Jugnoo: expansion or consolidation

Sushmita Biswal Waraich and Ajay Chaturvedi

Introduction Sushmita Biswal Waraich is

based at the Department of
It was November 2018, and Jugnoo, the auto rickshaw aggregator company[1], had been Management, Asia Pacific
featuring in the business section of Indian newspapers for some time. Jugnoo was in the Institute of Management,
limelight for having entered a recently created segment in the business of “aggregated New Delhi, India.
commuting solution,” for the urban population in India. The company had created a market Ajay Chaturvedi is based at
space for itself in a short span of time, in a highly competitive market and was operating in the Business Development
35 cities with more than 80,000 auto-rickshaws aggregated. On being asked if he was Department, Tata Projects
happy having become the largest auto aggregator in India, Samar Singla, Jugnoo’s Chief Limited, Noida, India.
Executive Officer and co-founder, had replied, “Yes, what you are saying is true but to some
extent only. While it may appear that being amongst the few early players in auto rickshaw
aggregation business would have a smooth sailing, what with taxi aggregators giving
Jugnoo a tough competition, and encroaching in a space that I thought, I could enjoy as my
own for some time, at least till others did the catching-up act”.
Singla was confident that he had incubated a good business idea. He was convinced that
this business would become profitable very soon. The company tasted success
immediately upon the launch of its operations. However, the company began to experience
stiff competition when it had just about entered its second year of operations. The taxi
aggregator companies had started to eat into his market share in the auto rickshaw
segment, which they too had entered recently. Singla had gotten himself into a
predicament. He wondered how to deal with and beat the competition.

The entrepreneur
Having passed out of a premier engineering college, Singla had many attractive job offers,
which included some from large and reputed multinational companies. He, however, chose
to become an entrepreneur. Hailing from a business family, the idea of setting up his own
enterprise came naturally to him. Before embarking on the idea that Jugnoo was, Singla had
already founded two businesses. The first was Prodigy Foods, which he had set-up in 2011.
In this business, Singla had introduced distiller’s dried grains with solubles (DDGS) in India
by customizing a novel process[2], suited to Indian conditions.
The company quickly became the largest producer of DDGS in India and reached volumes
of 30 metric tons a day. He exited the business in two years as he wanted to pursue his
passion for technology. In the year 2011, Singla started software as a service (SaaS) based
technology solutions provider called “Click Labs.” Click Labs was a profitable SaaS
solutions provider, catering to entrepreneurs and small and medium businesses. The Disclaimer. This case is written
solely for educational purposes
company offered its customers an omnichannel advantage in their marketing endeavors by and is not intended to represent
successful or unsuccessful
creating mobile software application-based platforms, helping businesses to scale-up. managerial decision-making.
Singla incubated and guided this business on the path of growth till 2014, when he handed The authors may have
disguised names; financial and
over the management of the company to a team of professionals, retaining the controlling other recognisable information
stakes in the company. to protect confidentiality.

DOI 10.1108/EEMCS-09-2018-0201 VOL. 10 NO. 1 2020, pp. 1-19, © Emerald Publishing Limited, ISSN 2045-0621 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 1
 In November 2014, Singla founded Jugnoo, along with Chinmay Agarwal. Agarwal was a
technology savvy person with a Bachelor of Technology and a Master’s degree from Italy.
Both, joined hands to launch an enterprise with an innovative idea, leveraging technology.

Jugnoo: a new business idea

One late night in August 2014, after a get-together at a common friend’s house, Singla and
Agarwal were returning home in their car, when it broke down along a lonely stretch of road.
This stretch of road did not see much traffic from late evenings to early mornings. However,
just a couple of kilometers from this place was a commercial center that usually had auto
rickshaws waiting near it, even at odd hours. Singla and Aggarwal waited near their car,
hoping that they would be able to hail down an auto rickshaw or a cab that may pass by,
sooner or later. After a long wait of nearly an hour and a half, they saw a flickering light
coming toward them. It was an auto rickshaw, which had finally come to their rescue. While
the auto rickshaw took them home, the seeds of a business idea were beginning to be
sown. The flickering light in the darkness reminded both of them of a firefly, which is also
known as Jugnoo, in Hindi, a commonly spoken language in the northern parts of India.
Jugnoo symbolizes hope, illumination and inspiration. During the ride, Singla and Agarwal
engaged the auto rickshaw driver in a conversation and told him how thankful they were to
him, for having come to their help. The auto rickshaw driver had said that he himself was on
his way back to his home and was wondering if he would be lucky enough to get some
business from passengers, who may themselves be headed that way.
The above incident set Singla and Agarwal thinking as to why in today’s world of
technology, they did not have a mobile phone-based platform that connected people
looking for a ride with an auto rickshaw driver, who could provide them the service, at the
earliest. Thus, germinated the idea of auto rickshaw aggregation business; a business
opportunity based on the latent need for a service that allowed commuters to hail auto-
rickshaw rides, at affordable rates, using smartphones. No such service was available in
most urban centers of India at the time, for auto rickshaws. The idea looked very promising
in terms of its business potential.

The launch
Singla and Agarwal embarked on a project to develop a mobile phone-based software
application that would match an available auto rickshaw to a passenger, who was waiting to
hail down one. Once the software had been developed, a trial was conducted during a
college festival in Chandigarh, a city in northern India. During the trials, the students
attending the festival were invited to hail-down auto rickshaws for their travel using the
software application. Seven auto rickshaw drivers were made part of the project to test
the aggregation software application. During this trial, the rides were offered for free. The
response this service received at the festival, was very encouraging. Nearly 300 students,
used the service and almost all gave very positive feedback about the service. Though they
had not anticipated the impact that they would make with their innovation, Singla soon
realized that their idea had big business potential. He saw it as a golden opportunity to offer
the middle-class urban Indians, a cost-effective and convenient option for the urban
commute.
Singla and his team soon commenced developing a comprehensive package of mobile-
based software application to support a complete auto rickshaw hailing service. This led
them to complete the development of the software platform and enroll auto rickshaw drivers,
as part of the service. The simple concept of enabling a potential customer to hail down an
auto rickshaw with ease, using smartphones as the platform, was the business idea of
Jugnoo. Customers would be matched with the closest available auto rickshaw. Both, the
customer and the driver, no longer had to haggle over the fare. The fare was automatically

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decided by the system, and it had to be accepted by both. This was especially important in
India, where the fare charged by auto rickshaw and taxi drivers was often, arbitrary, based
on the whims and fancies of the drivers. The software-based system also helped in optimum
utilization of the auto rickshaws, thus, leading to a substantial increase in the earnings of the
drivers. Singla quickly created a small team that was to function as the core, and around
this, the organization was built.
Singla opted for support from Angel investors to finance Jugnoo’s startup. An investment of
US$1m was successfully raised in the Angel Round and the company managed to raise a
total of US$14.4m in three rounds, by 2015. Some of the leading investors were Kirloskar
Group, Vikas Taneja (partner and MD, BCG Group), Justin Weil (investor in Facebook and
Yandex), Rakesh Mathur (co-founder of Junglee and Webaroo), Alibaba backed-Paytm and
Snow Leopard Ventures. The company was planning to raise more funds soon.

The plunge
Jugnoo entered the market, in the segment of auto hailing services, at a time when it was
rife with competition in the taxi segment. This segment of the market was largely organized,
and it was witnessing the stiff competition between competing taxi aggregators, especially
in the large metropolitan cities in India. Within the segment of app-based auto hailing
services, however, the competition was limited to just a few players, who too had entered
the market only recently. Because of the, largely, unorganized nature of the auto rickshaw
services, there was an attractive market potential for organized, aggregated auto rickshaw
services, in the towns and cities across India.
Singla’s business strategy was to focus on growing in spaces where there was no
competition. He was often heard saying, “We are currently following the cockroach
approach[3]; thriving beyond survival, while also focusing on growing in spaces where
there is no competition.” Based on the founder’s business philosophy, Jugnoo launched its
services in November 2014, at Chandigarh, a midsized city in North India. Within the first
few months, the business found traction. As more people started using the Jugnoo app to
hire auto rickshaws, more drivers joined the company, as partners. The company soon
realized the business opportunity for its services in other tiers II and III cities and began
expanding there. Over time, the operations were expanded to a large number of cities and
towns in India.
The business was built on customization, a service that facilitated the hiring of auto
rickshaws as per the requirement of their customers. Jugnoo’s pricing strategy differed from
city to city. Each city’s price was decided after analyzing competitors’ fare, regional
transport office (RTO) fare and auto rickshaw union fare[4],[5]. The fare structure was
computed considering a base fare plus fare per kilometer and per minute of ride. While this
fare mechanism was followed in some cities, some other cities operated on meter-based
fare for a drop location, irrespective of the time taken. The company also followed a “surge
pricing,” for night rides and when the demand was much higher than the supply.
One could check the rates in different cities on the app. Transparency in business
operations, was one of the mantras being followed by Jugnoo. The model succeeded in
attracting auto rickshaw drivers as they realized that being on the platform of Jugnoo,
enhanced their earnings substantially. On average, the monthly earnings of drivers saw a
jump of nearly 50 per cent. Later, some more services were added to the portfolio of Jugnoo
that further added to the income of the drivers.
Jugnoo leveraged social media to reach out to its customer base. Their strategy was to
create content targeting the subset of youth, from the complete set of potential clients.
Jugnoo was projected as a fun, quirky brand and social media was used as the medium for
such projection. Most of the content on the software application was based on youth-centric

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 themes such as “eating out,” “humor” and Bollywood, that is, the Indian film industry. There
were also regular posts regarding new services launched, campaigns and events, etc.
Jugnoo leveraged multiple channels such as telephone and social media platforms of
Twitter, Facebook and Instagram, etc., to stay connected with its customers. They also set
up a complaint management system where a ticket was created for each customer
complaint. To control the costs, they also used a Chatbot – “Fugu chat” to address general
queries and support requests. The users would reach out to the team on chat support from
their app and the issues would be resolved immediately. For unresolved issues such as
excess billing, rude driver behavior, a ticket was raised and allocated to the customer care
executive for further resolution.
The business of Jugnoo grew rapidly and to manage the company operations effectively,
Singla quickly put together a team in each city. Young and energetic people were recruited
through a simple recruitment process. The young team, thus formed at Jugnoo, bubbled
with bright ideas. As the business was essentially based on software technology, most of
the team members came from a technical background.

Bumps along the way

One of the major initial roadblocks to the implementation of the idea was the level of
technology penetration at the level of the auto rickshaw drivers. Convincing auto rickshaw
drivers to use the tech-enabled platform, as a means to earn their livelihood, was a daunting
task. The drivers, till then, had been used to waiting at places such as auto rickshaw stands,
busy intersections, railway stations and bus stations and so on, for customers. They were
not very comfortable with the idea, that with the help of a software application, they could
get directions to an assured customer, somewhere in their vicinity. Additionally, most of the
drivers did not have smart-phones, an essential requirement of the business operations.
The few drivers, who had smart-phones, also often did not know the use of software
applications like Google maps, etc. This challenge was surmounted by mass contact
programs undertaken by Jugnoo to educate the auto rickshaw drivers about the potential
ease, convenience and other benefits of their app-based utility. On-boarding of drivers, as
partners, was a crucial part of Jugnoo’s strategy. Jugnoo did this by emphasizing on how
the service could potentially increase their monthly earnings. As they were not adept in
English, Jugnoo introduced a software platform that supported regional languages.
Jugnoo’s core team spent a significant amount of time and effort in training the drivers.
Leading from the front, Singla personally engaged with the drivers, putting in his best to sell
the idea and bring the drivers on board. His idea would have failed without the drivers being
convinced about the benefits. Singla recalled his interaction with Amit, the first driver, who
was approached to join the trials of the software-based service, in October 2014. Amit was
a man in his late twenties and was a college drop out. While exhibiting his keenness to join
the trials, he had also expressed his apprehensions saying “Sir, you know the background
of auto rickshaw drivers. Most are poorly educated and I wonder how this idea will be
accepted and adopted by them, but you may still try it out. I can invest a few days in your
trial program.” This made Singla realize that convincing the drivers was of utmost
importance.
As one of the key advantages offered to the customers was making payments digitally, it
was equally important to get the drivers to agree to accept digital payments. This too was a
challenge, as most of the drivers were only used to receiving payments in cash.
Additionally, digital payments dictated the need for the drivers to have a bank account, and
a large number of drivers did not have one. Most drivers also did not have a permanent
account number (PAN)[6], a mandatory requirement in India, for opening a bank account.
The number of such drivers, who were out of the “formal economy,” was large. Jugnoo team
not only encouraged the drivers to open bank accounts but also helped them in obtaining

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the PAN and AADHAR cards, the citizen’s unique identity program of India[7]. The
company had added over 80,000 partners (drivers) by the end of 2018 (Exhibit 1).
While the exercise of attracting and training the drivers, as business partners, was a
challenge of sorts, the maintenance and constant up-gradation of the mobile-based
application, was another aspect that needed close attention. Mobile-based software
application being the central piece of their operations, Jugnoo could ill afford any glitches.
On the New Year’s Eve of 2016, the technical team had to work the whole night as a glitch at
the payment gateway, at the service provider’s end, had resulted in the malfunctioning of
Jugnoo’s software application. As put by one of Singla’s team members, “The entire
technical team spent the whole of that New Year’s Eve trying to fix the issue. It appeared as
though the proverbial Murphy’s law was at play against Jugnoo that night”.
During the growth phase, Singla had realized that it was important for him to have the right
team in place, to drive the business into the success he had dreamt of. He was very clear in
his mind that without the right people, his entire plan would fail to reach fruition. While
getting the right talent, formed a key part of Jugnoo’s strategy, the initial rapid growth in
operations had forced Singla to put together a team quickly. Over time, it was observed that
some members of the team were not the right fit for the job that they had been selected for.
After seeing the results of the initial hurried recruitment strategy, Jugnoo adopted a more
cautious approach, focusing on hiring the right-fit, even if it took longer or cost more money.
This, combined with appropriate training, paid dividends to Jugnoo.
Singla was quite clear in his mind that if one wanted to create a big impact, a team of
professionals that complemented each other’s competencies as needed. Also, he would
often say that “Selling your vision to your team, is the first step to creating a successful
company. The second step is to be very transparent with your team. If you have the right
vision and you are transparent with your team, people will trust you and you can make a
difference, beyond just your capabilities”.

The expansion stage

Jugnoo was the only hire-transport aggregator startup in India to focus exclusively on auto
rickshaw space. It became operational in more than 35 cities, with over 80,000 empaneled
autos. Having been successful in tiers II and III cities, Jugnoo shifted its focus toward the
metro cities. Starting with barely around 100 transactions daily[8], in the initial days, the per-
day transactions of Jugnoo had risen to over 30,000 by 2016.
In its efforts toward organic growth, in mid-2016, Jugnoo launched a vigorous six-month-
long contact program to connect with auto rickshaw drivers. An aggressive team of young
executives met auto drivers at various auto rickshaw stands, bus stops, railway stations and
tried to convince them to adopt the Jugnoo platform. Post the campaign, the growth in
terms of auto rickshaw drivers joining Jugnoo, was only marginal (Exhibit 2). Realizing that
the outcome of the program was not commensurate with the efforts put into running it,
Singla decided to wind it up. He had realized that an auto rickshaw driver would take the
decision to join Jugnoo, more on the basis of the feedback from the current drivers with the
company, rather than as the outcome of a contact program. Singla had also realized that
incentivizing drivers in various ways may help in attracting them. The drivers were offered
attractive incentives on achieving their daily ride targets. They were also encouraged and
rewarded for successful referrals that are recommending other drivers to join Jugnoo. The
company also had a driver delight program in which it rewarded the top performers of the
month. In addition, the company organized health check-ups for its drivers, from time-to-
time. This had the desired effect and over a short period of time, a large number of drivers
joined Jugnoo.
Keeping pace with competition and adapting the business strategy accordingly, was
becoming a ritual for Singla. He needed to take a call whether to bank completely on

VOL. 10 NO. 1 2020 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 5

 Jugnoo, a promising venture or spread his risks. Subsequently, even as Jugnoo devised
and adopted strategies to address direct competition, it also adopted diversification as a
strategy of growth. In the year 2015, Jugnoo introduced complementary services called
“Meals” and “Fatafat,” as an experiment.
Singla saw an opportunity in using the idle time of the auto rickshaws, that is, the time
between two rides. He realized that the actual ride time kept the drivers and the machines
occupied for not more than 40 per cent of the time, while they were connected to the
Jugnoo software platform. Singla wondered if there was a way in which the auto rickshaws
could be used during their idle time, creating value for both, the drivers and the company.
This idea was deliberated upon with the Jugnoo team, and it was decided that they could
try out using the auto rickshaws for delivery services, during their idle time. Thus, the idea of
“Meals” was born.
Meal delivery service by Jugnoo enabled customers to order “home cooked food” with
quick delivery at their doorsteps. The service was specially targeted toward the young
working professionals, staying away from their homes. This service gained popularity in a
short span of time and saw rapid growth. Jugnoo’s “Meals,” however, was in direct
competition with a large number of local providers of similar services, who mostly operated
out of their own homes and were more familiar with the hyper-local requirements.
“Fatafat” was another service that was conceptualized and put in place to use the auto
rickshaws in their idle time. This was an “on-demand” delivery service, which catered to all
kinds of delivery needs of a customer, be it groceries, fresh fruits or medicines, etc.
“Fatafat” was built as a chat-based interface, allowing customers to send their requests,
providing the details of their pick and drop requirements. The request was then completed
with the help of Jugnoo drivers. It worked toward fulfilling tasks seamlessly and efficiently. It
also matched the user’s demand with the nearest supply, in the most optimized manner,
while delivering the product. These services were soon made operational in Chandigarh,
the city that Jugnoo started its operations from.
While the above services had initially seemed to have good business potential, they
eventually could not sustain the stiff competition from other local operators. These local
players had much lower overhead costs, making them formidable competitors in terms of
pricing. Eventually, both the services had to be closed down within one year of their launch.
Jugnoo had also adopted an aggressive inorganic growth strategy. Within the first year of
its operations, it had acquired “Sabkuch,” a grocery delivery logistics firm and “Yelo,” a
platform that provided online access to businesses. In 2016, Jugnoo also acquired
“BookMyCab,” a taxi aggregation company that already had its operations in major metro
cities of India and had a license to operate in Delhi, the capital of India.
Jugnoo’s operations stabilized quickly in its first year. The company had achieved a robust
growth over the first two years and had reached nearly 50,000 daily transactions across
various verticals, by December 2017. By the end of the Financial Year 2017-2018[9],
Jugnoo had over 4.3 million registered users and the year-on-year growth was robust,
having achieved a compound annual growth rate of over 55 per cent (Exhibit 3).
Jugnoo, with its business strategy and able management, had created a market space for
itself and had become a familiar brand in a short span of time. The company had gained
visibility and had started to enjoy the patronage of dedicated customers. The company and
its founder were recognized for this achievement, through various awards conferred upon
them (Exhibit 4).

Competition from various quarters

As Jugnoo expanded its footprint across cities, it faced competition from the taxi
aggregators. Around the time when Jugnoo had commenced its business from Chandigarh,

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the taxi aggregation market in India was being ruled by two major players, Ola and Uber.
These companies were the dominant players in the market, in the taxi aggregation segment
and they were stepping into auto rickshaw segment too.
Ola, the largest taxi aggregator in India, commenced its auto rickshaw operations in Delhi,
in September 2014. The company soon introduced the service in other metro cities too. By
the end of 2017, auto rickshaw aggregation business contributed to nearly 15 per cent of
Ola’s total revenue (Shashwati Shankar, 2019). Uber, the other major taxi aggregator in the
business, too had started auto rickshaw aggregation services by April 2015. It had planned
to first take on board the auto rickshaws and then convince the drivers to upgrade to taxi,
thus, creating a supply of cabs (Shashwati Shankar, 2019). However, as this plan did not
succeed, Uber exited this segment, just eight months into its operations. Uber reentered the
auto rickshaw segment in the year 2018, with a very aggressive business strategy.
Well before introducing auto rickshaw services, Ola and Uber had been offering cab rides
at very competitive rates and were very popular with the young and the working class in the
metro cities. These operators were spreading their operations in tiers II and III cities too,
very aggressively. It was tiers II and III cities that Singla had assumed to be his market for
growth. The steadily increasing competition, even in these markets, had him surprised and
worried.

Brainstorming to beat competition

Singla would often wonder as to how to deal with the competition. This issue was taken up
with the team members in multiple brainstorming sessions. He would define the problem as,
the increasing competition from established cab aggregator companies eating into their
share of auto rickshaw market. Singla would seek proposals and suggestions on how to
address this growing market competition, as also to capture more market share. During
these sessions, the marketing team at Jugnoo would come up with their ideas and
suggestions on the various business strategies that could be adopted. Some would
suggest scaling up the operations through the infusion of more capital, while others talked
of diversifying into other services to hedge risks associated with individual business lines.
Vinay, Marketing Executive, would often say, “We must add cabs to our portfolio of
services.” His ideas always found support from other team members.
In such discussions, the technical team would suggest value-added services like installing
devices in the auto rickshaws that could play audio-video content such as popular music,
films and so on. Singla weighed the feasibility of these ideas and tried to analyze them on
the cost-benefit parameter. Singla kept encouraging his team members to think outside the
box and come up with new ideas that may give them an advantage over their competitors.

The way forward dilemma

In October 2018, Singla called his team members for a review of the business. The meeting
was attended by the top management, as well as the complete marketing team. The
agenda was to take stock of the current health of the company and discuss the way
forward. During the presentation, the growth figures spoke for themselves. While the
company’s revenue had grown at a healthy rate over the past three years and the
company’s operating expenses too had stabilized because of optimization in operations,
the break-even had still not been achieved. However, the trend indicated that the company
may break even in the near future. While the operations had spread to tier II cities across
India, the growth in terms of the addition of auto rickshaws had started to taper, leading to
the slowdown in growth. The competition was getting stiffer by the day, with other players
often resorting to predatory pricing. As regards the other businesses of “Meals” and
“Fatafat,” they had already been closed down because of the stiff competition from the local
players.

VOL. 10 NO. 1 2020 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 7

 Jugnoo’s “think-tank” suggested various courses of action. As a result of the brainstorming
sessions, several attractive ideas emerged. One of the suggestions revolved around
launching new and aggressive marketing campaigns. Another suggestion was to take on
the competition through an aggressive pricing strategy. While these ideas seemed potent,
they also put the management in a quandary, as the implementation of these ideas would
have eaten into the company’s already thin margins. Another suggestion was on building
other related businesses, through more investments, to hedge the risks. Being aware of
Singla’s predicament, some of his close friends had even suggested that it may be a good
Keywords:
idea for him to exit the business, while it still commanded a fair premium. Singla, however,
Competitive strategy,
Diversification, was clear in his mind that he must continue with the business and guide it to grow. While
Entrepreneurial skills, pondering on his options to address the current market, Singla also wondered if there was a
Strategy related business opportunity in a new market.

Notes
1. An auto-rickshaw is a small three wheeled motorized vehicle that is used as a taxi for commuting
over short distances, in the cities and towns in India, as well as in many other countries in South
Asia and South-East Asia. An auto-rickshaw is commonly referred to as an “Auto,” in India.
2. DDGS is a by-product when a cereal is distilled for bio-energy or for producing ethanol. It is
increasingly being used as a “feed” for livestock.
3. Cockroach approach: a terminology used by the founder, during personal interview.
4. RTO is the regional transport office, a government department in India that lays down, regulates
and revises the fare for taxis and auto rickshaws, from time to time.
5. Auto rickshaw union is an association of auto rickshaw drivers of a city that influences the RTO
rates.
6. PAN or permanent account number, is a unique 10-digit alphanumeric identity allotted to each
taxpayer by the Income Tax Department under the supervision of the Central Board of Direct Taxes.
It also serves as an identity proof. PAN is mandatory for financial transactions such as receiving
taxable salary or professional fees.
7. AADHAR is a 12-digit unique identification number issued by the Indian government to every
individual resident of India.
8. A transaction relates to each instance of hiring of the auto rickshaw by a passenger.
9. Financial Year in India is from April 1 to March 31.

Reference
Shashwati Shankar (2019), “Uber is no match for auto-mated Ola here”, ET Rise of the Economic Times,
24 May, available at: https://economictimes.indiatimes.com/small-biz/startups/uber-is-no-match-for-
auto-mated-ola-here/articleshow/58817104.cms (accessed 19 April 2019).

PAGE 8 j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 10 NO. 1 2020

Exhibit 1

Figure E1 Auto rickshaw enrolment: growth

Exhibit 2

Table EI Auto rickshaw enrolment

Year Autos enrolled per year Total autos enrolled

2014 78 78
2015 8,363 8,441
2016 21,961 30,402
2017 24,016 54,418
2018 28,319 82,737
Source: Created by the authors with the information provided by the company, Jugnoo (2018)

VOL. 10 NO. 1 2020 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 9

 Exhibit 3

Figure E2 Jugnoo: revenue, expenditure and profit and loss

PAGE 10 j EMERALD EMERGING MARKETS CASE STUDIES j VOL. 10 NO. 1 2020

Exhibit 4. Select awards list: Jugnoo

Table EII
Year Award

2014 Young Entrepreneur of the year Award by Ludhiana Management Association Trident Award
2016 Application Programming Interface World Award in transportation, World Conference and Expo
2016 The Most Innovative Start-up at Small Enterprise Business Awards
2016 Start-up of the Year, at ASSOCHAM Start-up Summit and Tech Awards
2017 Smart Cities India Awards - Smart Urban Mobility Award
2017 Coolest Start-up Award at Business Today Awards
2017 Samar Singla awarded Achiever of the Year by BW Businessworld Disrupt
2017 Young entrepreneur Award- BW Businessworld Disrupt
2017 Samar Singla- Most Influential Young Indian by GQ
2017 Samar Singla - Leader of the Decade in Entrepreneurship Award by All Ladies League and Women Economic Forum
2017 Punjab Best Employer Brand Award
Source: Created by the authors with information provided by the Company, Jugnoo (2018)

Corresponding author
Sushmita Biswal Waraich can be contacted at: sushmita@waraich.net

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