We Cracked a Route No One Believed In: DNR Express Owner Gurjinder Singh
The intercity bus industry in India is not what it used to be. The days when simply owning a fleet guaranteed success are long gone. Today, passengers expect more than just transportation—they want reliability, comfort, and premium services.
On the other side, operators have to deal with increasing operational costs, fluctuating passenger demand, and cutthroat competition from both traditional players and corporate-backed aggregators.
DNR Express is one company that has navigated these challenges with a clear focus on service quality and strategic expansion.
Founded in 2016, it started with just one route—Nagpur to Chandrapur—but has since built a strong presence across major cities like Mumbai, Pune, Bangalore, and Hyderabad. Unlike operators who expand aggressively without a service strategy, DNR has prioritized customer experience, timely departures, and clean, well-maintained buses.
In an exclusive interview, Gurjinder Singh, Owner of DNR Express, shares the inside story of what it takes to survive in this highly competitive industry.
He talks about how real customer service is the true battleground, why maintenance is often ignored but critical, and how branding is now essential for a bus operator’s success.
“Sometimes, the best opportunities aren’t obvious—you have to observe, take risks, and trust your instincts.”
Also Read: Want to Enter the Bus Business? Think Twice – Says Chintan Rathod of Nakoda Travels
Zainab Azhar (ZA): Can you tell us about your company’s journey—how it started and what makes DNR Express stand out?
Gurjinder Singh (GS): We started in 2016 with just one route—Nagpur to Chandrapur. At that time, the market was mostly unorganized, and no one was offering premium AC bus services. We saw a gap and decided to introduce AC buses, offering a more comfortable travel experience.
Interestingly, the inspiration behind our customer-first approach came from my father. He was once traveling on a bus when he saw an elderly couple repeatedly asking the conductor for water. They were ignored, and the entire experience left a bad impression on him. He told me,
“If we ever run buses, we will make sure passengers don’t feel neglected.”
That’s how we started the free water bottle service, which is still part of our brand identity today.
As we expanded, we noticed another passenger segment—cancer patients—frequently traveling on our buses. Understanding their challenges, we introduced special facilities for them. These small but meaningful efforts strengthened our connection with passengers and built trust in our brand.
Today, we operate multiple routes, with Nagpur as a central hub, connecting major cities like Mumbai, Pune, and Hyderabad.
ZA: That’s really inspiring! It’s rare to see such a strong focus on customer care. The industry is highly competitive. What has been your approach to staying ahead?
GS: The biggest mistake operators make is focusing only on fleet expansion instead of service quality.
One of our key strengths is in-house service centers. A lot of our competitors struggle with maintenance because they outsource it. But for us, having our own service center means our buses receive timely servicing, which reduces breakdowns and ensures reliability.
Passenger expectations have also changed—especially for premium travelers. They expect cleanliness, good service, and hygienic bedding. We take this seriously. Our staff follows strict protocols:
- Fresh, clean blankets and bed sheets on every journey.
- Well-trained conductors who focus on customer service.
- Regular inspections to ensure a consistently high standard.
I also personally travel on our buses frequently. It helps me see things from a passenger’s perspective and identify areas of improvement.
“If you want to run a bus service, you should be willing to experience your own service firsthand. If you wouldn’t travel in your own bus, why would anyone else?“
ZA: What factors do you consider before adding a new route?
GS: Expansion wasn’t about blindly adding buses—we took a calculated approach.
Firstly, we focused on service demand. Before launching any route, we studied passenger movement, peak travel hours, and existing options.
For example, in cities like Pune and Mumbai, travelers need early morning arrivals to reach their workplaces on time. That meant we had to optimize our stop durations to minimize delays.
Secondly, market research played a huge role. Before entering any new route, we analyzed whether existing services were meeting customer expectations. We saw gaps and positioned ourselves as a premium alternative.
Lastly, we ensured operational feasibility. A new route is not just about adding a bus—it’s about training the staff, setting up maintenance support, and ensuring consistency in service quality.
“Anyone can introduce a new route, but the real challenge is making sure passengers come back to your bus every time.”
ZA: How has technology shaped your operations?
GS: Technology has completely changed bus operations. Some of the biggest improvements are:
- Live Bus Tracking: Earlier, passengers had no way to know where their bus was. Now, we send real-time tracking updates via SMS, WhatsApp, and calls.
- Cargo Tracking: We also allow customers to track their cargo in real-time, increasing transparency.
- Automated Customer Communication: Passengers get instant updates about their bookings, bus status, and schedule changes.
ZA: Rightly mentioned. What have been the biggest changes in the industry over the last decade?
GS: The biggest shift is in the passenger mindset. Earlier, people only cared about price. Now, they prioritize comfort, punctuality, and convenience.
The demand for premium services has skyrocketed. Passengers are willing to pay extra for luxury seating, cleaner buses, and professional service.
Technology has also transformed the industry. Earlier, passengers had no way to track their bus. Now, they demand live GPS tracking, automated updates, and seamless digital payments. Operators who fail to adapt will struggle to survive.
ZA: What are the major challenges you face as an operator?
GS: I’ll mention three major challenges that define this industry:
Firstly, staffing is a constant struggle. Finding and retaining skilled drivers is tough. Good staff ensures smooth operations, but the right talent is hard to find.
Secondly, route management is complex. Every new route needs proper planning, trained staff, and disciplined scheduling. If a single thing goes wrong, the entire service can suffer.
Lastly, maintenance costs pile up. New buses are easy to manage, but older vehicles require constant servicing. Many operators fail because they don’t account for long-term maintenance costs.
“Buying a bus is easy—keeping it running profitably is the real test.”
ZA: Branding and marketing have become more important than ever. What’s your take on it?
GS: Branding is everything today. Earlier, word-of-mouth was enough. But with so many options available, operators need a strong identity.
Social media, online reviews, and influencer marketing play a huge role. If people don’t know about your service, how will they book your bus? So yes, it is important.
ZA: Can you share a memorable experience from your business journey?
GS: One of my most unforgettable moments was when we launched the Nagpur-Hyderabad route via Asifabad. Almost everyone around me said,
“This route won’t work. It’s a waste of time and money.”
But my gut told me otherwise.
I spent time observing passenger movement, and one thing stood out—auto-rickshaw drivers constantly shouting for passengers heading to Hyderabad. That was my sign. It meant there was demand, but no direct service.
Despite the skepticism, I went ahead and launched the route. And what happened? The bus was fully booked from day one! Not only that, but demand was so high that we had to increase the number of services.
Today, multiple operators run buses on this route, but I take pride in knowing that we were the first. If I had listened to the doubts of others, we would have missed out on a huge opportunity.
“Sometimes, the market doesn’t tell you directly—it shows you. You just need to observe and take that leap.”
ZA: Lastly, what advice would you give to new operators entering this industry?
GS: I’d say, firstly focus on branding. If customers recognize your name, they’ll trust your service.
Secondly, prioritize service quality. A bus is not just a vehicle—it’s an experience. If your staff isn’t trained or your buses aren’t clean, passengers won’t return.
Lastly, think like a passenger. If you wouldn’t travel on your own bus, why should anyone else?
“It’s not just about running a bus—it’s about running a business that people trust.”