In the fast-changing world of Indian consumer electronics, few brands endure. While many 1990s-era players have faded, Intex Technologies has thrived. From a modest ₹20,000 entrepreneurial venture to a household name, its 30-year journey reflects a sustained ability to adapt and stay relevant. In an exclusive conversation, Keshav Bansal, Director of Intex, shares insights on the brand’s evolution, strategic pivots, and why "Make in India" is integral to its identity.
Q. How do you reflect on Intex’s 30-year journey?
Keshav Bansal: Intex’s growth has been defined by focus, trust, and a deep understanding of Indian consumers. We started with Ethernet cards and PC accessories in the mid-1990s, and over time built a strong, diversified portfolio spanning consumer durables (smart TVs, air conditioners, washing machines, air coolers), fans, small domestic appliances, audio speakers, display solutions, IT and smart accessories, and security and surveillance systems.
Our story is not about any single product or phase of growth, but about building an Indian brand across multiple technology shifts and market cycles. This has been anchored in a clear commitment to Make in India, building value-driven, technology-led products for Indian consumers, and delivering them across the country through a strong distribution and service network.
Not many Indian consumer electronics brands that emerged in the 1990s have stayed relevant over the years. Sustaining that continuity is something I value deeply.
Q. How has your product strategy evolved over the years?
KB: Intex’s evolution has never been a straight line. I would describe it as market-informed expansion. Our approach has been to direct our energies toward categories where we can create meaningful and lasting value. At a product level, this translates into a sharp focus on value engineering, optimising designs to improve efficiency without compromising on core performance or quality.
This philosophy is reflected in our current portfolio. In categories like air conditioners, our 2026 range is fully aligned with the latest BEE energy efficiency norms, with star-rated products that deliver better long-term savings for consumers.
Alongside our product strategy, we have invested heavily in distribution and service, building a robust infrastructure that reaches deep into tier 2 and tier 3 markets. Our network spans over 18,000 pin codes, supported by 500+ distributors, 25,000+ dealers, 11 warehouses, and 500+ authorised service partners.
Q. How did Intex respond to shifts and disruptions in the market?
KB: Every long-standing Indian brand has gone through market cycles, and we are no exception. At different points, shifts in global competition and evolving consumer expectations required us to re-evaluate where we could build the most sustainable advantage. Rather than chase scale for its own sake, we chose to strengthen areas where our fundamentals were strong — distribution depth, service credibility, and relevance to end users. We diversified our portfolio while continuing to deepen our customer-centric approach by investing in after-sales service and expanding our reach. This approach helped us navigate challenges while positioning the company for steady, long-term growth.
Being a self-funded company also instils deep financial discipline in our DNA. We have always prioritised sustainable, profitable growth over chasing valuations or market noise.
Challenges did not define us — they refined us.
Q. How do you see the next phase of growth for Intex shaping up?
KB: The next phase for Intex is about moving into the top league across our key categories through disciplined scale and sharper execution. Innovation at the right price for Indian consumers will remain central to our strategy. We understand the market well, and we aim to consistently bring products that are relevant, reliable, and accessible.
Our immediate focus is on strengthening our presence in consumer durables and small domestic appliances, particularly in high-growth categories like air conditioners and air coolers, where penetration in India remains low. With AC penetration still in the high single digits, we see significant headroom for growth. Our growth, however, is not dependent on any single category. It is driven by a well-balanced portfolio.
To support this next phase of growth, we are investing in people and organisational capability. As we grow, execution quality and leadership depth become critical. Our focus is on building a stronger, more agile organisation aligned with our long-term ambitions.
Q. How do you view Intex’s role in the growth of India’s technology ecosystem?
KB: Our role in India’s technology ecosystem has been centred around making technology accessible, relevant, and affordable for a wider base of consumers. Beyond products, this is about expanding access and ensuring that innovation reaches markets where adoption is still evolving.
We see ourselves as an enabler within the ecosystem, not just through our product portfolio, but through the scale of our distribution and service network, which supports thousands of retailers and creates employment across the country. This also ensures that consumers beyond metros have the same access to support and service as those in urban centres.
Our focus on Make in India is also integral to this role. It allows us to maintain tighter control over quality, respond faster to market needs, and contribute meaningfully to the domestic manufacturing ecosystem.
At a broader level, I believe the next phase of India’s technology growth will be driven by companies that can combine accessibility, local relevance, and execution discipline at scale.
