Beyond the Screen: How Hisense is Betting Big on India’s Premium Appliance Market 

Hisense is strategically pivoting from being a value-driven TV brand to establishing itself as a premium, multi-category electronics player in India. The company is aggressively expanding its offline retail presence with dedicated regional leadership to complement its strong online sales. Central to its strategy is a focus on the large-screen television segment (75-inch and above) to differentiate itself in a crowded market. This is supported by a dual-brand approach, using both Hisense for premium positioning and Toshiba for broader reach.

With a 40% growth in TV sales in early 2025, the company is now finalizing plans to introduce new product categories. Looking ahead, Hisense is exploring the launch of exclusive experience centers within 12-18 months to showcase its ecosystem and build brand value. Ultimately, this long-term plan targets the evolving, quality-focused Indian consumer aspiring for a connected, premium lifestyle.

Beyond the Screen: How Hisense is Betting Big on India’s Premium Appliance Market 

While many know Hisense as a savvy smart TV brand competing on value, the Chinese electronics giant is executing a deliberate and multi-layered strategy to become a much more significant player in the Indian consumer electronics landscape. This isn’t just about selling more TVs; it’s a calculated move to build a premium, multi-category brand that can truly challenge the established dominance of Samsung, LG, and Sony. 

Driven by a remarkable 40% growth in its TV business in the first half of 2025, Hisense India is now finalizing plans to introduce new product categories and even establish exclusive brand showrooms within the next 12-18 months. 

The Foundation: A Dual-Brand, Offline-First Push 

Hisense’s strategy rests on two key pillars that it has been actively building over the last six months: 

• Conquering the Offline Space: Recognizing that deep roots in India require a physical presence, Hisense has made a strategic pivot into offline retail. The company has appointed regional heads for North, South, East, and West India, signaling a serious commitment to expanding its distribution network and making its products more accessible beyond e-commerce platforms. This omnichannel approach is crucial for building brand trust and tapping into the vast consumer base that prefers to see and experience products before purchasing. 

• A Two-Pronged Brand Attack: Hisense operates a unique dual-brand strategy. The Hisense brand itself is being groomed for the premium segment, while Toshiba (a global brand under the Hisense Group) leverages its strong legacy and reputation, particularly in markets like Japan, to cater to a broader audience. This allows them to compete across multiple price points without diluting the aspirational value of the Hisense name. 

The Differentiator: Winning the “Large Screen” War 

Instead of engaging in a brutal price war in the crowded budget TV segment, Hisense is smartly carving out a niche for itself as the leader in large-screen televisions. 

“While even 65-inch is considered large-screen in India, our aim is to lead in the truly expansive formats,” stated Pankaj Rana, Chief Executive Officer of Hisense India. The company’s focus is squarely on 75-inch, 85-inch, and 100-inch categories, with plans to introduce even larger screens. This targets a growing segment of Indian consumers who are creating home theaters and seeking a cinematic experience, a demographic less sensitive to mere price and more invested in quality and immersion. 

The Future: Showrooms and a Multi-Product Ecosystem 

The most telling part of Hisense’s plan is its exploration of exclusive showrooms. This move is about more than just sales; it’s about brand building. A dedicated space allows Hisense to: 

• Control the Narrative: Showcase the full premium quality, design, and features of their products without the noise of a multi-brand retail environment. 

• Demonstrate the Ecosystem: As they introduce new categories—likely including refrigerators, air conditioners, washing machines, and audio equipment—a showroom is the perfect place to demonstrate how these devices can work together seamlessly. 

• Build Premium Credibility: Physical retail spaces designed around experience rather than just transaction are a hallmark of premium brands like Apple or Tesla, and this is precisely the league Hisense aspires to join. 

The Human Insight: A Calculated Gamble on the Evolving Indian Consumer 

Hisense’s strategy reveals a sharp understanding of the Indian market’s evolution. 

• The Premiumization Trend: The Indian consumer is increasingly trading up. It’s not just about the first TV anymore; it’s about the better TV, the bigger refrigerator, the smarter appliance. Hisense is positioning its flagship brand directly into this growth wave. 

• The Experience Economy: By focusing on large screens and future showrooms, Hisense is selling an experience—a family movie night, a grand showcase for a weekend cricket match—rather than just a product with a list of specs. 

• The Long Game: They acknowledge the stronghold of the incumbent brands but are not trying to topple them overnight. Instead, they are building infrastructure, team, and consumer trust methodically, aiming for sustainable market share in high-value segments. 

Hisense is moving far beyond its image as an online-only value player. Its focused offline expansion, clear premium branding, and ecosystem-driven future show a company playing the long game. The goal is clear: to become a household name in India not just for TVs, but for a premium, connected lifestyle, one large screen at a time. The next 18 months, as these showrooms and new categories materialize, will be critical to see if this ambitious bet pays off.