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 15^th August 2021

2.https://www2.deloitte.com/us/en/insights/industry/automotive/industry-4-0-future-of-automotive-industry.html

3.https://www.pewresearch.org/fact-tank/2019/01/17/where-millennials-end-and-generation-z-begins/

4.https://www2.deloitte.com/content/dam/Deloitte/au/Documents/consumer-industrial-products/deloitte-au-cip-global-automotive-consumer-study-2019-110221.pdf

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Classic Legends, one of the leading mid-sized motorcycle manufacturers, has been granted a patent for an adjustable visor and speedometer system. The patent, initially featured on the 2025 Yezdi Adventure, is valid for 20 years from 21 March 2023. This mechanical innovation allows riders to modify the height and position of the interface to suit their stature and comfort during road or off-road use.

The company has developed a portfolio of intellectual property, including a previous patent for an Airfilter Multifrequency Resonator used in its 650cc models, such as the BSA Gold Star. Unlike standard resonators that target a single frequency, this technology dampens air-filter noise across the engine's entire revolution range. Classic Legends also introduced the Alpha 2 liquid-cooled 334cc engine, which focuses on thermal efficiency and performance within the mid-capacity segment.

The OEM’s approach focuses on ergonomics and mechanical function. On the 2025 Yezdi Adventure, a centrally routed exhaust is used to manage heat and improve comfort, while twin headlamps are employed for illumination width. For the 2025 Yezdi Roadster, design decisions regarding chassis geometry and mounting strategies allow for adjustable seating and specific riding triangles.

Susheel Sinha, Head – R&D, Classic Legends, said, “This patent may solve a specific rider-interface problem, but it represents how we think about motorcycles. At Classic Legends, performance engineering is not about feature accumulation. It has to bring mechanical clarity and durability to how a motorcycle feels over years of use. It is the same with design decisions that start with the rider and the road. The recognition is fresh encouragement for us to keep building rider-centric motorcycles with a strong engineering foundation.”

Classic Legends continues to invest in in-house R&D and engineering talent, resulting in two granted patents and two pending filings. The company manufactures the 650cc engine for the BSA Gold Star, which is among the largest single-cylinder engines in production in India. Its product range has previously introduced technologies to the mid-sized category including six-speed gearboxes, traction control, and assist and slipper clutches.

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Suzuki Motorcycle India (SMIPL) has introduced new colours and refreshed graphics for its Gixxer SF 250 and Gixxer 250 motorcycle range. 

The Gixxer SF 250 is now available in Glass Sparkle Black and Pearl Glacier White/Metallic Mat Platinum Silver No.2, alongside the existing Metallic Triton Blue/Pearl Glacier White. On the other hand, the Gixxer 250 offers three choices: Pearl Glacier White/Metallic Mat Platinum Silver No.2, Metallic Triton Blue/Glass Sparkle Black, and Glass Sparkle Black.

Both motorcycles are powered by a 250cc single-cylinder engine with a Single Overhead Camshaft design, producing 26.5 Ps at 9,300rpm and 22.2 Nm at 7,300rpm. The engine utilises Suzuki Eco Performance (SEP) technology and the Suzuki Oil Cooling System (SOCS) to balance acceleration with fuel consumption and maintenance. The bikes feature a chassis designed for stability, LED lighting and a digital instrument console with Bluetooth connectivity.

The Gixxer SF 250 is priced at INR 189,768 (ex-showroom Delhi), with ownership benefits including insurance savings and warranty benefits valued at up to INR 12,000. The Gixxer 250 is available for INR 181,517 (ex-showroom Delhi), offering similar benefits up to INR 10,000. Finance options are available with interest rates starting from 7.99 percent. Additionally, the GIXXER SF 250 is offered in a flex-fuel variant compliant with E-85 standards.

Deepak Mutreja, Vice-President – Sales & Marketing, Suzuki Motorcycle India, said, "With the latest colour palette and graphics, the GIXXER SF 250 and GIXXER 250 gain a striking visual appeal that enhances their sporty character. These motorcycles seamlessly combine performance and advanced engineering, catering to riders who seek a sporty yet comfortable riding experience".

Suzuki Motorcycle continues to promote the range through its Gixxer Pit Stop initiative across India, which includes test rides, maintenance sessions and exchange opportunities. The Gixxer SF 250 recently set a record by covering 3,259 kilometres in 24 hours. The company operates from its manufacturing plant in Gurugram, which has a production capacity of 1.3 million units per year.

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Italian superbike maker Ducati India has revealed its aggressive product roadmap for 2026, confirming the introduction of 10 new and updated motorcycles to the Indian market.

The announcement includes plans to expand the brand's dealer touchpoints to improve accessibility and service for its customer base.

The 2026 portfolio comprises the Desmo450 MX, New Multistrada V4 Rally (2026 Edition), Panigale V4 Lamborghini, Panigale V4 Marquez Replica, Panigale V2 Special Edition MM93, Panigale V2 Special Edition PB63, New Monster V2, Diavel V4 RS and the New Hypermotard V2/V2 SP. These follow the Panigale V4R, which was launched in India on 2 January 2026.

The launch schedule begins in the first quarter of 2026 with the Multistrada V4 Rally, the Panigale V4 Lamborghini, and the Desmo450 MX. The third quarter will see the arrival of the New Monster V2 and the Marc Márquez and Pecco Bagnaia Special Editions of the Panigale V2, followed by the Diavel V4 RS. The final quarter of the year will feature the Hypermotard V2 range in October, concluding with the Panigale V4 Marc Márquez Replica in December.

Bipul Chandra, Managing Director, Ducati India, said, “2026 is poised to be another landmark year for Ducati as we continue to push boundaries with a portfolio of new launches that will set fresh benchmarks in the premium motorcycle segment. Our commitment to delivering the most sophisticated, performance-driven motorcycles to Indian customers has never been stronger. We are excited to introduce these exceptional new models, and with the expansion of our dealership network, we look forward to a successful and impactful year for Ducati in India.”

Ducati will open bookings at its dealerships in Delhi, Mumbai, Pune, Bengaluru, Chennai, Hyderabad, Kochi, and Kolkata. Indicative pricing for the upcoming range will be released on the company's website ahead of the specific launch dates.

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Suzuki Motorcycle India (SMIPL) has announced a partnership with Greaves Finance, operating under the brand ev.fin, to provide financial solutions for the Suzuki e-Access electric scooter. The collaboration introduces buy-back upgrade assurances and retail finance options intended to lower the barriers to electric vehicle ownership.

The partnership combines SMIPL’s dealership network with the digital financial platform of ev.fin. The primary objective of the association is to provide customers with predictable resale values and credit support at the point of purchase.

To address concerns regarding the resale value of electric two-wheelers, SMIPL and ev.fin have introduced a structured buy-back programme. Customers can select from two primary plans: a 36-month term offering up to 60 percent of the ex-showroom value, or a 48-month term offering up to 50 percent of the effective ex-showroom price. This programme is designed to provide a guaranteed value for users looking to upgrade their vehicles in the future.

The ev.fin platform offers retail finance solutions including loans for up to 100 percent of the vehicle cost. Interest rates for the Suzuki e-Access start from 5.99 percent, with monthly instalments beginning at INR 3,999. The loan process is managed through a digital journey aimed at reducing processing times and offering customisable plans, such as low-down payment options.

Deepak Mutreja, Vice-President, Sales & Marketing, Suzuki Motorcycle India, said, “At Suzuki Motorcycle India, we continually look for ways to make the ownership journey easier and more reassuring for our customers. Through our association with Greaves Finance, we are introducing added value at both the purchase and resale stages of the Suzuki e-Access. With the assured buyback upgrade and tailored finance options, we bring more trust and peace of mind to EV ownership, while enhancing customer accessibility to electric two-wheelers.”

P B Sunil Kumar, Executive Director & CEO, Greaves Finance, said, “We are delighted to partner with Suzuki Motorcycle India to accelerate the transition to electric mobility. By offering Buyback upgrade options and customized financing through our ev.fin platform, we are eliminating the 'resale anxiety' often associated with EVs. Our goal is to provide a seamless, digital-first financial experience that makes the Suzuki e-Access an even more compelling choice for the Indian commuter.”

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