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/
Bajaj Auto Intros Updated Pulsar 150 Range At INR 108,772
- By MT Bureau
- December 24, 2025
Bajaj Auto, one of the leading two-wheeler and three-wheeler manufacturers, has updated its popular Pulsar 150 motorcycle range. The updates include the introduction of LED headlamps and LED blinkers to the model, which the company states is intended to improve visibility and usability while maintaining the vehicle's design identity.
The updated range is available at the following ex-showroom Delhi prices – Pulsar 150 SD at INR 108,772, Pulsar 150 SD UG at INR 111,669 and Pulsar 150 TD UG at INR 115,481.
The motorcycle retains its frame and stance, though Bajaj has introduced new colour options and graphics. The Pulsar 150 continues to utilise DTS-i (Digital Twin Spark-ignition) technology, which uses two spark plugs to ignite the air-fuel mixture in the combustion chamber, intended to improve combustion efficiency and power output.
The update focuses on integrating modern lighting components into the existing platform, which originally established the sports motorcycling segment in India.
Sarang Kanade, President, Motorcycle Business Unit, Bajaj Auto, said, “The Pulsar 150 has defined performance motorcycling for generations. With this update, we have preserved its classic character while thoughtfully adding modern LED lighting, ensuring the Pulsar 150 remains relevant, recognisable and Definitely Daring.”
Suzuki Motorcycle India Conducts Access Mileage Contest In Palwal
- By MT Bureau
- December 24, 2025
Suzuki Motorcycle India (SMIPL), the subsidiary of Suzuki Motor Corporation, Japan, held a mileage contest for the Suzuki Access scooter in Palwal. The event involved 35 participants, including current owners and prospective buyers, to test the fuel efficiency of the scooter under city driving conditions.
The initiative is part of the brand’s ‘Pickup Bhi, Mileage Bhi’ strategy, which focuses on balancing engine performance with fuel economy and build quality.
The event was organised in partnership with RV Suzuki in Palwal. The participants, all of whom had purchased their scooters within the last year, followed a specific testing protocol: a designated 20-kilometre circuit on city roads, scooters were operated on a full tank, then refilled at the end of the journey to calculate the exact fuel consumed. Potential customers were provided with test rides and the opportunity to interview existing owners regarding reliability and comfort.
Deepak Mutreja, Vice-President, Sales & Marketing, Suzuki Motorcycle India, said, “The Suzuki Access Mileage Contest places a strong focus on fuel efficiency, bringing our brand promise of ‘Pickup Bhi, Mileage Bhi, Shandar Quality Ke Sath’ to life. By riding on city roads, participants experience the scooter’s real-world mileage. Along with mileage, customers also get to experience the quality and reliability that have made the Access a trusted choice of over 6 million customers. We appreciate the participation from customers in Palwal. We will continue to extend such on-ground initiatives to more cities across India, allowing customers to connect closely with out two-wheelers and witness their performance firsthand.”
The company intends to expand these on-ground initiatives to additional cities across India to demonstrate the performance of its two-wheeler portfolio in local environments.
Ola Electric Launches Hyperservice Centres With Same-Day Service Guarantee
- By MT Bureau
- December 23, 2025
Bengaluru-based electric vehicle maker Ola Electric has expanded its Hyperservice initiative by launching dedicated centres that offer a same-day service guarantee for eligible customers at no extra cost. The company will upgrade its existing service infrastructure into Hyperservice Centres, beginning with a facility in Indiranagar, Bengaluru.
The expansion is intended to reduce service lead times and increase transparency through a digital workflow.
The Hyperservice Centres include several facilities for customers and technical upgrades for vehicle maintenance. The waiting area includes a lounge and Wi-Fi connectivity for customers. Real-time visibility of the servicing stages is provided via the Ola Electric app. Going forward, the company plans to upgrade selected centres across India in the coming weeks.
Ola Electric has also transitioned Hyperservice into an open platform. This move makes the company’s spare parts, diagnostic tools, and training modules available to independent garages, mechanics, and fleet operators.
Under this model, parts can be purchased directly through the Ola Electric app or website. This is intended to allow garages and customers to access components without the use of intermediaries.
“As part of the ongoing service upgrade we are reimagining many of the fundamental aspects of the service experience. We see it as a core part of Ola ownership, and it needs the same level of innovation as the product itself. With Hyperservice Centres, we are setting a new benchmark – same-day service guarantee. At no extra cost for any customer. This is about using technology, process redesign and scale to remove friction and give every Ola customer a faster, simpler and more transparent service experience,” said the company in a statement.
The company has rolled out an in-app service appointment feature nationwide. The tool allows users to select service slots, track the status of their vehicle, and manage maintenance requirements within the unified platform to replace traditional booking methods.
Hajime Aota Appointed Chairman Of Yamaha Motor India Group
- By MT Bureau
- December 23, 2025
India Yamaha Motor, one of the leading two-wheeler manufacturers in the country, has announced the appointment of Hajime Aota as the Chairman of Yamaha Motor India Group, effective from 1 January 2026. He is set to succeed Itaru Otani, who held the position since November 2024.
The appointment comes as Yamaha continues its focus on the premium segment and digital integration within the Indian two-wheeler market.
Aota joins the Indian operations with experience in corporate strategy, planning and venture business development. He has held leadership roles in Japan, the United States and the United Kingdom.
Prior to this role, Aota served as Executive Officer at Yamaha Motor Co, and Chief General Manager of the Corporate Strategy Centre at the global headquarters in Japan. In these positions, he managed corporate strategy, sustainability and digital transformation.
He has also worked as Chairperson of Yamaha Motor Ventures & Laboratory Silicon Valley (YMVSV) overseeing investments in robotics, transportation, fintech and health technologies. He has also contributed towards Yamaha Motor Group’s long-term growth strategy.
Aota is a graduate of Keio University and holds a qualification from the Program for Leadership Development at Harvard Business School.
Hajime Aota, said, “I am very excited to begin my journey in India, one of the world’s most dynamic and diverse two-wheeler markets. The rapidly evolving aspirations of Indian consumers, especially the youth, align strongly with Yamaha’s focus on premium products, innovation, and a customer-centric approach. Leading Yamaha in India is a significant responsibility, and my focus is on strengthening the brand by delivering products that seamlessly combine Yamaha’s global engineering excellence with the evolving needs of Indian riders. I look forward to working closely with our teams and partners to drive sustainable growth and reinforce Yamaha’s presence in this important market.”
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