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/
Ather Energy Targets To Double Experience Centres To 700 Touchpoints
- By MT Bureau
- June 18, 2025
Bengaluru-based electric two-wheeler manufacturer Ather Energy has announced its ambitious plans to double its retail network to 700 experience centres by FY2026.
For context, Ather Energy currently operates 351 experience centres in India and 24 centres in Nepal and Sri Lanka. Furthermore, 46 percent of the retail touchpoints are in South India alone. The expansion is part of the EV maker’s strategy to provide first-hand experience of the product, quality and peace of mind to customers.
The company with the recent launch of Rizta e-scooter targeted for families, is now looking to scale up its presence across the country, including tripling its store count in north markets. The Rizta, Ather’s first family scooter had recently crossed 100,000 units retail sales milestone within a year of its launch. The e-scooter has become popular in key states including Gujarat, Rajasthan, Maharashtra, Delhi, Madhya Pradesh, Odisha and Chhattisgarh. Rizta alone now contributes to nearly 60 percent of Ather’s total sales, unlocking new cities and bringing in a wider base of family buyers, setting the stage for a much stronger retail presence in the coming months.
Ravneet Singh Phokela, Chief Business Officer, Ather Energy, said, “Rizta’s phenomenal success has opened up new markets and brought a much larger set of family buyers into the Ather ecosystem. We’re seeing demand coming in from cities where our footprint was previously limited, and that gives us the confidence to scale faster. Expanding to 700 Experience Centres is about staying ahead of this demand curve and ensuring that wherever our customers are, they have easy access to the full Ather experience.”
At present, the company operates over 3,578 fast-charging points across India through the Ather Grid. The EV maker is also expanding its service footprint along with the expansion of its retail network across India, including Gold Service Centres in key cities.
Ather Energy currently has two manufacturing plants in Hosur, Tamil Nadu, one each for vehicle assembly and battery manufacturing and an upcoming third manufacturing facility in Bidkin, AURIC, Chhatrapati Sambhaji Nagar, Maharashtra, which will scale up its manufacturing capacity to 1.42 million electric two-wheeler per annum.
Triumph Speed T4 Gets New Baja Orange Colour Scheme
- By MT Bureau
- June 18, 2025
Triumph Motorcycles India has launched a brand-new colour ‘Baja Orange’ for its best-selling Speed T4 motorcycle, which it said is inspired by the glow of desert dawns and the vibrancy of golden hour rides.
The Baja Orange Speed T4 400cc will be available at INR 205,000 (ex-showroom) and will continue to be powered by 400cc engine producing 31 PS @ 7,000 rpm and 36 Nm @ 5,000 rpm. Mechanically, it remains unchanged and continues to have a low-end torque in the range of 3,500 – 5,500 rpm. It features a slipper clutch for easy downshift, dual-channel ABS and 43 mm telescopic forks.
The Speed T4 sports a 3D badge, new frame colour and tyre stripe pattern.
The British motorcycle brand is experiencing significant momentum, posting an impressive 30 percent YoY growth from FY2024 to FY2025 for the Speed T4.
TVS Launches 2025 Apache RTR 200 4V With Racing-Inspired Upgrades
- By MT Bureau
- June 09, 2025
TVS Motor Company has launched the 2025 Apache RTR 200 4V, marking two decades of the brand’s racing legacy and celebrating a 6 million-strong global community of riders.
The new Apache RTR 200 4V features key mechanical and aesthetic upgrades, including OBD2B compliance, a 37mm Upside Down (USD) front suspension for improved control and a hydroformed handlebar that enhances handling stability. The motorcycle also sports refreshed graphics and bold red alloy wheels, offered in three colour options – Glossy Black, Matte Black, and Granite Grey.
Under the hood, the bike continues to deliver 20.8 PS at 9,000 rpm and 17.25 Nm of torque at 7,250 rpm. It’s equipped with dual-channel ABS, three ride modes (Urban, Sport, and Rain), a slipper clutch, adjustable brake and clutch levers, TVS SmartXonnect with Bluetooth and voice assist and a fully digital display with LED headlamps and DRLs.
First launched in 2016, the Apache RTR 200 4V has consistently introduced segment-first innovations, setting benchmarks in performance and safety.
Vimal Sumbly, Head Business – Premium, TVS Motor Company, said, “The upgraded 2025 TVS Apache RTR 200 4V continues this legacy – pushing the limits of design and engineering to offer next-generation riders a thrilling, track-bred experience on every ride.”
The 2025 TVS Apache RTR 200 4V is now available at dealerships across India, with prices starting at INR 153,990 (ex-showroom, Delhi).
Suzuki 2025 GSX-8R Motorcycle Is Now OBD-2B Compliant
- By MT Bureau
- June 09, 2025
Suzuki Motorcycle India (SMIPL), the two-wheeler subsidiary of Suzuki Motor Corporation, Japan, has introduced the OBD-2B compliant 2025 Suzuki GSX-8R motorcycle at INR 925,000 (ex-showroom Delhi).
The motorcycle continues to be powered by a 776cc parallel twin DOHC 4-valve-per-cylinder engine paired with a 270-degree crankshaft. It gets Suzuki’s patented Cross Balancer, which reduces vibration during the ride.
It also gets Suzuki Intelligent Ride System, Suzuki Drive Mode Selector (SDMS), the Suzuki Traction Control System (STCS), Ride-by-wire Electronic Throttle System, Bi-directional Quick Shift System, Suzuki Easy Start System and Low RPM Assist. The Suzuki GSX-8R is equipped with a six-speed transmission and Suzuki Clutch Assist System (SCAS).
Deepak Mutreja, Vice President – Sales & Marketing, Suzuki Motorcycle India, said, “The OBD-2B update on the GSX-8R enhances its performance with improved emission monitoring, keeping it aligned with the latest regulatory requirements. This ensures that customers continue to enjoy a refined and responsive riding experience that also meets evolving environmental standards.”
It comes equipped with Hitachi Astemo (SHOWA) SFF-BP inverted front forks, paired with a Hitachi Astemo (SHOWA) link-type mono-shock rear suspension with preload adjuster. For braking, the motorcycle gets dual four-piston radial-mount front brake callipers with 310 mm outer diameter dual discs. It rides on lightweight cast aluminium wheels with Dunlop RoadSport 2 radial tyres.
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