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Clear out junk files and repair common Windows errorsFree Scan →Scan for outdated or missing drivers - takes under a minuteDriver Scan →Repair Windows errors before they cause bigger problemsFix Now →Hisense India CEO Pankaj Rana describes a growth plan built around large-screen, mid-to-premium TVs, more offline retail reach and products adapted for Indian buyers. In a 91mobiles interview published on 27 April 2026, he said the company is trying to establish its own space rather than displace the top three TV brands immediately. That is a statement of strategy—not evidence that Hisense has already gained a particular market position.
Hisense’s stated strategy is to build a distinct position, not claim leadership
Rana said Hisense is targeting the mid-to-premium segment, with particular attention to televisions larger than 75 inches. He described the approach this way: “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.” In the interview, he also said the company wants “long-term, sustainable growth in India.”
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Those remarks set out an ambition and competitive frame, not a measured account of current share or product superiority. The interview provides no independently verified Indian market-share figures or model-by-model performance tests.
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1Fix the driver behind crashes, sound loss and screen glitches2Repair Windows errors before they cause bigger problems3Scan for outdated or missing drivers - takes under a minuteWhy the company is shifting its retail emphasis
Rana said Hisense’s business mix was 90% e-commerce and 10% offline when he started at the company; he did not specify when that starting point was. By the interview, he said, it had shifted to around 30% online and 70% offline, a mix he called the industry standard. These are his reported company figures; the interview does not explain their measurement method or independently verify them.
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He connected the change to building Hisense’s local organization and processes before onboarding major offline customers through channel relationships. Drawing on earlier roles in offline business at Panasonic and e-commerce and omnichannel operations at LG, Rana characterized physical retail as a business shaped by relationships and trust. The interview does not provide retailer counts or sales data to quantify the effect of the shift.
Localisation: manufacturing, sourcing and product choices
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 some product features to local preferences. His examples included higher sound output and bass, a cricket mode and picture-setting adjustments for regional tastes. The interview offers no measured output, cost savings or independent product tests for these claims.
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He described the Indian TV range as spanning RGB Mini LED, Mini LED, QLED, UHD and 2K tiers. Most Hisense TVs in India, according to the interview, use the company’s VIDAA operating system, which Rana said is now called Home OS; that does not establish that every model uses it. In April 2026, he also mentioned forthcoming Mini LED ranges for Hisense and Toshiba. That was a plan stated at the time, not confirmation of a later launch or present availability.
How Hisense and Toshiba are meant to differ
Rana positioned Hisense as a brand competing with Korean TV brands, while describing Toshiba as a somewhat more premium Japanese alternative. He cited Toshiba’s Regza engine and design as points of differentiation. This is the company’s intended brand distinction, not the result of a comparison of equivalent models or an independent consumer test. The interview provides no model numbers, specifications, prices or warranty and service comparisons that would support a buying verdict between the two.
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- NATIVE 144HZ REFRESH RATE: Fast breaks, high-speed chases, live finales — every frame stays crisp and fluid, so the action is always exactly where you need it to be. Native 144Hz refresh performance keeps movement fast and sharp, reducing blur during gameplay and live sports. The quick response helps you stay in control during competitive gaming while making rapid camera shots in shows and movies easier to follow
- BUILT-IN SUBWOOFER: Immersive deep bass from the built-in subwoofer pulls you into the heart of the moment, from the rumble of an explosion to the thump of your favorite song. Feel like you’re a part of the action
- ANTI-REFLECTION & GLARE-FREE: Bright rooms are no match for this screen. The anti-reflection and glare-free display keeps your view clean and distraction-free, so you stay focused on what matters — the show
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Rana also claimed Toshiba had more than 30% value and volume share in Japan. The interview does not independently verify that figure, so it should be read as his claim rather than as established market data for Japan—or as evidence of Toshiba’s position in India.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Why Rana says large screens can work beyond metro cities
Rana said Hisense sees strong contributions from larger-screen TVs in Tier 2 and Tier 3 cities, naming Vijayawada, Indore, Bhopal, Jalandhar and Ludhiana. He offered a practical explanation: independent homes may have more room for large televisions, while metro apartments can face limits from lifts, wall space and access.
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The interview includes no city sales table, survey or quantified comparison with Tier 1 markets. The examples and explanation are Rana’s observations, not proof that residents of smaller cities generally buy larger TVs or have greater spending power.
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Repair common Windows errors and clear accumulated junk for a smoother, more stable PC - no reinstall needed.Free scan · no reinstallThe goals are still goals
Rana said the combined Hisense and Toshiba TV businesses aim to reach the top three, and that Hisense aims to become one of India’s top four or five consumer-driven brands over roughly five years. The interview does not define the ranking measure or provide independent evidence that either goal has been achieved. They are forward-looking company ambitions, not forecasts readers should treat as guaranteed outcomes.
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