Ola E-Scooters – Will The Ride Be Enjoyable?
- By Dr M Rammyaa and Dr K Rajeshwari
- September 02, 2021
The rising impact of carbon footprint and deterioration of air quality have been major concerns across the globe. The state and central governments have introduced various subsidies to reduce vehicle emissions. As sustainability goes mainstream, automobile companies are investing heavily in electric vehicles that are environmentally friendly. Multinational ride-sharing company Ola has recently launched its ‘e-scooter’, and this would be a welcome move. Ola has strategised the right product, the right promotion – all at the right time. Digital access, big boot space, keyless, fast charging… all go into the right product, the Ola e-scooter! Tweet by tweet, Ola has generated excitement from ground zero till launch. Why will customers buy Ola e-scooter? How it is beneficial to the environment? Two variants, 10 colours, all contributing to the right promotional vibes! Its timing is also perfect – people have become more conscious about the environment during the pandemic.
But are these points enough? Ola’s long-term success will depend on numerous other factors such as the right price, the right supply chain configuration and formulating the right strategy to reach the target audience.
What’s the right price?
India is a price-sensitive market. The key challenge in front of Ola is to provide a new experience at an affordable cost. The majority of the two-wheeler population falls into the middle-income group segment. This segment of consumers primarily looks for a fair economical price while buying any new product. In 2021, two-wheelers sales reached 151.19 lakh units (IBEF, 2021). Scooters are available in India at a price range of INR 40,000 to INR 130,000. Ola S1 and S1 pro are priced at INR 99,999* and INR 129,999*, respectively. (*Prices may vary according to region and subsidies). The average price of a scooter today for the middle-class segment is between INR 50,000 and INR 70,000.
What’s the right Supply Chain Configuration?
The company must get its supply chain intricacies right as this important driver increases the cost. Ola is going to deliver directly to the customer. The direct model benefits Ola in the short run in reducing the advertising and overhead costs, eliminating dealership costs and working closely with consumers. Consumers also benefit from the closeness and individual care they receive from direct sales. On the manufacturing side, the direct model cuts out intermediaries, and they can follow lean inventory and save inventory costs. But the company should look holistically and balance inventory costs along with the transportation costs in the long run. Transportation costs (especially outbound costs) will be more in the direct model. Ola must learn from its previous experiences in this regard and focus on the after-sales service and support space. It’s easy to persuade the customers to buy, but the experience thereafter needs to be good too.
What’s the right strategy to reach the customers?
Understanding the mobility landscape and focusing on the right strategy to reach the target audience is one of the most important aspects of the business continuum.
The changing mobility landscape
The automobile industry is evolving fast and technology has brought a remarkable shift in manufacturing, assembling products, processes and the way we drive thanks to Industry 4.0 revolution – Internet of Things (IoT), Artificial Intelligence (AI), Machine Learning and Robotics applications. The technology revolution in the global automotive sector is known as the CASE (Connectivity, Autonomy, Shared mobility and Electrification) technologies (Deloitte, 2020). Staying relevant and up-to-date on contemporary technological innovations is key for the automobile industry.
With every passing day, new challenges and opportunities emerge.
1. Supply chain disruptions: The extended Covid-19 pandemic unequivocally affected the Indian automobile industry which was just surviving with a reverse gear in demand. During March-July 2021, the industry witnessed colossal interruptions due to semi-conductor chip shortages.
2. The transition from BSIV to BSVI emission norms: This is one of the pressing challenges that the automobile industry is facing. With changes in government regulations, it becomes difficult to sell old BSIV vehicles. This has led to a rise in the inventory of BSIV vehicles.
3. Non-Banking Finance Corporation (NBFC) Liquidity Crisis: NBFCs have been a major strength of the automobile industry as they are the key lenders for financing automobile purchases in semi-urban and remote villages where credit accessibility from the banks is normally difficult. NBFC’s liquidity crisis severely crushed many sectors, and the automobile industry is one of the major ones that it took a high toll on.
4. Urbanisation: Urbanisation poses another challenge for the automobile industry. Availability of other car rentals and non-availability of parking space in the metropolitan cities has made individuals defer their vehicle purchasing decisions.
5. Rising fuel cost: Change in GST-related tax structure, volatility in fuel prices, increased interest rates and insurance premium resulted in a steep sales drop of two-wheelers and four-wheelers. The Insurance Regulatory and Development Authority (IRDA) revised its insurance standards in September 2018, which resulted in increased insurance costs for two-wheelers and passenger vehicles (PV).
6. Growing demand for alternatives: Due to Covid-19, people may switch to personal mobility instead of shared mobility as a safety measure. Service-based models such as rental cars, pay-as-you-go models may kick-off.
Focus on the right positioning strategy
Arriving at the right positioning strategy involves recognising users’ distress areas and addressing them, in addition to providing them with key benefits.
Identifying the appropriate consumer segment is critical. Analysis of the current micro, macro-environment, market conditions, competition and economic swings is important, but the focus should be more on categorising consumers who have a high probability of purchasing e-vehicles. This entails understanding the consumer’s lifestyles, values, attitudes and buying behaviours. For instance, studying different generations provides a clear understanding of consumption behaviours during a particular period and how it differs across other age groups. It helps to appreciate how diverse formative habits, experiences and lifestyles relate to the ageing lifeycle. Usually, a generation refers to groups of people born over a span of 15 to 20 years, such as the Millennial generation. There is no definite start and end date for Millennials. Those who were born after 1980, i.e. between 1981 and 1996, are widely considered as Millennials (Pew Research Centre, 2019). The rise in the income level of Millennials and a higher variety of choices changed the mobility landscape. These particular segments dominate in terms of size as a result of a growing middle-upper class and a young populace. The evolution of the technology revolution also changed the way Millennials drive and their preference for mobility. Millennials are more conscious of being environmentally friendly; they prefer walking or using public transport due to affordability as compared to huge purchase and maintenance cost in owning a vehicle. Unlike the elder cohorts, many of the Millennials do not want to own a car; instead, they prefer scooters and shared mobility. (Deloitte,2019)
Recognising consumers’ distress points
Spotting the consumers’ pain points early will pave way for smooth penetration in the long term. For example, it takes two minutes to fill the fuel, but what about charging? Unlike conventional two-wheelers, consumers need to spend additional time for charging. Though consumers can charge in-home, Ola is also planning to put up hyper charging stations across the country to reduce the anxiety of riders.AI and customisable digital screens make consumers remain always connected, but there’s a flip side to it too. These digital screens and music apps will distract the riders during rides. Limited (two) variants, charging time, battery replacement cost anxiety and technical issues in sharing apps would also pose as shortcomings in the current options. Identifying consumers’ distress points with the current options may reveal opportunities on how to position the Ola e-scooters. Based on that, the company can create a tailored user content that will result in a greater possibility of converting them as brand evangelists for Ola e-scooters so that they will share their wonderful experiences with the public at large.
The Ola e-scooter is a potential disruptor in the mobility space. While there is a lot of excitement and eagerness to embrace the product, the organisation has to put in place a sound strategy in order for us to enjoy the ride!
References:
1. https://www.ibef.org/industry/india-automobiles.aspx assessed on 15th August 2021
3.https://www.pewresearch.org/fact-tank/2019/01/17/where-millennials-end-and-generation-z-begins/
Suzuki Motorcycle India Opens Dealership In Bathinda
- By MT Bureau
- May 29, 2026
Suzuki Motorcycle India (SMIPL), the two-wheeler subsidiary of Suzuki Motor Corporation, Japan, has opened its first dealership in Bathinda, Punjab, under the name Pluton Motors, which follows the recent opening of Pluton Wheels in Ludhiana.
With the addition of this location, SMIPL's retail network expands to 1,245 outlets across India. The Bathinda outlet functions as a 3S facility, consolidating sales, service and spare parts within a single location. The opening marks the company's 13th retail location in Punjab.
The facility displays Suzuki Motorcycle India’s complete two-wheeler lineup, including the Access, Avenis, and Burgman Street scooters, alongside the company's electric scooter, the e-Access. The performance motorcycle segment is represented by the Gixxer, Gixxer SF, Gixxer 250, Gixxer SF 250 and the V-Strom SX adventure motorcycle.
The dealership incorporates a service workshop with diagnostic tools for vehicle maintenance, and handles the distribution of official accessories, apparel and merchandise.
Kenichi Umeda, Managing Director, Suzuki Motorcycle India, said, “Pluton Suzuki in Bhatinda brings us closer to our customers, giving them easy access to our full range of scooters, motorcycles, and after-sales services. This dealership allows us to be by the side of our customers, ensuring a smooth and enjoyable ownership journey. Beyond the products, we also look forward to engaging with customers through our initiatives like Suzuki MotoFest, the Access Mileage Contest, V-STROM Experience rides, and Gixxer Pitstop that truly celebrate the spirit of motorcycling. We sincerely thank our dealer partner, Gauarav Kanodia & Rajan Aggarwal for their collaboration in making this possible. With this new addition, we now have 13 touchpoints in Punjab.”
Royal Enfield Launches Bullet 650 At INR 365,000
- By MT Bureau
- May 29, 2026
Chennai-headquartered Royal Enfield, the mid-size motorcycle segment leader under Eicher Motors, has officially expanded its twin-cylinder lineup with the launch of the Bullet 650 in India.
The introduction marks the most powerful displacement variant in the model's 94-year continuous production history, following its initial public presentation at the EICMA 2025 motorcycle show in Milan.
The motorcycle is priced at INR 364,856 (ex-showroom) and is available for retail purchase at authorised Royal Enfield dealerships across India.
The Bullet 650 transitions the classic commuter nameplate onto Royal Enfield's 650cc parallel-twin engine architecture, featuring a 6-speed gearbox equipped with an assist and slipper clutch for lighter lever operation. The chassis is built around a steel tubular spine frame.
It is developed in partnership with Showa, featuring 41mm front forks with 120mm of travel and twin-tube hydraulic shock absorbers at the rear providing 112mm of travel. The motorcycle retains traditional proportions with a 19-inch front spoked wheel and an 18-inch rear wheel setup to maintain its signature upright stance.
The mechanical layout is completed by a pair of dual peashooter exhaust pipes finished in chrome, tuned to deliver a distinct, low-frequency twin-cylinder exhaust note.
The styling cues of the Bullet 650 pay direct homage to its historic post-war iterations, specifically referencing design hallmarks established by the brand in 1954:
The Bullet 650 features the iconic teardrop fuel tank decorated with a vintage-inspired 3D winged badge and hand-painted gold pinstripes. The front fascia retains the traditional steering casquette housing an updated LED headlamp, flanked by signature ‘tiger-eye’ pilot lamps.
The switchgear uses polished aluminium housings equipped with retro-styled rotary switches and adjustable hand levers.
The seats come fitted with a contoured, single-step bench design to offer optimised cushion support for long-distance riding alongside easy ground clearance for the rider.
The instrument cluster bridges vintage aesthetics with modern instrumentation, integrating a classic analogue speedometer with a secondary digital LCD layout that relays fuel levels, trip parameters, a gear position indicator, and automated service reminders.
The motorcycle debuts with two primary dual-tone factory paint schemes engineered to highlight its old-school lines – Cannon Black and Battleship Blue.
B Govindarajan, Managing Director, Eicher Motors and CEO, Royal Enfield, said, “For over nine decades, the Bullet has stood as a symbol of authenticity, resilience, and unmistakable character — defining Royal Enfield’s philosophy of Pure Motorcycling. With the all-new Royal Enfield Bullet 650, our approach was not to reinterpret the Bullet, but to elevate it with modernity and authenticity. Every element — from its proportions and silhouette to its stance and detailing has been carefully evolved to retain the pure essence and character of the iconic machine, while seamlessly integrating the power and refinement of the parallel twin 650cc platform. The interest since its global showcase at EICMA 2025 reaffirms how deeply the motorcycle resonates with the riders across the globe, proving it is the original icon of the motorcycling universe.”
Honda Motorcycle & Scooter India Crosses 10 Million Sales Milestone In North India
- By MT Bureau
- May 27, 2026
Honda Motorcycle & Scooter India (HMSI) has surpassed the 10 million cumulative two-wheeler sales milestone across North India, which includes Delhi, Haryana, Chandigarh, Punjab, Himachal Pradesh, Rajasthan, Jammu & Kashmir and Ladakh – accounted for approximately 15 percent of the company’s overall domestic wholesale volume during FY2026.
The milestone highlights Honda Motorcycle & Scooter India’s ongoing consolidation in key volume categories across northern states. According to internal wholesale tracking data for FY2026, the manufacturer secured an approximate 75 percent market share (nearly three out of every four units sold) within the entry-level 110cc scooter sub-segment in the region. The brand also maintained a strong volume share within the 125cc commuter motorcycle class, driven by steady regional demand for platforms like the Shine 125 and SP125.
To manage its regional sales volume and support vehicle lifecycle requirements, the company currently operates an expansive network of more than 1,000 authorised customer service and touchpoint locations across the northern zone.
Looking forward, HMSI intends to build on this regional volume foundation by systematically expanding its premium ‘BigWing’ retail network. This physical expansion will coincide with a strategic push to enhance its mid-size and higher-displacement motorcycle line-up to address premiumisation trends in semi-urban and metro markets.
Mutsuo Usui, Director of Sales & Marketing, Honda Motorcycle & Scooter India, said, “Reaching the 10 million milestone in North India reflects how deeply two-wheelers are embedded in everyday mobility across the region, particularly beyond the large urban centres. Our focus has been on building consistent access and reliability over time and we see this continuing as customer expectations evolve.”
Ultraviolette Reworks Tesseract E-Scooter With 100V Architecture, Launch Pushed To January 2027
- By MT Bureau
- May 27, 2026
Bengaluru-based electric two-wheeler manufacturer Ultraviolette Automotive has announced a major engineering pivot for its upcoming Tesseract e-scooter, transitioning the vehicle to a new 100V high-voltage powertrain architecture.
This shift, it claims, makes it India’s first electric scooter built on a 100V platform. To accommodate these extensive technical re-engineering cycles and subsequent validation testing, the official commercial launch has now been pushed to January 2027.
The technical overhaul follows a public roadshow across 30 Indian cities, where the company said it gathered direct consumer feedback from prospective buyers. Ultraviolette has received over 70,000 bookings for the Tesseract since its initial conceptual reveal.
The transition from a conventional 60V setup to the 100V platform was driven by the challenge of managing high current flow and exponential heat generation while chasing performance targets. The production-spec Tesseract is equipped with a 15kW peak power electric motor, delivering roughly three times the power output of mainstream electric scooters and mimicking the performance metrics of a 200–250cc combustion engine.
The production-spec Tesseract is scheduled to enter early assembly and tool-up phases by the end of 2026. Production will be handled at the company's upcoming manufacturing plant, which is set to boost Ultraviolette’s localised production capabilities from 60,000 units annually to 150,000 units to support the higher volume requirements of its mass-market scooter line. The company is targeting initial retail distribution and customer deliveries within the first quarter of 2027, with base prices projected to start around INR 145,000 (ex-showroom).
Narayan Subramaniam, CEO and Co-Founder, Ultraviolette, said, “Building the Tesseract has been an incredibly ambitious and challenging journey for us. As we pushed the platform further through development and validation, it became evident that achieving the benchmarks we had set for ourselves required additional engineering and refinement – especially on the ride ergonomics and radical redesign of the battery architecture. While this extends our launch timeline, it ensures that every Tesseract customer receives a scooter that is not only future-ready but embodies the Ultraviolette DNA of performance, technology, and reliability.”
Niraj Rajmohan, CTO and Co-Founder, Ultraviolette, added, “From the very beginning, the vision for the Tesseract was to create a scooter that would redefine benchmarks for the industry. Delivering on the performance and technology promises we made, while staying true to the Ultraviolette DNA, required us to rethink and evolve the platform significantly. The transition to a 100V architecture is a major step in that direction, enabling higher levels of power delivery, load carrying capability, and efficiency. Every engineering decision we have made on the Tesseract has been guided by our commitment to deliver a product that sets a new standard for mobility- in India and globally.”
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