From its early focus on power banks to a wider portfolio spanning wearables, audio, charging solutions, IT accessories and smart devices, Ambrane has expanded its presence in India’s consumer technology market. The company is also focusing on manufacturing, product development and R&D as it looks to strengthen its capabilities and explore emerging technology categories. 

Ashok Rajpal, Managing Director, Ambrane India, in this exclusive interaction with Abhineet Kumar of Elets Technomedia, discusses Ambrane’s diversification strategy, India’s evolving electronics manufacturing ecosystem, changing consumer expectations, AI-led innovation, omnichannel distribution, and the company’s ambition to build an Indian technology brand with a global presence.

Edited excerpts: 

1. Ambrane has evolved from a power-bank-focused company into a broader consumer technology brand spanning wearables, audio, chargers, cables, IT accessories and smart devices. What was the strategic thinking behind this diversification, and how do you decide which emerging technology categories are worth entering?

It’s true that we started by addressing a very specific need around portable power, but over the years, we have understood consumer needs more accurately. This naturally led us to explore categories such as audio, wearables, charging solutions, IT accessories and smart devices.

We almost never enter a new category solely because of a trend. It is more important to understand how the category is evolving and whether we can bring meaningful value through better design, reliability, accessibility or user experience.

Our in-house product and engineering capabilities also allow us to experiment, test and refine products before taking them to a larger market. We always start with a simple question: would our product solve a real problem for consumers, and can Ambrane build it in a way that people can trust? If the answer is yes, we see an opportunity to enter and grow in that category.

2. Ambrane’s journey has been closely associated with the Make in India philosophy, with the company highlighting its manufacturing capabilities and investment in R&D and quality assurance. How has India’s manufacturing ecosystem changed since Ambrane’s early years, and what are the biggest gaps that still need to be addressed to make Indian consumer-electronics brands globally competitive?

India’s electronics manufacturing ecosystem has evolved significantly over the years. Back when we started, the sector was largely import-reliant, and the capabilities available locally were comparatively limited.

Of course, times have changed, and now we have stronger manufacturing capabilities, better infrastructure, greater awareness of quality and a much more supportive environment for electronics production.

While local manufacturing has supported Indian businesses through greater cost efficiency and strengthened our ability to innovate and improve products, there is still work to be done.

For India to become a much stronger global electronics manufacturing hub, strengthening the component ecosystem, semiconductor capabilities, specialised manufacturing infrastructure and supply chains will be important for the next stage of growth.

3. The Indian market for mobile accessories and consumer electronics is highly competitive, with global brands, established Indian companies and numerous low-cost players competing for the same consumer. What, in your view, will determine the next phase of competition: price, technology, design, reliability, after-sales service or brand trust?

I don’t think the next phase of competition will be determined by one factor alone. Price will always remain important in a market as diverse as India, but consumers today are far more discerning. They are looking at design, technology, durability, safety, user experience and the support they receive after purchase.

While technology can attract a consumer to a product and design can make it stand out, the long-term relationship with a brand is built through consistent product performance and dependable service.

The market is also becoming more informed. Consumers have access to reviews, comparisons, ratings and feedback before making a purchase, so there is very little room for brands to make promises that their products cannot deliver on.

Ultimately, if a product consistently delivers on what it promises, consumers remember that experience and trust the brand for their next purchase as well.

4. Your profile describes innovation and experimentation as important elements of your entrepreneurial journey. Today, consumer technology is changing extremely quickly, particularly with AI-enabled devices, connected wearables, smart glasses and increasingly intelligent personal electronics. Are you primarily looking at incremental innovation in existing products, or do you see Ambrane eventually developing completely new technology categories and proprietary products for Indian and global consumers?

We see innovation as a combination of both. There is significant scope to make existing products smarter, more efficient and more intuitive, but we also believe there is an opportunity to build entirely new experiences as technology evolves.

Artificial intelligence, connected ecosystems and intelligent personal devices are opening up possibilities that were difficult to imagine a few years ago. We are actively exploring how these technologies can be integrated meaningfully into consumer products, rather than adding technology simply for the sake of it.

Whether it is a smarter wearable, a more intelligent charging solution or a completely new category, the technology needs to make the experience simpler and more useful.

The ambition is not just to follow where technology is going, but to participate in shaping what comes next.

5. Ambrane has built a sizable distribution and service network, including more than 400 service centres, while also selling through major e-commerce platforms and retail chains. As consumers increasingly move between online and offline purchasing, how are you rethinking distribution and after-sales service?

The way consumers shop has certainly changed, but we see online and offline channels as complementary rather than competing. E-commerce has given consumers greater access, convenience and choice, while offline retail is crucial, particularly in markets where consumers prefer to experience the product before purchasing it.

Our focus is therefore on creating a consistent experience across both channels. This means ensuring product availability, clear information, dependable delivery and, importantly, strong after-sales support regardless of where the purchase was made.

Ultimately, accessibility is not just about making a product available. It is about ensuring that consumers can buy it, use it and get support whenever they need it.

Also Read | AI in India: From Digital Public Infrastructure to Global Leadership

6. Ambrane has spoken about strong growth and its ambition to expand its market presence beyond its established leadership in power banks and IT peripherals. Do you see the company primarily becoming a larger Indian consumer-electronics brand, or is the larger ambition to build an Indian technology brand with significant global markets, manufacturing and product-development capabilities?

Our ambition is certainly larger than simply becoming a bigger consumer-electronics company in India. We want Ambrane to evolve into a trusted Indian technology brand with a meaningful presence in global markets.

We want to continue strengthening our capabilities here while expanding into international markets where our products can create similar value for consumers.

Manufacturing and R&D will remain important parts of this vision. As India’s electronics ecosystem develops further, we see an opportunity to build more products here that can compete globally.

For me, the larger objective is to build an Indian technology brand that can earn consumer trust beyond India as well. Growth will follow, but building that credibility and capability for the long term is what matters most.

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