CONTENTS

CHAPTER NAME PAGE

NO.
CHAPTER 1
1-10
INTRODUCTION

i. TAXI SERVICE IN INDIA 4

ii. OLA SERVICES 5
iii. OLA COMPANY PROFILE 7
iv. ABOUT THE FOUNDERS 8
v. OLA BUSINESS MODEL AND REVENUE MODEL 9
vi. OLA STARTUP CHALLENGES 10
vii. OLA GROWTH 10
CHAPTER 2
11-21
OVERVIEW OF LITERATURE

i. INTRODUCTION 11
ii. OVERVIEW 14
iii. CHART OF OLA V/S OTHER 15
iv. OPERATIONS RECEARCH ON TAXI AGGREGATOR INDUSTRY 16
v. LITRATURE REVIEW 17
vi. ANALYSIS 20
vii. OLA CABS 21
viii. UBER 21
CHAPTER 3

MARKETING STRATEGY OF OLA CAB 23-29

i. SEGMENTATION, TARGETING, POSITIONING IN

THE MARKETING STTATEGY OF OLA CAB
ii. STRATEGIC ACQUISITION 25
iii. PROMOTIONAL STRATEGY 27

OLA ELECTRIC 28

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 CHAPTER 4

RESEARCH METHODOLOGY

a. BRAND AWARENESS 30

ii. CUSTOMER SATISFACTION 31

iii. STATEMENT OF THE PROBLEM 31
iv. RESEARCH METHODOLOGY 32
v. OBJECTIVE OF THE STUDY 33
vi. HYPOTHESIS 33
vii. DATA ANALYSIS AND RESULTS 34
viii. CUSTOMER SATISFACTION 36
CHAPTER 5

CONCUSION

FINDINGS 38
REFERENCE 39
BIBLOPGRAPHY 40

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 Chapter-1

Introduction:

Managing and growing a successful startup is ripe with challenges from all sides –
from keeping employees and investors happy, to raising money and constantly improving
your bottom line Not every start-up is bound for success. In actuality, getting money from an
investor is no easy feat, but when you know what states are the most investor friendly, what
investors are looking for and how to build a powerful team around your organization -- then
you are much more likely to find start-up success. Ola Cabs, more popularly known as Ola, is
just like any other marketplaces online, but more specifically into providing Taxi services.
Ola, which started as an online cab aggregator in Mumbai, now resides in the Silicon Valley
of India a.k.a. Bangalore, and is also known to be one of the fastest growing businesses in
India, out-beating its competitors Uber & Meru. Coming back to the man behind Ola; simple
yet charming Bhavish, with the success of his prodigy has certainly become the talk of the
town. But even after becoming a millionaire, he still prefers to not buy a car and take a cab
(to set an example, we presume), certainly doesn’t goes down well with his wife. He believes
that, such is a small price that every entrepreneur has to pay.

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Taxi Services in India:

The middleclass population in India rose from 15 million in 1991 to160 million in 2011. This
segment with its increasing disposable income started demanding and has been willing to pay
for better services across sectors including private and public transportation. Rapid economic
growth coupled with huge infrastructure development rigorous effort from Ministry of
Tourism to project India as travel destination and emergence of Business Process
Outsourcing (BPO)industry has given a huge push to the car rental industry in India.
Till2003, the point-to-point taxi market in India’s big metropolitan cities was completely
unorganized. It was served either by unorganized, inconsistent and somewhat expensive
private operators or by state government controlled prepaid taxis offering a standardized but
low quality service. But in 2003 the Radio cabs business emerged as one of the fastest
growing businesses in the Indian transportation sector with Delhi-based Mega Corp setting
the wheels rolling under the Mega Cabs brand in cities such as Bangalore, Mumbai, Calcutta,
Chandigarh, Ludhiana and Amritsar. Today, 15,000 plus professionalized airconditioned
taxis are available to customers in 6 big cities in a largely reliable, convenient and affordable
manner.

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Ola – Services:

Ola has super simplified the process of cab booking. From easy payment options to
keeping the passenger entertained on the go with 'Ola Play', Ola takes care of all to ensure a
smooth ride. Ola now also offers self-drive cars. Besides, be it for self-drive or as cab, Ola
offers a wide range of cars to choose from depending on the number of travelers, budget
and convenience. For traveling within the city, apart from cabs, one can also hire shared
taxis, auto, bike and even e-rickshaws through Ola.

One can opt for ‘Ola Outstation’ to travel outside the city and ‘Ola rentals’ to rent a cab on
an hourly basis.

Ola has also launched ‘Ola Select’, a subscription-based membership program that offers
premium benefits on rides.

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 In 2016, Ola launched ‘Ola Corporate’. Through Ola Corporate while employees can
easily book their rides, the fare is deducted from a company’s Ola Corporate prepaid account.
Through Ola Corporate, any company can easily track the travel expenses of its employees
while also ensuring their safety Ola Pedal, Ola’s bicycle-sharing service is already a big hit
in IIT Kanpur and IIT Madras campus with over 500 cycles.

Ola also introduced Ola Money. The products offered under Ola Money are Ola
Money Credit card, Ola Money postpaid, Ola Money mobile wallet and Ola Money
Hospicash. Ola Hospicash is a collaboration between Ola and Religare Health Insurance and
allows the policyholders to claim Rs 5000 per day in case of hospitalization.

Ola operates with a lot of transparency. The Commission is given to drivers per sale made. It
is pocket-friendly as their charges are far much less than any other cab operators its
acquisition of Food Panda in December 2017, Ola also forayed into the cloud kitchen
segment.

Ola launched India's first multimodal electric vehicle project on 26th of May,
2017. The project brought together industry and government to pioneer electric vehicles for
public and shared mobility in Nagpur. Ola is providing 200+ electric vehicles for booking in
Nagpur through its app. Established as a separate entity, Ola Electric Mobility Pvt. Ltd also
reached unicorn status with $250 million investment form SoftBank in July 2019.

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Ola – Company Profile:

Founded in 2011, Ola is one of the largest ridesharing companies in the world. Ola relies
on advanced technology that acts as a bridge between taxi owners and customers. The
company utilizes a hyperlocal approach to its business, which has been instrumental in
providing affordable and 24/7 mobility to millions of customers.

Ola offers a wide range of options to customers, everything from cabs, taxis, shared cabs,
auto, e-rickshaws, and luxury cars. Ola rides come with advanced security features, which
ensure the safety of passengers. In-cab entertainment options, cashless rides and Ola credit
have made this cab aggregator a popular choice for customers.

History:

The idea for Ola came to co-founder Bhavish Aggarwal when he had a harrowing
experience with car rental services. Bhavish had started his tours and holidays business and
on a business trip, he had rented a car to travel from Bengaluru to Bandipur. Once the car had
reached somewhere around midway, the driver started demanding more money for the trip.
When Bhavish did not agree, the driver left him route to his destination.

This is when Bhavish realized how bad the situation was for people who wanted to use car
rental services in India. He also realized the huge potential that was there in the car rental
business. This inspired him to change his tours and holidays business into a cab booking
service. In 2010, Ankit Bhati joined Bhavish in the initiative and they launched Ola Cabs in
2011. Ola currently operates in more than 110 cities and has driver-partners in excess of 10
lakh. Its fleet has more than 9 lakh vehicles that serve millions of customers every day.

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About the Founders:

Bhavish graduated from IIT Bombay with a B. Tech in Computer Science in the year 2008.
Bhavish Aggarwal has worked for Microsoft research, Bangalore for two years right after
college. There, he passed two years with filing 2 patents and 3 research publishing in
international journals. While trying to chase his dream of entrepreneurship, he started an online
company to sell short duration tours and holidays online before changing that into Ola Cabs.
Bhavish Aggarwal is now the CEO of Ola. As of 2022, Bhavish's personal net worth is
estimated around $500 Million.

Ankit Bhatia is the cofounder of Ola and heads the technical aspects of Ola Cabs,
ensuring a quick, convenient and instinctive experience for the customers and partners. He
joined IIT Bombay in 2004 for B tech in Mechanical Engg and MTech in CAD and
Automation. By 2009 he had already worked on several freelance projects and startups like
Wilcom, QED42 etc. and finally decided to give up his nomadic professional life for a start-
up of his own. He joined the Ola cabs journey in November 2010.

After the idea, the design and vision were done by Usha Loutongbam, product manager and
Bhavish himself. As for the developers who converted these ideas into reality: The first
version for Android was built by Ajinkya Potdar and for iOS by Khushal Bokadey. Both of
them joined the company for two months of internship and did an excellent job rolling out the
release in real quick time. After that the iOS app was taken over by Atul Manwar and android
by Ankit Kumar and backend APIs by Neeti Birla. The main focus of the new releases is to
make the app feature rich while constantly improving the user experience and yet not losing
the essence of one touch cab booking.

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Ola - Business Model and Revenue Model:

Ola's business model works on a simple concept. OLA acts as a facilitator in

providing cab-booking services. Customers can book their cabs through the app. OLA
does not own any of the cabs. Only those drivers with valid permits duly authorized and
verified by transport authorities can sign up with OLA and they could be either self-
employed or work for an operator who owns multiple cars. Just like how we use the OLA
App, the drivers get access to a driver mobile app on their Smartphone once they register
with OLA. This is done only after a thorough check of authenticity and conducting due
diligence of commercial papers and personal papers of driver and operator. The drivers
have flexibility to decide their own time to login to OLA Application and accept requests
for rides from customers. They may choose to remain logged out of the system as per
their convenience. Ola takes a commission of an average 15% on all the booking done
through the app.

Ola consider the following factors to create the

final bill for the user:
1: Base Fare- Charged Flat

2: Distance Fare- Charged Kilometer Wise (different for different cities)

3: Ride Time Fare- Charged time taken to travel

4: Peak Pricing- Direct Ratio depending on demand for cab

5: Service Tax- 5.6 %

6: Swachh Bharat Tax- 0.2%

7: Toll Charges- Toll Collection in case you cross Toll Junction on roads

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Ola - Startup Challenges:

Initially, the founders had to face many challenges. They worked long hours and
sometimes Ankit had to code for 48 hours straight. Sometimes they have had to drive the
customer to their desired locations because the drivers had not shown up. But this does not
dampen their spirits. They worked day and night and people started liking their services.
They started getting famous quickly for the services they provided at such a low rate. The
twist in their story happened when angel investors Rohit Bansal and Kunal Bahl invested Rs
2 crore in their business. This gave them an initial push and since then there was no looking
back for the company.

As much as Ola wanted to meet the needs of the customers by scaling up to different cities,
each city faced its own infrastructural challenge. The app required the use of the 2G network.
The team had to design an app that could accommodate network connectivity in smaller
towns.

Ola – Growth:

In 2010, the Ola founders identified a serious gap in Mumbai. Cabs used to be idle. Cab
operators charged very high irrespective of the distance to compensate for the time they
stayed idle. Poor services and delays were treated as an obvious thing. In 2011, they could
make 10 bookings in a day. In October 2015, they booked 700,000 daily rides. They thought
of piloting tracking devices in each cab but let go of the idea in January 2012. In April 2012,
Ola expanded its operation in Bangalore and Delhi. Ola has covered an interesting journey
from being nothing to being a company that provides a livelihood to thousands of people.
Today,Ola has become a part of people’s everyday life in many cities.
Talking about figures, in FY 2019, Ola Cab's operational revenue increased to Rs 2543.63
crore from Rs 1847.53 crore in FY18. While the company's losses decreased from Rs

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2842.26 crore in FY18 to Rs 2592.92 Crore in FY19. Ola is also in talks with Microsoft
and is expecting to raise $150-200 million from the tech giant soon. As revealed by Ola
CEO Bhavish Aggarwal, the company is planning to launch

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 CHAPTER -2

OVERVIEW OF LITERATURE

Operation analytics: Uber and ola logistics optimization

Rashi Goel, Pushti Jain, Rajat Singhal, Riddhi Jhunjhunwala, Ritika Doshi

Student, SVKM's Narsee Monjee Institute of Management Studies, Mumbai, Maharashtra

ABSTRACT

Uber and Ola both are one of the most fastest growing firms in the taxi aggregator
industry. However, both run through very different operations and working logistics in
terms of driver and rides, route optimization, area connectivity, and availability. With this
paper, we aim to draw a comparison between daily working and logistics optimization of
both Uber and Ola, so as to understand the workings and the shortcomings of both the
firms on whole. For this purpose, we have used mathematical and analytical tools of
operations research.

Keywords— Uber, Ola, Logistics optimalization, Route optimization, Operations research

1. INTRODUCTION

Operational research (or) is an analytical method of troubleshooting and decision-making

which is useful in managing organizations. In operational research, problems are divided into
basic components and then resolved in the steps defined by mathematical analysis.

Uber Technologies Inc. A peer-to-peer ridesharing, taxi cab, food distribution, bicycle-
sharing, and transport network company (headquartered in San Francisco, California) with
operations in 785 metropolitan areas worldwide (operating in the form of recovery) TNC.

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Its platforms can be accessed through its websites and mobile apps. Uber has been prominent
in the shared economy, so as a result changes in industries are called Uberisation. Renters
have been quoted as saying that they will pay before the ride request.[8] Uber uses dynamic
pricing model; Prices vary by estimated time and distance, depending on the time of the day
and the time of the ride, depending on the supply and demand for the ride. [9] At the end of
the ride, the rider is paid on the pre-selected preference, which can be Google, file, Google
Pay, Apple Pay, cash, or credit card in India, Airtel Mobile Wallet [10] Or integrated
payment interface.

By March 2021, Uber's market share in the United States was 73% as per the
second measure, according to an analytics platform, based on credit card data. Uber
calculates its market share between 70% and 72% internally in the United States. In March
2018, there were 41.8 million users in the United States of America.

Ola Cabs (styled as OLA), is an Indian origin online transport network company
developed by ANI Technologies Private. Ltd. By April 2017, the value of the Ola was $3
billion.

[3] [4] Ola Cabs was founded on December 3, 2010, in Mumbai as an online cab aggregator,
and now it is located in Bangalore. By 2018, the company has expanded into 169 cities
network of more than 1,000,000 vehicles. In November 2014, Ola got a variety to include an
auto rickshaw on a trial basis in Bangalore. [5] After the testing phase, Ola Auto expanded
from December 2014 to other cities like Delhi, Cuttack, Pune, Chennai, Hyderabad, and
Kolkata. In December 2015, Ola expanded its auto services in Lucknow, Bikaner, Kota, West
Bengal, Mysore, Chandigarh. Indore, Ahmedabad, Jaipur, Guwahati, Vijayawada, and
Visakhapatnam. In January 2018, Ola expanded to Australia's first foreign market and
eventually planned to run a service in Sydney and Melbourne - arrived in Perth in late
February. [6] In September 2018, OLA also announced the expansion of its business by
starting operations in New Zealand.

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 The lowest reciprocal option is available for Rs. 8 per kg and Rs. 35 and the base
price of Ola Mini is for the rent of Rs. 12 / km and Rs. 49 (for rates in Pune city). Customer
experience

- Recover hands down the ways in which they treat their riders are far from light years
compared to hail. Drivers - then it gets recovered.
-
-

Benefits of recovery and rehabilitation in India:

1. The biggest advantage of Ola / Uber is that it is convenient. A few simple steps on your
mobile app and you are good to go.

2. Low price. Usually, the cab prices are equivalent to normal taxi prices which makes it the
first choice of the consumer.

3. Easy travel. When you are paying almost the same amount, why not travel in an air-
conditioned cab.

4. Option. Want to travel in style, book the SUV or Ola Lux? For those who are not aware of
Ola Lux, you can book BMW, Mercedes, Jaguar or any such luxury car for your trip. Book
alone, a book on a budget, lower pool or wet stock book. It is sure that the shots are cheap
after your black and yellow cab.

5. Revenue for Government. Everything is computerized. Billing, payment, etc. So you have
to pay service tax at any cost.

6. Employment Opportunities There are many people who are able to earn their side income
by just applying a driver to run their car. And the driver who had no fixed source of income

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2. OVERVIEW

Transportation industry in India has transformed over the years in terms of

infrastructure, and preferences of consumers. In particular road transportation, has witnessed
major changes and improvisations to ensure secure & hassle free commute from one place to
another. In fact, at present, it is one of the fastest developing urban infrastructures in India.
According to a report published by IBEF, ‘India has the 2nd largest road network in the
world that spans a total of 4.87 million kilometers and Indian roads facilitate the transport of
over 60 percent of all goods and 85 percent of total passenger traffic’. The IBEF report
further states that the Indian government has developed a seven-phase program called the
‘National Highway Development Project (NHDP)’ assigned with the National Highways
Authority of India (NHAI), for development of National Highways across the country The
road transportation segment in India is now being disrupted by several on-demand cab
aggregators and commuting services that provide quick, easy, and affordable transport
options to customers based on their individual requirements.

The organized taxi sector in India grew exponentially as it was funded by the big
investors. According to a survey by TechSi Research Indian taxi market values at around
$6.4 billion, and is forecasted to grow at a CAGR of 13.7% during 2017-2022 reaching
$14.3 billion.

This increase in demand of taxis can be attributed to a lot many factors such as
increasing disposable income of consumers, changing the lifestyle of travelers, the growth of
urban population, high traffic on other public transportations, mostly in Tier-I and Tier-II cities,
et cetera. The supply of taxis wasn’t able to meet the high demand, hence shortage implying
towards the need for a breakthrough in this market and the opportunities left unutilized. All these
factors lead to the transformation of this market and allowing taxi aggregators such as OLA and
UBER.

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 The taxi market in India was highly fragmented and unorganized, which comprised
of individual car owners and small-scale agencies operating in different cities around the
country. The organized Indian Taxi market can be classified into three major segments:

Owners- EasyCabs, MERU

Affliators- Savaari, taxiGuide.in

Aggregators- OLA, UBER

OLA V/S OTHERS

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 Ola and Uber had a customer acquiring spree in India since the past few years because
of many reasons such as inadequate public transport system of the country, the ambiguous
law of our country and low car ownership.

3. OPERATIONS RESEARCH

Operations research, developed by British military forces during the Second World War is a
unique approach to quantitative analysis and decision science. It follows a set of structured
procedure which starts with the formulation of a problem then making assumptions, then the
collection of data takes place followed by the optimal solution to the problem and then its
interpretation and implementation. OR has been widely applied in today's world as with the
limited sources available the need of the most optimal solution has increased. The tools and
scientific approach of OR can be applied in various industries such as manufacturing
transportation, telecommunication, financial markets, et cetera.

Now a lot many approaches of OR has been formulated and defined so as to define
the best course of action for various industries, some of the approaches are:

Objective-oriented approach

Scientific approach

Decision-making

Computerized

Inter-disciplinary approach

OR in taxi aggregator industry

Operations of Ola and Uber majorly is to allocate and dispatch their respective fleets
in a way to the incoming request from customers that allows them to make maximum profit.

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Operations research is the most useful approach to curb this problem as it calculates the most
optimal way to allocate the limited sources, hence the methodology and approach of
operations research are widely applied in this taxi industry. In today’s on-demand economy
where there’s logistics of people, food, courier packages et cetera taking place, the allocation
has to be done in the most optimal way. The status quo has been abysmal in this industry.

Ola and Uber with their route optimization are reigning in the taxi industry,
developments are done in operations research since the Second World War has allowed these
service providers to operate the entire fleet as one centralized system. The system gathers the
data and delivers the route with multiple pickups and drop-offs intertwined. OR is widely
applied in the taxi market of India as it efficiently curbs the problems of this industry in our
country.

4. LITERATURE REVIEW

Route optimization is finding the shortest total riding time, given a fleet of cars and a
number of orders with their constraints. This is likewise referred to as the Vehicle Routing
Problem. Each picture in time may be considered a routing trouble that we solve for, the
results of which become the updated commands for the fleet. It considers all of the statistics
and can provide you with routes for drivers that consist of more than one pickups and drop-
offs intertwined. More importantly, it allows the entire fleet to perform as one centralized
system. It considers each passenger with its precise pickup and drop-off places individually.
Because the routing problem is known to emerge as exponentially more hard with size, the
extra passengers, the extra automobiles, the extra complicated actual-world scenario is, the
clearer it becomes that simple heuristics aren't good enough. (Kuo, 2016)

Scheduling is an allocation of resources to jobs over years to carry out a group of

activities. In a very competitive environment, effective scheduling has grown to become crucial
for survival

within the marketplace vicinity. Scheduling leads to use of resources in an efficient way. The
productivity of human sources is another performance metric. Comparison of real versus planned

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time to determine the providers’ manufacturing performance, ability ranges, and service delivery
cost. The way orders are generated and scheduled determines the performance of downstream
activities and carrier capacity. Order processing has an important effect on the patron’s notion of
service and purchaser pleasure. Improvement in order processing has a great effect on sales.

Services have sure problems like trouble in reaching standardization and designing
carrier and shipping approaches. Service is a process. A system cannot be controlled if its
performance cannot be measured. Any performance degree has to maximize effectiveness
and efficiency. (G. Venkatesh, 2015)

The company produces what many reasonable observers could outline as a controlled labor force.
Drivers have the liberty to log in or sign off of work at will, however, when they’re on the line,
they are closely monitored. The platform redistributes management functions to semi-automated
and algorithmic structures, in addition to consumers. Algorithmic management, but, can
create ambiguity around what's anticipated of people — and who's sincerely in rate. Uber has
full strength to unilaterally set and alternate the fares that passengers pay, the prices that
drivers are paid, and the commission Uber takes. Drivers are alerted to surging zones through
map visualization, which indicates where in the call for and fares will temporarily see an
upward thrust, by means of a value that would range from 1.5x-9.5x. (Rosenblat, 2016)

It is found from the study that each one the three factors chosen for the study, i.e.,
price consciousness, coupon redemption behavior, and innovativeness are influencing the
customers in their selection of cab offerings. Price consciousness and coupon redemption
behavior are found to be related and their relation is noted to be significant. There is stringent
competition inside the cab offerings industry and so, the organization wants to attract
customers through coupons. The modern consumers are innovative as well as price sensitive,
thus, coupon redemption enables for patron retention. (Dr. P. Kishore Kumar, 2016)

Ola has a visible first-rate growth inside the taxi marketplace quarter. There is clearly
no looking back for Ola. Revenues of Ola has accelerated almost 10 folds during the last four
years. Today, its one of the biggest cab service provider. Ola has successfully executed public
help and has created a buzz about its logo inside the marketplace. Furthermore, if a few

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greater technological development is finished at Ola then the purchaser base may be
increased by presenting better experience to the consumer. Ola now has shifted its
recognition on target markets and is targeted on providing a preferred carrier to the people
inside the target market. The economic segregation depending upon the income group and
requirement of the human beings is nicely appreciated. On one hand Ola promotes its brand
by using conventional methods and on the other hand, it additionally makes use of the
modern-day techniques of advertising. At the same time, it does not neglect its social safety,
creating social recognition and selling acts of humanity. The key element in making Ola a hit
emblem is the efficient and quick accessibility. So OLA has been and maybe a brilliant
generation platform for transportation and offering flexible alternatives of reserving and
charge to clients and flexible timings and centers to drivers. (Dr. Ashok Kumar Panigrahi,
2018)

India’s foremost attractiveness lies in its marketplace length and accelerated shopping
strength resulting in uplifting lifestyles. On the other hand, Indian clients are clever, very
demanding and rather price-sensitive without a brand loyalty; handling such marketplace isn't
an easy assignment. Companies have to continuously be on their feet and keep designing new
programsto allure the clients. OLA and UBER must optimize their charges at all ranges; be greater
customer-centric & goal oriented; modern; immune to changes of the government regulation and
particularly impress their clients as the client is the king’. (Dr. Ruchi Shukla1, 2017)

Purpose– The purpose of this paper is to explore the business dynamics of a rising
ride-hailing service industry through case study and foster understanding of hypothetical
feedback effects within the broader system. Design/methodology/approach – The research
adopts the dynamic performance management framework with a simulation-based
methodology for developing a dynamic case interpretation of the specific type of business
complexity.

Findings– Scenario analysis shows that changes in the commission percentage for drivers,
and cutting prices for customers (car hailers) by competitors have significant impacts on the
car-hailing industry. (Davood Qorbani, 2017) With the detailed review and know-how of the
prevailing Cab aggregation enterprise, contemporary state of affairs and troubles, listed
below are few of the recommendations that may be considered for implementation:

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1. To facilitate the customers who are not but used to the technology the usage of clever
phones and cell net, if they may be provided an alternative, that segment of the clients are not
lost.

2. Bringing in most drivers into the community giving them the right schooling on how to behave

with the customer’s right from receiving them at the same time as they board will assist in
building the brand loyalty.

3. With the introduction of the Surge pricing, the affordability component is lost. Companies
have to study methods like increasing the no. of kilometres served in a day to increase their
sales as opposed to trekking the prices all at once.

4. Introduce the idea of journey miles for dependable customers; these will attract the clients
to stay at the community for the long term. (Mr. Sai Kalyan Kumar Sarvepalli, 2016)

5. ANALYSIS

5.1 Secondary data analysis

For this article, the research is based on the previous data provided.

The data is collected presents the data on the integral logistics working of Uber and Ola.

It is based on the data collected from various sources including newspaper articles, online
journals, articles, and research papers.

5.2 Factor and Derived Analysis

In the taxi aggregator industry, the major logistics are concerned with the recruitment of
people, assignment of jobs and rides to the driver, area connectivity, and the time is taken to
reach the destination and route chosen.

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Page | 22
OLA CABS

Recently Ola signed an agreement with the Haryana Government in which they
would be providing jobs to over 35,000 people. The agreement is to ensure professional
growth and skill training of individuals. In assignment o jobs Ola is not very well optimized
as according to the data collected and upon survey, it was found out that Ola cab is not as
readily and conveniently available. This is mainly because Ola provides a wide coverage area
however the availability is not compatible with demand. The rides are decided upon the
driver's discretion and the drivers are paid a part of the earnings as a commission, however,
many times the rides are overlapped due system issues. The area expanse covered b Ola is a
lot more than Uber as it is present in 110 cities however the assignment of jobs is not very
optimal, also he advertisement reach of Ola is much less as compared to Uber. Ola has also
several times been rated badly as the drivers take too long to reach the destinations and
sometimes take a longer route than necessary.

UBER

Uber India, is not as established as compared to other countries, however it is still

of the fastest growing taxi and cab service company of India. For assignment of jobs Uber
only targets the closest available driver, however, it is upon driver’s discretion whether to
accept the ride or not. The drivers are individually paid for the trip on which they earn a
commission and can complete as many as trips they like. However, systems operation of
Uber in India is still quite weak as many times the driver app crashes. Also, Uber is far less
connected in India as it is only present in 29 major cities of the country, thus decreasing its
market reach drastically. Were Ola has a market share of approx. 65% Uber only serves the
remaining 35% due to its lack of connectivity in many areas. Uber is known for its quick
responses and highly skilled drivers who are well versed with the cities. Also known for is
quick processing of feedback and expected responses.

Surge price optimization also is a crucial factor that affects the demand and cost of the taxi
aggregator industry

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Page | 24
 As we can see in many cities surge pricing optimization is close, but mostly Uber
has a higher rate of surge pricing due to limited cars available. However, in Mumbai Ola
has a higher surge pricing rate than Uber, this is because of the lesser area coverage.

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 CHAPTER-3

Marketing Strategy of Ola Cab

The founder of the Cab aggregator which builds up online Marketplace for Taxi,
Bhavish Aggarwal started its entrepreneurial venture in the year 2010 when he experienced
the deep routed problem in India quality Cab service and professionalism of the Cab drivers.

The brand has received series of funding from angel investors and companies like
Softbank, Tekne Capital, Vanguard, Baillie Gifford and Yes Bank. Spurt with the growth in
the demand, in 2017 the company has received $ 18 billion.

Segmentation, targeting, positioning in the Marketing

strategy of Ola Cab –

Ola cabs have been using segmentation parameters such as geographically dividing the
market it serves into urban & metro in order to devise promotional and business strategy
based on demand in these markets.

Also, it segments customers on the basis of customer income profile such as Ola Luxury,
Prime, Ola share, autos.

As the company serves different customer segments i.e. long route outstation
customers, customers within 8Kms, Shuttle service and shared services, therefore it

uses differentiation targeting strategy. Ola Cabs has positioned itself as a company
making mobility easy, convenient, affordable and safe 24*7.

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Marketing mix – Here is the Marketing mix of Ola Cabs.
SWOT analysis – Here is the SWOT analysis of Ola Cabs.
Mission- “Building Mobility for a Billion Indians”
Vision- “Not Available”
Tagline-“Chalo Niklo”
Competitive advantage in the Marketing strategy of Ola Cab –

1. Strategic Acquisitions:

In order to strengthen its business, the company has been acquiring different companies
such as TaxiForSure.com for $ 200 mn in 2015, to strengthen its shuttle service it acquired
Geotag, an intelligent transportation firm in the year 2015, further to introduce Ola money it
acquired Qarth in the year 2016 and recently it acquired Foodpanda to compete in the meta
market.

2. Promotional Strategy:

Innovatively thought concept ideas and ads of the company such as Chalo Niklo, ?6/ per Km,
Ola Share pass, Ola outstation, shuttle and Ola peddle has helped the company in being
ahead of its peers.

BCG Matrix in the Marketing strategy of Ola Cab –

The Ola Cab operates in business segments such as Cab services for passengers, for
corporate customers through Ola Shuttle i.e. daily office goers through fixed routes and Ola
outstation.

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Since Ola had widely penetrated through its Ola passenger segment even in the Tier-3 cities
in India as compared to the peers companies and hold around majority of market share
(around 40%), therefore it is Stars in the BCG matrix, and other two segments are in
evolving stage and is question mark in the BCG matrix.

Distribution strategy in the Marketing strategy of Ola Cab –

Operating in 180+ cities in India Ola Cabs serves more than 8,00,000 customers every
day by empowering and collaborating with around 10,00,000 drivers in its platform.

Ola Cabs works with a Platform wherein a customer can easily book a Cab and drivers
can easily get passengers by paying commission to the company. In the process Ola Cabs
does not need to own any car, any driver with duly authorized and verified by transport
authorities can work with Ola.

Ola has a dedicated team of 6000 employees who work dedicatedly to provide best in
technology services to its stakeholders.

Brand equity in the Marketing strategy of Ola Cab –

The Company has been promoting itself with new age popular production houses and
short films such as TVF’s Permanent Roommates, All India Bakchod (AIB), Rear View.

The brand has won various awards and accolades over the years such as in 2013 mBillionth
Award South Asia, by IAMAI Best start-up of the year award, listed 30 in under 30 list of
Forbes. The brand has been valued at $ 5 billion as on March 2017.

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Competitive analysis in the Marketing strategy of Ola Cab –

Competing in the market where the unorganized and several modes of transport
already exists, has become easy for the company over the years since it started its
operations. Wide presence as compared to Uber which is present in only 55 cities and also
Ola pays the drivers based on the number of trips as well as gross payment while Uber pays
drivers based Daily collection by the drivers. These are some of the competitive strength
that the brand has created for being ahead of peers.

Ola Cabs competes with operators in the markets such as domestic unorganized Taxi
market, Uber, Meru Cabs etc.

Market analysis in the Marketing strategy of Ola Cab –

As per the reports of research firm ICRA, the domestic Cabs segment has high growth
& strong potential (currently growing at 9%) supported by increased income level,
purchasing power parity and low car penetration in passenger vehicle segment. The fleet
sales of which cab aggregators such as Ola, Uber etc. are part will achieve the growth rate of
15-17 % by 2020.

For strengthening the brand offerings the companies are creating competitive
deliverables such as Ola Cafe by Ola which failed to make its marks in 2016, later on, to
which Ola acquired Foodpanda, UberEats by Uber.

Customer analysis in the Marketing strategy of Ola Cab –

The passenger Cabs services market has 4 segments of customers, those who don’t
mind sharing the cabs, the one who prefer taking personal Cab wherever they go, office
goers and outstation / long journey commuters.

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 Most of the customers of the Bank across the segment are in the age group of 20-45
years, are young, office goers, and college student.

Related Posts:

• Marketing Strategy of HDFC Bank

• Marketing Strategy of Uber - Uber Marketing Strategy

• Marketing Strategy of Deutsche Bank - Deutsche Bank Marketing Strategy

• Marketing strategy of BMW - BMW marketing strategy

• Marketing Strategy of Johnson and Johnson

• Marketing Strategy of Microsoft - Microsoft strategy

• Marketing Strategy of Maruti Suzuki

• What is SWOT analysis? SWOT matrix, Examples, Template

Page | 30
OLA ELECTRIC :

History:
Ola Electric was established in 2017 as a wholly-owned subsidiary of ANI
Technologies, the parent entity of Ola Cabs. The company was started to reduce emission and
fuel dependency of Ola's cabs, and shift to mass electric mobility; a pilot program was
launched in Nagpur in May 2017 by setting up charging stations across the city and
procuring electric cabs, e-buses, and e-rickshaws from OEM partners. In April 2018, it
announced that it aims to have 1 million electric vehicles in its cab service by 2022.
Between December 2018 and January 2019, founder Bhavish Aggarwal bought a 92.5% stake
in Ola Electric from ANI Technologies at a valuation of ₹1 lakh (US$1,300), and Ola
Electric was spun-off as a separate entity. ANI Technologies continued to hold a 7.5% stake
in Ola Electric for allowing the use of "Ola" brand name.
In February 2019, Ola Electric raised US$56 million from Tiger Global and Matrix
India.] The company announced on 6 May 2019 that Ratan Tata had invested an undisclosed
amount in Ola Electric as part of its Series A round of funding.[9] It raised $250 million from
SoftBank during Series B round funding in July 2019, at a valuation of over $1 billion.

2022-Present:

Ola Electric acquired Amsterdam-based electric scooter manufacturer Etergo in May 2020

and announced that it would launch its own line of electric scooters in India by 2021.
In December 2020, the company announced its plan to set up an electric scooter
manufacturing plant (called the Futurefactory) in Tamil Nadu at a cost of ₹2,400
crore (US$310 million) after signing a memorandum with the Government of Tamil Nadu.
[12]
 It acquired a 500-acre land in Pochampalli, Krishnagiri District in January 2021; the
construction work for the factory began in late February.

Page | 31
Ola Electric received 500,000 bookings for scooters in the first month of availability.
Ola Electric started delivering its S1 and S1 Pro models in December 2021 with the deliveries
of 100 scooters in Bengaluru and Chennai, although some promised features were not
enabled in initial deliveries.
Ola Electric raised more than $200 million from Falcon Edge, SoftBank Group and others at
a valuation of $3 billion in September 2021. In December the same year, it raised $53 million
in an investment round led by Singaporean holding company, Temasek. In January 2022, Ola
Electric raised US$200 million from multiple investors at a valuation of US$5 billion.
In late March 2022, Ola made a strategic multi-million-dollar investment in Israel-based
battery technologies company StoreDot to incorporate and manufacture its XFC (extreme fast
charging) battery technologies for future vehicles in India.[20] In the wake of fire incident in
their product in Pune on 26th March, the company recalled a batch of 1441 scooters in April.
Claiming it as a pre-emptive measure the company said it will help them investigate further.
On 20 June 2022, Ola Electric teased its first electric car, under development and likely to be
launched in 2023. Company’s CEO Bhavish Aggarwal said that more details will be revealed
on August 15 this year.

Production :

The factory is spread in a 500 acre, fully-automated complex located in Pochampalli town in
the Krishnagiri district of Tamil Nadu. The company claimed it will be the largest two
wheeler factory in the world with an annual production capacity of 10 million units. The
factory, named the Ola Futurefactory, produced its first electric two-wheeler on 15 August
2021. By January 2022, it was manufacturing nearly a thousand electric scooters daily.

Page | 32
 CHAPTER 4

RESEARCH METHODOLOGY BRAND AWARENESS

The first dimension of Brand Knowledge is Brand Awareness. It is related to the

strength of the brand node or trace in memory, as reflected by consumers’ ability to identify
the brand under different conditions (Rossiter and Percy, 1987). Keller (1993) had stated that,
Brand awarenessofbrand recognition and brand recognition and brand recall performance.
Brand recogn ition relates to consumers’ ability to confirm prior exposure to the brand when
given the brand as a cue. The brand recognition requires the consumers to correctly
discriminate the brand as having seen or heard previously. Keller (1993) alsostated that brand
awareness affected consumer decision making by influencing the formation and strength of
Brand Associations in the brand image prior to Keller, Aaker (1991) had defined Brand
Awareness as the ability of a buyer to recognise or recall that brand as a member of a
certainproduct/service category.Measures of Brand Awareness such as recall and familiarity
developed by MacKay (1998) and Agarwal and Rao (1996) are widely used in marketing
research. Aaker (1991) had mentioned several levels of Brand Awareness, ranging from mere
recognition of the brand to dominance which refers to the condition where the brand involved
is the only brand recalled by the consumer. Prior to Aaker (1991) Rossiter and Percy (1987)
had defined Brand Awareness as the consumer’s ability to identify or recognise the brand.

Brand awareness is the extent to which a brand is recognized by potential customers,

and is correctly associated with a particular product or service. Expressed usually as a
percentage of the target market, brand awareness is the primary goal of advertising in the
early months or years of a product's introduction. Brand awareness is related to the functions
of brand identities in consumers’ memory and can be reflected by how well the consumers
can identify the brand under various conditions. Brand awareness includes brand recognition
and brandrecall performance. Brand recognition refers to the ability of the consumers to
correctly differentiate the brand they previously have been exposed to.

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CUSTOMER SATISFACTION:

Paul S. Goldner (2006), Grigoroudis, E and Siskos, Y (2009) defines, “a customer is

any organization or individual with which you have done business over the past twelve
months”. “Customermeansthe party to which the goods are to be supplied or service rendered
by the supplier”. “A customer is the person that assesses the quality of the offered products
and services” and on process oriented approach, “the customer is the person or group that
receives the work output”. Satisfaction has been broadlyde fined by Vavra, T.G. (1997) as a
satisfactory postpurchase experience with a product or service given an existing purchase
expectation. According to Westbrook and Reilly (1983) define satisfactionas, “The buyer’s
cognitive state of being adequately or inadequately rewarded for the sacrifices he has
undergone”, customer satisfaction is “an emotional response to the experiences provided by,
associated with particular products or services purchased. The definition offered by Hunt
(1977) put forward a definition as, “the summary psychological state resulting when the
emotion surrounding disconfirmed expectations is coupled with the consumers’ prior feelings
about the consumption experience”.

Customer satisfaction is a term often used in marketing concept. It is a measure of

how products and services supplied by a company meet or exceed customer expectation.
Customer satisfaction is defined as "the number of customers, or percentage of total
customers, whose reported experience with a firm, its products, or its services (ratings)
exceeds specified satisfaction goals. Businessfirms generally ask customers whether their
product orservice has met or exceeded expectations. Thus, expectations are a key factor
behind satisfaction. When customers have high expectations and the reality falls short, they
will be disappointed and will likely rate their experience as less than satisfying.

STATEMENT OF THE PROBLEM/RESEARCH GAP:

Earlier research and study are mainly concerned with brand awareness, customer
satisfaction and brand equity with reference to products and services in the area of consumer
durable goods sector both in urban and rural areas. Merely rare research has been done in
service sector about brand awareness and customer satisfaction with reference to personal
transportation .This research paper is an attempt to explore the brand awareness and customer
satisfaction towards Ola Cabs in Bengaluru (South and North region).Furthermore, this paper
provides some findings and inferences that can be considered by other personal transportation
cab service firms to create brand and brand loyalty.

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RESEARCH METHODOLOGY:

The present research paper is carried out in the city of Bengaluru, (North and south
region). They belonged to a mix of different communities and different income-cross sections
of north and so region. Convenient Data Sampling method is used for Data collection. The
study uses both primary data and secondary data. The primary data was collected by using a
well-structured questionnaire from276 respondents and are entered into the sub-tables by
using the simple percentage analysis.
Secondary data were collected from articles, journals, magazines, books, and
websites. The collected data were processed both manually and with the help of MS-Excel.
The tools like simple percentage analysis and Chi-Square Analysis were used. The study was
conducted for a period of 5 months from March to July 2015.

OBJECTIVE OF THE STUDY

The objective of this paper is to study the brand awareness and customer satisfaction towards
OLA cabs and OLA electric.

HYPOTHESIS:
1.HO- There is no awareness among people about OLA Cabs.

H1- There is awareness among people about OLA Cabs.

2.HO - Customers are not satisfied with OLA Cabs.

H1- Customers are satisfied with OLA Cabs.

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DATA ANALYSIS AND RESULTS :

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Page | 37
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0 cells (.0%) have expected frequencies less than 5.The minimum expected cell frequency is 138.

Inference:

The calculated value of Chi-Square at 5% significance level is 178.565 which are more than
the table value(3.84).Hence the alternative hypothesis is accepted.

Analysis:

It is clear from the above inference that there is awareness among people towards OLA cabs.

Customers are satisfied towards OLA Cabs.

0 cells (.0%) have expected frequencies less than 5.The minimum expected cell frequency is
55.2.

Inference:
The calculated value of Chi-Square at 5% significance level is 182.731 which are
morethan the table value(9.49).Hence the alternative hypothesis is accepted.

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Analysis:
It is clear from the above inference that customer are satisfied with OLA cabs.

CHAPTER 5

CONCLUSION:

OLA is a popular mobile app for personal transportation in India. OLA started as an
online cab aggregator in Mumbai, now based out of Bengaluru and is among the fastest
growing businesses in India. On July 21st 205, OLA has formally launched “OLA Store” for
groceries and daily needs. The catalog of products available looks extensive.

Apart from the general needs like vegetables, fruits, dairy products, frozen foods, grocery and
staples etc, interesting additions are sexual wellness, electrical products and health
supplements and medicines. To conclude, the market for OLA Cabs depends on the customer
preference, creating awareness and customer satisfaction. The factors like convenient, brand,
low cost, quick and safe, easy to book and timely pick and drop facility etc which influence
the customer decision to opt for OLA cabs. In addition to this, brand positioning and
customer satisfaction will take place when personal transportation services (Cab services)
differentiate in terms of financial feasibility, time management, easy accessibility and other
services. To conclude, OLA cabs has positioned its brand and has created a good brand image
in the minds of customers concerned to personal transportation services compare to Uber and
Meru cabs throughout Bengaluru.

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LIMITATIONS OF THE STUDY AND SCOPE
FOR FURTHER RESEARCH:

This study is carried out only in Bengaluru city (South and north regions) only
and the data was collected from only 276 respondents. The findings are based entirely upon
the research conducted in Bengaluru city only. Future study can be conducted with reference
to OLA Auto or OLA Cabs by extending to the entire state of Karnataka or any other state
with large number of respondents. Furthermore, there is a scope for comparative study with
reference to personal transportation business firms like Uber and Meru cabs.

FINDINGS:

1. Majority of the respondents (51%) are Male, (51%)of the respondents fall in the age
category of below 21 years, (60%) are unmarried, (66%) of the respondents belong to
students,(69%) of them are pursuing graduation and (69%) of respondents income level falls
in the category of below 25000.
2. Majority of the respondents (73%) got to know about the OLA cab services through
Friends and Relatives and the second highest (14%) through Social Media Sites.
3. Majority of the respondents (39%) opt for Ola cabs because of its less cost, (14%) of
there is opt because of its timely pick and drop facility and (13%) of the respondents opt
because of easy booking.
4. Factors like easy to book, cost and timely pick and drop facility has “Highly Satisfied”
and the other factors like convenient and quick and safe has “Satisfied ”the
respondents.
5. Majority of the respondents (48%) say that they are “Satisfied” with the overall
satisfaction level of OLA cab services.

Page | 41
6. Majority of the respondents (90.22%) say that they are aware of OLA Cabs in north
and south regions.

REFERENCES

Aaker DA (1991a), Are brand equity investments really worthwhile? Pp; 14-17. Aaker
DA (1991b), “Managing Brand Equity: Capitalizing on the Value of a Brand Name.” New York:
The Free PresAaker DA (1992), “The value of brand equity. Journal of Business Strategy”, 13 (4)
Jul-Aug, 27-32 Grigoroudis, E and Siskos, Y (2009), “Customer Satisfaction Evaluation:
Methods for Measuring and Implementing.” Hunt, H. (1977), “CS/D: Bits and Pieces” in R. Day
(Ed), “Consumer Satisfaction/Dissatisfaction and Complaining Behaviour”. Proceedings of the
2nd Annual Consumer Satisfaction/Dissatisfaction and Complaining Behaviour Conference:
April 20-22.Jon Russell, (2014), "How Ola Cabs is Battling Uber in India". Kevin Lane Keller,
(1993), “Conceptualizing, Measuring, and Managing Customer-Based Brand Equity”, Journal of
Marketing, Vol. 57, No. 1, pp. 1-22. MacKay (1998), "Evaluation of brand equity measures:
further empirical results", Journal of Product& Brand Management, Manoj and Rao (1996),“An
empirical comparison of consumer -based measures of brand equity”. Now Book Auto
Rickshaws in Bangalore via Ola Cabs". NDTV Gad gets. Ola aims to counter Uber with its Biz-
class service". Times of India-economic times. Ola cabs app and Taxi For Sure get into a
relationship

.Twitter trolls prove how complex it is ,Business Insider. Ola cabs – ANI Technologies.
About us - Car rental - car hire - taxi India – Olacabs.com. Ola cabs joins Rs 1,000 crore club
with new fund-raise. The Times of India .Ola cabs raises Rs.250 crore Series c funding. Your
Story. com. Ola cabs to buy Taxi For Sure to take on competitors like Uber; deal likely at Rs
1,250 crore. Times of India-economic times. Paul S. Goldner, (2006),Red-hot Cold Call
Selling: Prospecting Techniques that Pay Off. Rossiter and Percy, (1987), “A model o Brand
Awareness and Brand Attitude Advertising Strategies”.

Taxi aggregator Ola hit by tech glitches that allow free rides. The Times of
India-economic times. Terry G. Vavra, (1997), Improving Your Measurement of Customer

Page | 42
Satisfaction: A Guide to Creating. Westbrook and Reilly (1983), “Value-percept disparity:
An Alternatives to the disconfirmation of expectations theory of customer satisfaction”.

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