Spanish appliances maker Taurus to ramp up Inalsa investment, eyes ₹500 crore India business

For nearly two decades, a legal dispute over the ownership of Inalsa kept Taurus Group cautious about investing aggressively in India. With the case finally settled in February 2026, the Spanish parent company of the small-appliance maker is now moving to make up for lost time, committing ₹50-60 crore to local manufacturing and setting a target of taking Inalsa’s revenue to ₹500 crore by 2029.

The ownership dispute, which began after Taurus acquired Inalsa in 2004, had left the group unsure about the long-term security of the brand. However, now that handicap is removed. 

The shift is significant for a group that currently gets around 8% of its business from India. Taurus CEO Xavier Mon Companys expects that share to rise to 12-15% over the next three to five years, while the company expects its India business to double in the next three to four years.

From imported products to an India manufacturing hub

The first major step is a manufacturing facility in Sonipat, Haryana, where Inalsa plans to deploy around 10 assembly lines. The company expects to invest ₹8-10 crore by the end of 2026 as the first phase of the project. A second phase will involve around ₹15 crore for a motor manufacturing plant, followed by an injection moulding and tooling facility around 2028-29.

Inalsa currently imports about 70% of the products it sells. That mix is expected to change sharply, with around 80% of components targeted to be manufactured in India over the next 12-18 months. The company expects to completely stop importing finished products from China within two years.

The larger ambition, however, extends beyond replacing imports. If the Indian facility becomes competitive, Taurus could invest another ₹30-40 crore and use India as a manufacturing hub for its global businesses. Companys sees India as a potential alternative to China, particularly as markets such as Mexico and South Africa have introduced tariffs on Chinese imports.

“Our ambition would be, if we are able to generate a competitive site, to be an exporter to the rest of the globe,” he said.

The opportunity is also being driven by a growing Indian appliance market, which Taurus expects to expand 5-10% annually. Companys said India has “a lot of white spaces”, both geographically and across categories, that can support growth.

Inalsa currently has a particularly strong presence in northern India, while it serves around 30% of the country geographically and 34% of the population through trade. The company is now building a team to expand into southern and eastern markets. 

Online strength, offline expansion and new brands

Online sales are already a key strength for Inalsa, accounting for around 60% of its sales, with roughly two-thirds of online revenue coming from Amazon. The company is among Amazon’s top 10 small-appliance brands and sees the marketplace as a strategic partner for product development as well as distribution.

The next challenge is to convert that online reach into offline sales. Jitendra Chauhan, CEO at INALSA, pointed to Bengaluru, where the company gets 9% of its pan-India sales despite lacking a meaningful offline presence. “The customer is there. But only thing is that my products are not available on the shelf,” he said.

For now, Inalsa remains Taurus’ priority brand in India. However, that could change once the factory becomes operational and geographical expansion gathers pace. Chauhan said the company could consider bringing other Taurus Group brands to India “in next one year”.

The immediate focus, though, is on scaling Inalsa. From ₹200 crore currently, the business is expected to close calendar 2026 at ₹225 crore and reach ₹500 crore by 2029.

The festive season could provide an early test. Inalsa expects Diwali sales to be around 2.5 times a normal month and has around 10 new products planned. However, the company is also navigating the ramifications of the West Asia crisis which led to a surge in sales of certain products like induction stove. 

As the company transitions away from China, the shift is also aimed at cushioning the business from rising input and logistics costs. Inalsa has already raised prices twice since January as brass, metals, plastics, oil and transportation costs have risen. “The quicker we move towards local production, the more we could fight to not be affected by these movements,” Chauhan said.

That bottleneck, Taurus believes, is precisely why local manufacturing matters. As Companys put it, the combination of a strong legacy brand, local production and renewed corporate investment gives Inalsa an opportunity to “grow the business significantly in the next years to come.”