Studds Accessories Ltd is repositioning its helmet business around rider experience, with Managing Director Siddharth Bhushan Khurana outlining a strategy that links product development, racing participation and technology to long-term growth.
The company, which operates across mass and premium segments through its Studds and SMK brands, is expanding its approach beyond compliance and pricing, with a sharper focus on how products perform in real-world riding conditions.
Khurana said that the company’s future growth will depend on how effectively it positions its products rather than competing only on price.
“Our thought is that going forward we don’t want to sell on price, we want to sell on experience,” he said, adding that pricing power improves when a product is backed by brand perception and rider confidence.
He pointed to differences in average selling prices across markets to underline the opportunity. While the average selling price in India remains relatively low, international markets demonstrate higher discretionary spending. According to him, this gap can be addressed through better product positioning and brand building rather than cost-led strategies.
Product development is closely tied to specific geographies. Khurana said helmets are designed with defined user groups in mind, based on riding conditions, consumer behaviour and even head shapes. The company gathers feedback directly from distributors and riders, alongside internal testing.
“Customer feedback is actually more important than research,” he said, noting that insights from markets such as the Philippines and Latin America have shaped recent product launches.
Racing as a brand lever
Studds is also increasing its involvement in motorsports through its premium brand SMK, which has entered Moto4 racing in Latin America. The company plans to move into higher categories over the next two to three years.
“The intent is to get into Moto3, Moto2 and WSBK in the next 2-3 years,” Khurana said, adding that participation in racing helps build credibility among riders.
He described racing as central to brand building, particularly in markets where performance and safety perception influence purchasing decisions. The company is also working on helmets that meet Fédération Internationale de Motocyclisme (FIM) standards, which are required for top-tier racing categories.
Khurana said that the move into racing is gradual, as rider trust must be built over time. “These riders are putting their lives at risk, so they would not go suddenly with a new brand,” he said.
Technology and riding gear
Alongside helmets, the company is expanding its focus on riding gear, with an emphasis on performance metrics such as moisture vapour transfer rate (MVTR). Khurana said most products in the market fall below desired thresholds for rider comfort.
“If you make a jacket which is beyond 8,000 MVTR, a person will not feel the same level of discomfort,” he said, explaining that the aim is to improve usability rather than compete in lower price segments.
Studds is also preparing to enter the Bluetooth device segment, offering communication systems that can be fitted onto helmets. Khurana said integrated Bluetooth helmets are not scalable due to inventory complexity, making standalone devices a more practical option.
“Bluetooth and intercoms will become a very big thing in the future,” he said, pointing to rising adoption in urban markets.
On other technologies such as heads-up displays, he expressed caution, citing safety concerns linked to rider distraction. However, he identified crash detection and impact analysis systems as areas with potential, particularly in improving emergency response.
A recurring theme in the company’s approach is direct involvement in product testing. Khurana said teams, including himself, regularly ride to evaluate performance under actual conditions. “If you have to sell the experience, you have to experience it yourself,” he said.
With plans spanning racing, technology and rider-focused design, Studds is aligning its helmet and gear business with changing consumer expectations, while seeking to strengthen its position in both domestic and export markets.
