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Hisense India is aiming to grow through large-screen televisions, deeper offline retail, local manufacturing and product features tailored to Indian buyers—not by claiming it has already displaced the leading TV brands. In a 91mobiles interview published 27 April 2026, CEO Pankaj Rana described the company’s strategy and ambitions; his market observations and figures are executive-reported, not independently verified market data.
Hisense’s plan is to build its own space, not claim market leadership
Rana said Hisense is targeting the mid-to-premium part of India’s television market, with particular interest in screens larger than 75 inches. He framed the approach as establishing a distinct position rather than trying immediately to displace the top three incumbent brands: “We are not currently trying to compete to displace the top three; rather, we are trying to create our own space in the Indian market.”
That distinction matters: the interview describes a growth strategy, not evidence that Hisense has gained a particular share or outranked competitors. Rana’s stated aim was “long-term, sustainable growth in India.”
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Why Hisense is shifting toward offline retail
Rana described a marked change in Hisense’s reported sales-channel mix. When he started at the company, he said, business was 90% e-commerce and 10% offline. By the time of the April 2026 interview, he put the mix at around 30% online and 70% offline, which he called an industry-standard balance. The interview does not specify the starting date, calculation method or underlying sales data, so these should be read as his account of Hisense’s channel mix—not as independently established industry figures.
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He said the company first built its local organization and processes, then used relationships with retailers to bring major offline customers on board. Rana drew on earlier roles involving offline business at Panasonic and e-commerce and omnichannel operations at LG, and described physical retail as a business built on relationships and trust. The strategy reflects a practical challenge for a television brand: customers can compare products online, but many still encounter large-screen TVs in stores and may value an in-person purchase experience.
Local manufacturing and product adaptation
Rana said Hisense began manufacturing in Andhra Pradesh and described local production and sourcing as ways to gain supply-chain flexibility. He also said the company adapts products to regional preferences, citing higher sound output and bass, a cricket mode and picture-setting adjustments.
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The interview offers no production volumes, cost savings, product measurements or controlled comparisons to show how these choices perform. It also does not establish legal requirements or policy incentives, so the manufacturing remarks are best understood as the company’s account of its approach rather than guidance on Indian manufacturing rules.
Hisense and Toshiba are meant to serve different buyers
Rana described Hisense as positioned to compete with Korean brands, while Toshiba is intended to occupy a somewhat more premium Japanese-brand position. He pointed to Toshiba’s Regza engine and design as differentiators. These are brand-positioning claims, not the results of a comparison between equivalent TVs.
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He said the Indian portfolio spans RGB Mini LED, Mini LED, QLED, UHD and 2K tiers. He also discussed forthcoming Mini LED ranges for both Hisense and Toshiba in April 2026; that statement does not confirm current launch dates or availability. Most Hisense TVs in India, according to the interview, use the company’s VIDAA operating system, which Rana said is now called Home OS. The source does not establish that every model uses it or evaluate its app support or performance.
Rana’s view of big-screen demand beyond the metros
Rana said larger-screen contributions were higher in cities including Vijayawada, Indore, Bhopal, Jalandhar and Ludhiana than in Tier 1 cities. He suggested that larger independent homes can make big TVs easier to accommodate, while metro apartments may pose constraints such as lift access and limited wall space.
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This is an executive’s reported observation, not a quantified city-by-city comparison: the interview provides no sales table, survey or demand study. The explanation is useful as a reminder that screen size depends on room and building constraints as well as budget, but it should not be treated as proof that buyers in those cities generally prefer larger TVs.
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Growth targets are ambitions, not achieved rankings
Rana said Hisense and Toshiba together aim to reach the top three in the Indian TV business. He also described a goal for Hisense to become one of India’s top four or five consumer-driven brands over roughly five years. Those are company ambitions, not current rankings or guaranteed outcomes. In the interview, Rana also claimed Toshiba had over 30% value and volume share in Japan; the article does not independently verify that figure, and it should not be taken as evidence of Toshiba’s position in India.
What the interview does—and does not—tell TV buyers
The interview offers a window into how Hisense says it plans to grow: pursue larger screens, develop offline distribution, localize manufacturing and features, and give Toshiba a distinct brand role. It is not a buying guide or product review. It names no specific models, current prices, warranty terms, service performance or independently tested picture, sound or software results. Anyone comparing TVs should assess those details for the exact models available to them rather than infer product superiority from the company’s strategy.
Read the 91mobiles interview with Pankaj Rana, published 27 April 2026.
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