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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Chennai-headquartered mid-sized motorcycle manufacturer Royal Enfield brought its street culture platform, HunterHood, to Kochi on 8 August 2026, combining music, art, skateboarding, urban sports and creative expression. The sixth edition of the event followed previous iterations in Chennai, Delhi, Mumbai, Shillong and Lucknow.

Inspired by the Hunter 350 motorcycle, HunterHood serves as a platform for street-inspired cultures, gathering communities of artists, musicians, dancers, painters, urban sports enthusiasts and designers. Prior to the main event, Royal Enfield hosted a Community Pre-Jam on 7 August in collaboration with Loop Skatepark to engage local skaters and street communities.

The main stage featured performances from Kerala's independent and hip-hop music scene, including Tribe Mama MaryKali, Ranj x Clifr, GABRI, MC Couper, Baby Jean and Dabzee. The Community Stage presented rapper Ameekha Liyana Ansar, DJ Dsco Patrol (Nihell), street culture collective We Are The Boom and Chenda Melam percussion performances.

Skateboarding demonstrations were conducted by the Fly Squad Skateboarding Community and Kovalam Skate Club. Live graffiti, visual art and interactive installations were created on site by HH Art Spaces, Alan Pappy, Trespassers, SquidWorks, Karthik Venugopal, Samriddhi Arora and Om Chopra. Additionally, Kerala-based artist collective Trespassers completed a ten-day mural project focused on local youth culture and riding.

The event incorporated interactive workshops covering skimboarding, football, cricket, basketball and graffiti. Custom motorcycle builds were displayed by XLNC Customs, JD Customs, Garuda Machina, Kunwar Customs and Eimor Customs. The venue also featured an illuminated tunnel installation incorporating lights, Malayalam conversations and cinema dialogues to replicate the experience of riding through the city.

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India Yamaha Motor has announced the return of the Monster Energy Yamaha MotoGP Edition for the R15 V4 and MT-15 Version 2.0 motorcycle models. The release, the company says, responds to customer demand for the company's racing-livery options.

The Monster Energy Yamaha MotoGP Edition models display liveries inspired by Yamaha's racing division across the fuel tank, side panels, and tank shrouds. The R15 V4 MotoGP Edition is priced starting at INR 176,050 ex-showroom Delhi, while the MT-15 MotoGP Edition begins at INR 177,230.

Alongside the special editions, Yamaha updated colour variants across its FZ product range. The FZ-S Fi Hybrid receives an Ice Storm colour scheme, while the existing Matte Black version gets updated graphics. The FZ-S Fi line gains a Metallic Black finish.

Pricing for the updated FZ range starts at INR 129,880 ex-showroom Delhi for the standard FZ-S Fi, with the FZ-S Fi Hybrid variant priced at INR 139,200.

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Studds Accessories, one of the leading two-wheeler helmet manufacturer, has launched its latest product the Raider Youth, a full-face helmet designed for younger riders and adults requiring smaller head sizes at prices starting INR 1,175.

The release marks the introduction of a dedicated small-sized full-face model into the company's product line-up. The Raider Youth is an ISI-certified helmet that provides chin and lower-face coverage, moving beyond the open-face helmet designs that have traditionally dominated the youth and small-head-size segments in India. It is offered in two sizes: XXS (520 mm) and XS (540 mm), catering to children, teenagers and female riders or adults with smaller head dimensions.

The product features an outer shell constructed from ABS material paired with an expanded polystyrene (EPS) liner. The ventilation system uses top exhaust ports to channel airflow through the interior, while additional hardware includes a scratch-resistant quick-release visor, micro-fibre inner lining and a quick-release chin strap mechanism.

Sidhartha Bhushan Khurana, Managing Director, STUDDS Accessories, said, "Young riders today are more aware of style, comfort, and safety than ever before, and parents are increasingly seeking products that offer enhanced protection without compromising on usability. The Raider Youth has been developed to address these expectations through a purpose-built full-face design that delivers greater coverage and confidence for young riders. Its vibrant colour palette, modern styling, rider-focused comfort features, and trusted safety credentials have been brought together to make helmet usage both appealing and reassuring. We believe the Raider Youth will resonate strongly with young riders and their families while encouraging the habit of safe riding from an early age."

The initial launch comprises the Unicolor variant across 12 finish options, including solid, matte, and chameleon finishes: White, Black, Cherry Red, Flame Blue, Lavender Pink, Pastel Green, Petrol Blue, Dark Pink, Chameleon Pink, Chameleon Blue, Matt Black, and Military Green.

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Hero MotoCorp, the world’s two-wheeler manufacturer, has appointed Anuj Dua as the new Chief Business Officer – Premium Segment to oversee its motorcycle and scooter operations in higher-displacement categories.

Dua brings experience from previous executive roles across Hero MotoCorp, Royal Enfield and Bajaj Auto, where he managed global product strategy, brand development and market expansion.

In his new role, Dua will manage product portfolio expansion, strategic partnerships, retail network development and customer engagement initiatives, including community events and branded merchandise across performance and lifestyle segments.

In FY2026, Hero MotoCorp expanded its product line-up through the introduction of models including the Glamour X, Xtreme 125R, Xtreme 250R, Xoom 160, XPulse 210 and the Harley-Davidson X440 T. To support these offerings, the manufacturer expanded its dedicated Hero Premia retail and service network to more than 130 stores across India. The standalone outlets feature specialised sales personnel and dedicated service bays.

Dr. Pawan Munjal, Executive Chairman of Hero MotoCorp, said, “The global mobility landscape is undergoing a significant transformation, led by rising consumer aspirations for premiumization including curated premium experiences. At Hero MotoCorp, we are responding to these transformative shifts with a future-focused strategy that combines innovation, design excellence, performance engineering and deeper customer engagement. Our expanding premium portfolio, retail transformation and motorsport initiatives are integral to this strategy, accelerating product innovation, strengthening brand aspiration, and reinforcing our position as a globally admired mobility brand which is proudly Made in India.”

At present, the company manufactures its premium range from its facility Neemrana, Rajasthan, which incorporates automated assembly lines and digital quality control systems. The vehicle platforms integrate electronic architecture supporting over-the-air software updates and rider assistance systems.

Additionally, the company utilises its Hero MotoSports division to evaluate chassis dynamics, electronic systems and powertrain durability for application across its commercial production models.

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