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

TVS Motor Company, a leading two- and three-wheeler manufacturer, has launched the updated TVS Apache RTR 160 4V at INR 139,000.

The TVS Apache RTR 160 4V is powered by a 159.7cc, oil-cooled, fuel-injected, 4-valve, which produces 17.55 PS at 9,250 rpm and 14.73 Nm of torque at 7,500 rpm.

It comes with a segment-first 37mm Upside Down (USD) suspension and three ride modes — Sport, Urban, and Rain, which the company claims enhance control, stability, and adaptability across diverse riding conditions.

Like with most of the new models from the TVS Motor Co’s stable, the Apache RTR 160 4V now comes with TVS SmartXonnect technology, which provides Bluetooth connectivity, providing turn-by-turn navigation, call & SMS alerts, and voice assist.

In terms of design, the refreshed TVS Apache RTR 160 4V’s can be had in three colour options – Granite Grey, Matte Black, and Pearl White, which are complemented by sporty, race-inspired graphics, golden-finish USD forks, and red alloy wheels. 

Vimal Sumbly, Head of Business – Premium, TVS Motor Company, said, “We are proud to lead the way in engineering and innovation in motorcycles. With that commitment, we are excited to announce the upgrade of the TVS Apache RTR 160 4V with cutting-edge features and advanced technology. Built on a rich racing legacy, the TVS Apache Series proudly serves over 5.5 million enthusiasts, making it one of the fastest-growing premium motorcycle brands globally. We are committed to meeting the evolving needs of our customers by integrating performance, technology, and style. By constantly evolving in our set of offerings, we have set new benchmarks for performance motorcycles in India.”

KAW Veloce Motors Pvt Ltd (KVMPL) has unveiled the Brixton brand of motorcycles (600 cc and 1200 cc) and an e-scooter of the Italian brand Velocifero (VLF) called Tennis in Kolhapur, Maharashtra.

The unveiling of both the machines – the motorcycle with an ICE and the e-scooter with a battery and motor – at the Highland Club on the outskirts of the city took place amid much fanfare.

The Brixton motorcycle and VLF e-scooter – with an angular bodywork overall that is synonymous with Italian design culture and featuring a 2.1kW hub motor, and a range of 130 km – will be offered through the MotoHaus retail channel, the first outlet of which is set to be commissioned in a few days from now in Kolhapur.

Both the two-wheelers – the e-scooter is priced at INR 1,30,000 ex-showroom – are being put together (from a CKD kit) at a plant that is about 12 km from the launch venue as part of the Phase I strategy. To be offered through MotoHaus outlets in cities Mumbai, Thane, Pune, Jaipur, Vapi, Goa, Bangalore, Chennai, Cochin, Nashik, Nagpur, Surat, Ahmedabad and Vadodara besides Kolhapur, the two vehicle brands are expected to be joined by a third Italian brand and an in-house electric two-wheeler brand at a later date.

Once the Phase I strategy plays out and the Bixton and VLF offerings find a footing in the Indian market, the company will embark on the Phase II strategy that will include a design and development centre at Kolhapur. The strategy will also include a manufacturing plant that can do 25,000 units and enable the engineering of a robust supply chain in terms of localisation.

It is at the Phase II level that investments from Brixton Motorcycles (Austria) and VLF are expected to come into the venture, which is initially supported by the parent company of KAW Veloce.

TVS Motor Company-owned British premium motorcycle brand Norton Motorcycles, has announced changes to its leadership structure.

The company has announced Dr. Robert Hentschel, currently CEO, will step back from his role effective immediately. He will transition to a non-executive director role within the company.

On the other hand, Nevijo Mance will join Norton Motorcycles as Executive Director, overseeing all upstream business operations, as part of the new leadership structure.

He will be responsible for product design, development and engineering, manufacturing, procurement, quality control, and supply chain management.

In addition, Richard Arnold, who was appointed Executive Director in June 2024, will be responsible for downstream business operations, including marketing, brand management, sales, distribution, customer relationship management, aftersales service, product management, and public relations.

He will also be responsible for enhancing customer experience, expanding Norton’s market reach, and strengthening the brand’s presence across global markets.

Dr Rober had been leading the company since 2021, and has been instrumental in strengthening Norton’s foundations, guiding the company through crucial stages of its growth plan and establishing a strong operational base. He had played a key role in synergistic relationship with parent TVS Motor Company, which has been pivotal in advancing Norton’s progress and setting the stage for future success.

TVS Motor Company (TVSM), a global manufacturer of two- and three-wheelers, has announced the date and venue for the fourth edition of its TVS MotoSoul festival. The two-day festival will be held at Vagator, Goa, on 6 and 7 December 2024 with a focus on eco-friendly branding and sustainable practices.

Riding on this year’s theme of ‘Feel the Adrenaline, Feel the Inspiration, Feel the Groove’, TVS MotoSoul 4.0 is expected to draw visitors not only from India but also from other countries where the company has a presence. The two-day event promises attractive sessions like culinary experiences, wellness and personal care sessions, bike trips and tricks sessions and community and bonding sessions, as well as live music performances by top artists. The festival will provide attendees with a chance to participate in motorsports including dirt track racing, stunt shows and flat track challenges. Additionally, the attendees will be able to interact with race champions, riding experts and motorcycling legends.

Vimal Sumbly, Head of Business – Premium, TVS Motor Company, said, “TVS MotoSoul is a mark of the motorcycling spirit. It celebrates the bond between man and machine. Each edition has not only grown in scale but has also deepened this connection among enthusiasts. Our commitment goes beyond just motorcycles; we are devoted to nurturing a thriving ecosystem of riders. As we gear up for TVS MotoSoul 4.0, we are excited to redefine the journey with extraordinary experiences, all wrapped in a vibrant and colourful theme that captures the free-spirited essence of our community. We are confident that our mission to democratise these experiences will lead to one of the most exhilarating celebrations of riders and their journeys at TVS MotoSoul 4.0.”