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

Bengaluru-based electric vehicle company Ultraviolette Automotive collaborated with the Madras Regiment Centre (MRC) of the Indian Army for a five-day rally across Tamil Nadu, by providing a fleet of F77 motorcycles.

The ride honoured the army Veterans and Veer Naris of Madras Regiment and the Armed Forces community in the region.

Under the aegis of the Dakshin Bharat Area, the rally covered six districts of Tamil Nadu - Tirupur, Karur, Dindigul, Madurai, Theni and Coimbatore. The team of army personnel engaged with approximately 3,000 veterans and veer naris during the journey: addressing various concerns, sharing crucial information on entitlements, and providing immediate assistance. The F77s covered a cumulative distance of over 6000 kilometres.

Narayan Subramaniam, CEO & Co-Founder, Ultraviolette, said, " Collaborating again with the Indian Army for this remarkable outreach initiative is an honour that resonates deeply with Ultraviolette's ethos. Our vision to create world-class technology is inspired by the spirit of the India - undaunted, resilient, and driven by purpose. The F77 embodies the very principles that define our Armed Forces - precision, performance, and an unwavering commitment to excellence. To witness Ultraviolette playing a key role in this rally, honouring veterans, and their families, is not just a privilege but a defining moment in our journey".

Suzuki Motorcycle India (SMIPL), a leading manufacturer of two-wheelers in the country, has reported wholesales of 112,948 units for April 2025, which is 14 percent higher than 99,377 units it sold last year.

The company reported an 8 percent growth in its domestic sales at 95,214 units, as compared to 88,067 units last year, while exports grew by 57 percent at 17,734 units, as against 11,310 units for the same period last year.

Deepak Mutreja, Vice-President – Sales & Marketing, Suzuki Motorcycle India, said, “This positive start to the year fills us with gratitude. Each unit sold represents the beginning of a new journey with our customers and we are thankful to be a part of it. We will continue to work sincerely to meet the evolving expectations of our customers and contribute positively to their journey with us.”

Last month, the company further upgraded its product lineup, including the Hayabusa to be OBD-2B compliant.

Chennai-based two-wheeler and three-wheeler maker TVS Motor Company has announced its wholesales for April 2025. The company reported witnessing a 16 percent growth, selling 443,896 units, as against 383,615 units last year. 

The domestic two-wheeler sales include 220,527 motorcycles and 169,741, while exports accounted for 106,683 units.  

EV sales grew by 59 percent, rising from 17,403 units in April 2024 to 27,684 units last month.

Three-wheeler sales grew by 50 percent YoY from 9,023 units to 13,566 units.

Blending the pulse of street culture, community and high-octane energy, Royal Enfield hosted the first-ever edition of HunterHood in Mumbai and New Delhi during the last weekend of April 2025. 
Inspired by the spirit of Hunter motorcycle of the company, the HunterHood event – the latest cultural initiative built around the ethos of “From the streets, For the streets” – brought together riders, artists and urban explorers across the two Indian mega cities. 
The company also unveiled ‘The 2025 Hunter 350’ with three new colourways and upgraded features inspired by and designed for ‘The Coolest Neighbourhoods of the world’.
Featuring unique programming in the form of skateboarding sessions, spontaneous cyphers, vibrant graffiti art, live music jams, dynamic dance circles and exhilarating BMX stunts, the event witnessed high-octane performances by some of India’s top musicians like Dino James, Wild Wild Women, Shah Rule, Suggahunny, The Spindoctor, OG Shez, Ikka, DK Mocity, Dhanji, Lush Lata and Samriddhi Bhargav. 
The event saw over 12 homegrown, premium and emerging street-led brands spanning skateboarding, apparel, sneakers and the culinary space participate. It was attended by 5,000 people across the two mega cities.