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/
TVS Launches New Raider Variant With Boost Mode And ABS At INR 95,600
- By MT Bureau
- October 06, 2025
Chennai-headquartered two-wheeler and three-wheeler major TVS Motor Company (TVSM) has launched the most advanced TVS Raider variant with several segment-first features at prices starting INR 95,600 (ex-showroom Delhi) for TFT DD and INR 93,800 (ex-showroom Delhi) for SXC DD models.
The new TVS Raider includes ‘boost mode,’ a category-first feature with iGO Assist technology, delivering torque of 11.75Nm @ 6000rpm. The motorcycle includes segment-first Dual Disc Brakes and ABS (Anti-lock Braking System). It also features GTT (Glide Through Technology) for low-speed manoeuvrability and fuel efficiency.
The motorcycle now has a new 90/90-17 Front and 110/80-17 Rear tyre configuration, which improves grip and handling. The bike has a metallic silver finish with red alloys.
Aniruddha Haldar, Senior Vice President — Head Commuter & EV Business and Head Corporate Brand & Media, TVS Motor Company, said, "The TVS Raider redefines what young riders can seek from their motorcycle. In 4-years it won the love of a million plus Gen Z riders. Today, the new TVS Raider is equipped with the exhilarating 'Boost mode' powered by iGO Assist tech, and another segment first - Dual Disc with ABS. With yet another segment-first Glide Through Technology (GTT) now can navigate through even slow traffic with ease. The stylish loaded new TVS Raider raises the 'wicked' bar yet again, bringing together thrilling performance, top-notch safety, and unmatched ease. We remain committed to creating motorcycles that our customers are delighted to ride and proud to own."
The TVS Raider continues to be powered by a 3-valve 125cc engine that produces 11.75 Nm of torque at 6,000rpm. Smart technology like iGO Assist with Boost Mode offers an instant power surge and GTT ensures smooth handling.
A segment-first safety feature, the Follow Me Headlamp, keeps the headlamp lit for a time after the ignition and engine are switched off, helping to light the way for the rider in dark areas. Riders can choose between two connected display options: a TFT with over 99 features or a reverse LCD with more than 85 features.
Honda Motorcycle & Scooter India Sells 568,000 Units In September
- By MT Bureau
- October 02, 2025
Honda Motorcycle & Scooter India, a leading two-wheeler manufacturer, has reported wholesales of 568,164 units in September, which was 3 percent lower than 583,633 units sold last year.
The company’s domestic sales came at 505,693 units, down 6 percent, as compared to 536,391 units, while exports came at 62,471 units, up 32 percent YoY.
For H1 FY2026 (April–September 2025), HMSI's cumulative total sales reached just under three million units at 2.99 million units. This comprised 2.67 million units in the domestic market and 311,517 units exported globally.
Hero MotoCorp Sales Grows 8% In September
- By MT Bureau
- October 02, 2025
Hero MotoCorp, the world’s largest two-wheeler manufacturer, has reported its wholesales for September 2025 and YTD FY2026.
The company sold a total of 687,220 two-wheelers in September, which marked a 7.87 percent as compared to 637,050 units last year. This included 626,217 motorcycles, up 4.8 percent YoY and 61,003 scooters, up 54 percent YoY. On the exports front, the company shipped 39,638 units, as compared to 20,344 units last year.
The strong monthly performance contributed to steady growth, a trend rooted in the strategic diversification of the product portfolio, including 12 new scooters and motorcycles launched since the last festive season. The month’s dispatch performance coincided with a major milestone: Hero MotoCorp became the first Indian company to surpass the 125 million cumulative two-wheeler production mark.
Hero MotoCorp stated that positive momentum is visible across the business. Showroom and dealership footfalls have more than doubled compared to the festive season last year, driven by the festive spirit and new GST benefits, with significant traction observed in the high-volume commuter segment.
The company’s electric vehicle business, Vida, powered by Hero, continued its strong growth trajectory, recording 12,736 VAHAN registrations in September 2025. This performance, led by the recently launched Vida VX2 Evooter, resulted in a sharp YoY EV market share rise from 4.7 percent to 12.2 percent, underscoring growing consumer trust in the brand. The company noted that demand for Vida currently remains ahead of supply in several key markets, indicating robust traction for its EV business this festive season.
Suzuki Motorcycle India Sales Grows 37% In September
- By MT Bureau
- October 01, 2025
Suzuki Motorcycle India (SMIPL), one of the leading two-wheeler manufacturers, has reported strong sales for September 2025, buoyed by the start of the festive season and recent tax reforms.
The two-wheeler subsidiary of Suzuki Motor Corporation, Japan, recorded total sales of 123,550 units, marking 25 percent over the 99,185 units sold in September 2024.
Domestic sales were the primary growth driver, with SMIPL registering a robust 37 percent YoY growth with 105,886 units sold in September, up from 77,263 units in the same month last year.
Deepak Mutreja, Vice-President – Sales & Marketing, Suzuki Motorcycle India, said, “September has been a remarkable month for SMIPL. The festive cheer translated into strong demand driving 37 percent growth in our domestic sales. The recent GST reduction has further added to customer enthusiasm, by making our two-wheelers even more affordable. We are optimistic that this momentum will continue through the festive season and beyond, enabling us to serve a larger customer base with our trusted motorcycles and scooters.”
Further complementing the sales performance, SMIPL recorded its highest ever spare parts sale of INR 881 million for the third consecutive month, registering a 17 percent YoY growth.
While domestic sales soared, exports saw a reduction. SMIPL exported 17,664 units in September 2025, compared to 21,922 units exported during September 2024.
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