.⁷ This potential is significantly bolstered by its portfolio of world-class products, exemplified by the 450MT, which is experiencing high demand and “flying off the shelves” in international markets.⁷ The company’s strategic focus on multi-cylinder bikes, such as the 450MT and 675SR-R, aligns well with the evolving preferences of Indian consumers who are increasingly seeking more powerful and refined motorcycles.¹⁵ Furthermore, CFMOTO’s substantial investment in global brand building through its participation in Moto3 and Rally Raid racing ²⁰ provides a foundation for enhancing its brand image in India, potentially helping to counter the prevailing “Chinese tag” perception.⁷

6.2. Key Factors for Long-Term Sustainability and Scaling Up

For CFMOTO to achieve long-term sustainability and successfully scale its operations in India, several critical factors must be meticulously addressed:

• Robust Partnership: Securing a “solid local partner” is indispensable for navigating the intricate regulatory landscape, efficiently managing local assembly operations (CKD), and establishing effective distribution and service networks.⁷ The current legal and regulatory issues reportedly affecting the prospective partner ¹² underscore the paramount importance of this relationship and the need for thorough due diligence.
• Comprehensive Dealership and Service Network: Overcoming the failures of its past market presence hinges on establishing a widespread and consistently reliable sales and after-sales service network. This network must extend beyond major Tier 1 cities to effectively cater to India’s diverse and geographically dispersed market.³ A crucial component of this is ensuring the long-term availability of spare parts, which was a significant point of contention during CFMOTO’s previous operations.³
• Brand Perception Management: Actively countering the negative “Chinese tag” perception ⁷ requires a multi-faceted approach. This includes consistently delivering high product quality (which is reportedly “excellent” for new models like the 450MT ¹⁴), implementing aggressive yet realistic pricing strategies, and deploying strong marketing campaigns that leverage their global racing presence to build credibility and appeal.²⁰
• Localization: Increasing the proportion of local component sourcing beyond the previously achieved 25-30% ⁵ will be vital. This strategy is crucial for effective cost control, enhancing pricing competitiveness by mitigating CKD duties, and building supply chain resilience, thereby reducing over-reliance on imports.
• Adaptability to Market Trends: Monitoring the accelerating growth of the electric vehicle (EV) segment and strategically considering the diversification of their portfolio with electric bikes in the future could be a crucial long-term scaling strategy. This would align CFMOTO with emerging market demands and future mobility trends.⁵

CFMOTO’s re-entry into the Indian market is a complex undertaking. While the company possesses strong new products and a clear intention to expand its presence, its long-term viability in India is contingent not solely on the initial launch. It requires sustained investment in infrastructure, a concerted effort to overcome deeply ingrained brand perception issues, and a proactive approach to adapting to the unique regulatory and competitive dynamics of the Indian market. The reported plan for initial CBU imports ¹² serves as a short-term tactical maneuver to gain immediate market presence. However, genuine and sustainable expansion necessitates a deeper strategic commitment and consistent execution across all these critical factors.

7. Conclusion

In conclusion, CFMOTO is definitively not discontinuing its existing models or scaling down operations in India. The previous models were phased out of the market due to non-compliance with BS6 emission norms and a combination of broader market challenges and operational shortcomings experienced during their initial 2019 foray.

The company is, in fact, poised for a strategic and significant re-entry into the Indian market by mid-2025. This second phase of operations represents a clear scaling up of its efforts, characterized by a renewed focus on new, globally acclaimed models such as the 450MT and 675SR-R. Central to this strategy is the ongoing process of securing a robust local partner and a stated commitment to substantially improving its dealership and after-sales service networks across the country.

While considerable challenges persist, including the imperative to overcome past brand perceptions, navigate a highly competitive market, and manage complex regulatory environments, CFMOTO’s refined strategy and strong product portfolio position them for a potentially more impactful and successful presence in the Indian two-wheeler market. The ultimate success of this re-entry will hinge on the meticulous execution of their new strategy and a sustained, unwavering commitment to meeting the evolving demands and expectations of the Indian consumer.

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