Ola was founded in 2010 in India and has since expanded to become the largest ride-hailing service in the country with over 1.5 lakh daily bookings. It acquired TaxiForSure in 2015, making it the dominant player in India. Ola utilizes aggressive marketing and rapid expansion to grow its network of over 200,000 vehicles across 85 cities. However, high cash burn and lack of clear regulations also present challenges. Overall, Ola differentiates itself from unorganized competitors through its mobile app platform but aims to be a low-cost provider compared to organized rivals like Uber through discounted pricing strategies.
The document compares Ola Cabs and Meru Cabs across several dimensions:
1. Company backgrounds - Ola aims to standardize cab booking while Meru focuses on reliable service. Ola employs thousands while Meru has 500 employees.
2. Business models - Both target general customers but Ola operates in many more cities as an aggregator while Meru owns some cars and operates in fewer cities.
3. Strengths and weaknesses - Ola's large size and funding are strengths, while high costs are a weakness. Meru's training and sustainability are strengths, while limited funding is a weakness.
The document analyzes the companies' products and performance, and predicts Ola will expand
How is Ola Cabs bridging the gap between Supply and Demand in the transport industry? Can the Uberization model sustain itself in the long term? How do they even make money? Click this presentation to learn it all.
Ola cabs is a mobile app for transportation in India, founded in 2010. It supports cash and cashless payments and has expanded services to include Ola Cafe, Ola Store, and auto rickshaws. Ola acquired TaxiForSure in 2015 and owns a minority stake in Zipcash. It focuses on employee and social responsibility through initiatives like Ola Gurukul. While popular for its large customer base, Ola faces criticism over app security and billing errors, and competition from other transportation services in India.
The document is a case study about Ola cabs services in Agra, India. It discusses Ola's history and expansion, types of services offered, key competitors, funding and acquisitions. A questionnaire was used to collect primary data from 45 respondents in Agra. The analysis found that most users are aged 15-25 and prefer the mini cab option. While arrival times are usually on time, nearly half feel services are too expensive. The study concludes that cab services are contributing to the economy while providing needed transportation options.
Ola Cabs is an Indian online transportation network company founded in 2010 that provides cab booking services through a mobile app. It now operates in over 110 cities with over 600,000 vehicles and has expanded to include auto rickshaw services. The company uses a mobile app to connect riders to drivers and accepts both cash and digital payments. It has a large market share in India and competes with companies like Uber. Ola continues to expand its services and develop new mobility options like bike rentals.
This document outlines the business model of Ola, an Indian ride-hailing company. It discusses Ola's key partners, strategies, value proposition, SWOT analysis, segmentation, targeting, positioning, cost structure, and revenue streams. It also describes Ola's expansion into auto rickshaw services and a premium car service for businesses.
Ola Cabs was founded in 2010 in Mumbai and is now headquartered in Bangalore. It has expanded to over 200,000 vehicles across 85 cities in India. Ola started as an online cab aggregator, partnering with private taxi owners to provide its service through mobile apps. This allowed it to grow rapidly while requiring low investment. Ola acquired TaxiForSure in 2015, making it the largest cab aggregator in India with over 1 million rides booked per day. While Ola faces threats from increasing competition and lack of regulations, its aggressive expansion and partnerships position it for continued growth in India's developing ridesharing market.
The document provides a case study of Ola Cabs, an Indian ride-hailing company. It discusses how Ola was founded in 2010 to address issues with India's fragmented and unorganized taxi market. Ola's co-founders worked tirelessly in the early days to build the business. Over time, Ola expanded its services, acquired competitors, raised funding, and became a unicorn valued at over $6.5 billion. However, the COVID-19 pandemic significantly impacted Ola's core ride-sharing business initially. Ola adapted by focusing on financial stability and electric mobility. The case study outlines Ola's business model, timeline of growth, expansion into new services, valuation and effects of the pandemic.
The document compares Ola Cabs and Meru Cabs across several dimensions:
1. Company backgrounds - Ola aims to standardize cab booking while Meru focuses on reliable service. Ola employs thousands while Meru has 500 employees.
2. Business models - Both target general customers but Ola operates in many more cities as an aggregator while Meru owns some cars and operates in fewer cities.
3. Strengths and weaknesses - Ola's large size and funding are strengths, while high costs are a weakness. Meru's training and sustainability are strengths, while limited funding is a weakness.
The document analyzes the companies' products and performance, and predicts Ola will expand
How is Ola Cabs bridging the gap between Supply and Demand in the transport industry? Can the Uberization model sustain itself in the long term? How do they even make money? Click this presentation to learn it all.
Ola cabs is a mobile app for transportation in India, founded in 2010. It supports cash and cashless payments and has expanded services to include Ola Cafe, Ola Store, and auto rickshaws. Ola acquired TaxiForSure in 2015 and owns a minority stake in Zipcash. It focuses on employee and social responsibility through initiatives like Ola Gurukul. While popular for its large customer base, Ola faces criticism over app security and billing errors, and competition from other transportation services in India.
The document is a case study about Ola cabs services in Agra, India. It discusses Ola's history and expansion, types of services offered, key competitors, funding and acquisitions. A questionnaire was used to collect primary data from 45 respondents in Agra. The analysis found that most users are aged 15-25 and prefer the mini cab option. While arrival times are usually on time, nearly half feel services are too expensive. The study concludes that cab services are contributing to the economy while providing needed transportation options.
Ola Cabs is an Indian online transportation network company founded in 2010 that provides cab booking services through a mobile app. It now operates in over 110 cities with over 600,000 vehicles and has expanded to include auto rickshaw services. The company uses a mobile app to connect riders to drivers and accepts both cash and digital payments. It has a large market share in India and competes with companies like Uber. Ola continues to expand its services and develop new mobility options like bike rentals.
This document outlines the business model of Ola, an Indian ride-hailing company. It discusses Ola's key partners, strategies, value proposition, SWOT analysis, segmentation, targeting, positioning, cost structure, and revenue streams. It also describes Ola's expansion into auto rickshaw services and a premium car service for businesses.
Ola Cabs was founded in 2010 in Mumbai and is now headquartered in Bangalore. It has expanded to over 200,000 vehicles across 85 cities in India. Ola started as an online cab aggregator, partnering with private taxi owners to provide its service through mobile apps. This allowed it to grow rapidly while requiring low investment. Ola acquired TaxiForSure in 2015, making it the largest cab aggregator in India with over 1 million rides booked per day. While Ola faces threats from increasing competition and lack of regulations, its aggressive expansion and partnerships position it for continued growth in India's developing ridesharing market.
The document provides a case study of Ola Cabs, an Indian ride-hailing company. It discusses how Ola was founded in 2010 to address issues with India's fragmented and unorganized taxi market. Ola's co-founders worked tirelessly in the early days to build the business. Over time, Ola expanded its services, acquired competitors, raised funding, and became a unicorn valued at over $6.5 billion. However, the COVID-19 pandemic significantly impacted Ola's core ride-sharing business initially. Ola adapted by focusing on financial stability and electric mobility. The case study outlines Ola's business model, timeline of growth, expansion into new services, valuation and effects of the pandemic.
Ola Cabs is an online cab aggregator based in Bengaluru, India that was founded in 2010. By 2014, Ola had expanded to over 18,000 cars across 65 cities. In 2015, over 40,000 cabs were registered across 22 Indian cities on the Ola platform. Ola has received $676.8 million in funding to date. It has aggressive expansion plans to onboard 1 million driver partners within 3 years and expand its service to smaller cities beyond its current network of over 35,000 cabs in nearly 20 cities.
This document provides an overview of the Indian online transportation network company Ola Cabs. It discusses Ola's founding in 2010 in Mumbai by Bhavish Aggarwal and Ankit Bhati, its expansion to over 2 lakh cars across 85 cities by 2014, and its current $6.2 billion valuation. The document also summarizes some of Ola's key customer acquisition strategies like Ola Mini, partnerships with MakeMyTrip and TVF, social media campaigns, and focus on customer satisfaction. Finally, it outlines Ola's customer retention strategies such as providing multiple vehicle options, emergency ferry services during floods, and use of customer data analytics to improve service.
The document discusses Ola Cabs, an Indian ride-hailing company. It provides details on Ola's founding, expansion across India, strengths like its large network and brand recognition, and competitive advantages over rivals like Uber. These include treating drivers and customers well, transparency on fares, and safety features. Ola's business model involves facilitating rides booked through its app or website and earning commissions on fares. The summary concludes that Ola has seen tremendous growth to become India's largest ride-hailing service through good customer experience and technological advances.
Ola Cabs is India's largest ride-hailing service that provides taxis, auto-rickshaws and cabs. It has raised hundreds of millions in funding from investors like Tiger Global, SoftBank and others. Ola aims to provide reliable transportation services within 20 minutes of booking through use of data analytics. It offers various vehicle categories at competitive prices and has grown significantly, achieving over 60% of India's ride-hailing market share but also reporting increasing losses as it expands.
The document provides information about the ride-hailing service Ola. It lists the group members for a project, provides a brief history and overview of Ola, and includes a SWOT analysis, internal and external factor evaluations, Porter's five forces analysis, and BCG matrix analysis. Some of the key points are:
- Ola was founded in 2010 and by 2014 had expanded to over 200,000 cars across 85 cities in India.
- Strengths include being a first mover and large customer base due to aggressive marketing. Weaknesses include potential issues with driver behavior impacting the brand.
- Opportunities include the large unorganized market and growing smartphone/internet use. Threat
Ola was founded in 2010 in Bangalore, India by Bhavish Aggarwal and Ankit Bhati. It is an online transportation network company that provides cab booking services across 110 cities in India. Ola claims to have over 6 lakh vehicles and 6,50,000 driver partners on its platform. It has raised over $1 billion in funding and was valued at $5 billion as of 2015. While Ola dominates the Indian market with 60% share, Uber is its main competitor with around 35-40% share. The two companies have engaged in price wars to gain customers in recent years.
The presentation is a brief comparison of the cab service giants in India, Ola and Uber. The comparison include application, website and its presence on social media.
Marketing management project of OLA Cabs Rudresh Kumar
I worked on the various aspects on the marketing management done by Ola cabs . It is a detail study on the marketing strategy which is done by the Ola to sustain in the market and compete with there competitors.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Ola Cabs | Product and Brand ManagementAkshay Jain
This assignment (called CEC) is prepared by my buddies and me of the sub Product and Brand Management.
Topics that are covered here are Products/Services, Brand Positioning, Brand Elements, Brand Architecture, and Brand Extention of Ola Cabs.
I hope you find it useful and pardon me for any mistakes.
OLA cab ltd. is India's second largest cab aggregator that provides transportation services through its mobile app and websites. It has expanded rapidly since its founding in 2011 and completed multiple rounds of funding totaling over $1 billion from investors. OLA operates various vehicle options like economy cabs, luxury cars, and auto rickshaws. While it has grown significantly, OLA also faces threats from increasing competition from other cab aggregators and the lack of clear government regulations in the industry.
Ola Cabs is an online cab aggregator founded in 2010 in India that has expanded to over 200,000 cars across 85 cities. It was founded by Bhavish Aggarwal and Ankit Bhati and competes with companies like Uber. Ola has acquired TaxiForSure and raised over $676 million in funding. It utilizes strategies like partnering with taxi owners and providing training to drivers to deliver a quality customer experience across sedan, mini, and prime vehicle options. Ola plans aggressive expansion by targeting one million driver partners within three years and further investments in technology.
Olacabs is an online marketplace for cab and car rentals founded in Mumbai, India. It allows users to search available vehicles, see operator ratings and reviews, and book rides. The founders, Bhavish Aggarwal and Ankit Bhati, started Olacabs to address problems they faced with unreliable cab services. In July 2014, Olacabs raised Rs. 250 crore in funding to expand its operations to 20 cities by the end of the year.
Ola is an Indian online transportation company and cab aggregator based in Bengaluru. It was founded in 2010 by Bhavish Aggarwal and Ankit Bhati. The objective of the study is to analyze customer satisfaction with Ola cabs and Ola's contribution to the Indian economy. Data was collected through Ola app reviews, websites, representatives, and Ola's official website. By 2014, Ola had expanded to over 18,000 cars across 65 cities in India. It now has over 40,000 cabs registered across 22 major cities. Ola provides different cab options and claims to facilitate over 150,000 bookings per day in India.
This document presents a comparative study of Ola and Uber taxi services in Kolkata, India. It includes an analysis of the cab industry in India, market shares of Ola and Uber, a customer survey of preferences between the two services, common complaints against each, and recommendations for improvements. A total of 110 respondents were surveyed about their satisfaction levels and perceptions of Ola and Uber. The findings showed that most customers in Kolkata prefer Ola and are satisfied overall with cab services, but provided feedback on high prices, long wait times, and driver behavior as areas for improvement.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
Uber uses dynamic pricing, also called surge pricing, where fares are adjusted upwards during periods of high demand to incentivize more drivers to meet rider demand. This strategy allows Uber to maximize supply and demand but has faced challenges from regulators limiting fare increases and from competitors. While Uber has yet to be profitable, its losses are decreasing as it grows and updates its pricing approach, such as showing quoted prices instead of multipliers, though customers still sometimes object to perceived price increases during surges.
- Ola was founded in 2010 in India and has grown to operate in 110 cities, employing over 8,000,000 driver-partners and 6,000 employees.
- It offers a wide range of vehicle options for rides within cities as well as between cities. It also offers related services like Ola Money for payments and Ola Play for in-ride entertainment.
- Ola uses a dynamic pricing model that factors in demand and supply as well as peak pricing periods. It has partnerships to expand its services and uses both online and offline channels to promote itself.
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
The organized taxi market in India is growing exponentially, driven by investments from major investors. The total taxi market in India is estimated at $9 billion, with the organized sector making up around 6% of the market. Major players in the organized sector include aggregators like Ola and Taxiforsure, as well as traditional rental companies. These organized players have seen significant investor funding in recent years, with Ola and Taxiforsure raising over $320 million combined since 2011. However, challenges remain like a lack of skilled drivers, technical issues, and inconsistent regulations across cities. Going forward, growth of the organized sector will be driven by factors like competitive pricing from aggregators and improved customer convenience through app-based services.
Funded by big investors, the organized taxi market in India is growing exponentially. Going forward, what are the challenges and opportunities this market is likely to throw up?
Ola Cabs is an online cab aggregator based in Bengaluru, India that was founded in 2010. By 2014, Ola had expanded to over 18,000 cars across 65 cities. In 2015, over 40,000 cabs were registered across 22 Indian cities on the Ola platform. Ola has received $676.8 million in funding to date. It has aggressive expansion plans to onboard 1 million driver partners within 3 years and expand its service to smaller cities beyond its current network of over 35,000 cabs in nearly 20 cities.
This document provides an overview of the Indian online transportation network company Ola Cabs. It discusses Ola's founding in 2010 in Mumbai by Bhavish Aggarwal and Ankit Bhati, its expansion to over 2 lakh cars across 85 cities by 2014, and its current $6.2 billion valuation. The document also summarizes some of Ola's key customer acquisition strategies like Ola Mini, partnerships with MakeMyTrip and TVF, social media campaigns, and focus on customer satisfaction. Finally, it outlines Ola's customer retention strategies such as providing multiple vehicle options, emergency ferry services during floods, and use of customer data analytics to improve service.
The document discusses Ola Cabs, an Indian ride-hailing company. It provides details on Ola's founding, expansion across India, strengths like its large network and brand recognition, and competitive advantages over rivals like Uber. These include treating drivers and customers well, transparency on fares, and safety features. Ola's business model involves facilitating rides booked through its app or website and earning commissions on fares. The summary concludes that Ola has seen tremendous growth to become India's largest ride-hailing service through good customer experience and technological advances.
Ola Cabs is India's largest ride-hailing service that provides taxis, auto-rickshaws and cabs. It has raised hundreds of millions in funding from investors like Tiger Global, SoftBank and others. Ola aims to provide reliable transportation services within 20 minutes of booking through use of data analytics. It offers various vehicle categories at competitive prices and has grown significantly, achieving over 60% of India's ride-hailing market share but also reporting increasing losses as it expands.
The document provides information about the ride-hailing service Ola. It lists the group members for a project, provides a brief history and overview of Ola, and includes a SWOT analysis, internal and external factor evaluations, Porter's five forces analysis, and BCG matrix analysis. Some of the key points are:
- Ola was founded in 2010 and by 2014 had expanded to over 200,000 cars across 85 cities in India.
- Strengths include being a first mover and large customer base due to aggressive marketing. Weaknesses include potential issues with driver behavior impacting the brand.
- Opportunities include the large unorganized market and growing smartphone/internet use. Threat
Ola was founded in 2010 in Bangalore, India by Bhavish Aggarwal and Ankit Bhati. It is an online transportation network company that provides cab booking services across 110 cities in India. Ola claims to have over 6 lakh vehicles and 6,50,000 driver partners on its platform. It has raised over $1 billion in funding and was valued at $5 billion as of 2015. While Ola dominates the Indian market with 60% share, Uber is its main competitor with around 35-40% share. The two companies have engaged in price wars to gain customers in recent years.
The presentation is a brief comparison of the cab service giants in India, Ola and Uber. The comparison include application, website and its presence on social media.
Marketing management project of OLA Cabs Rudresh Kumar
I worked on the various aspects on the marketing management done by Ola cabs . It is a detail study on the marketing strategy which is done by the Ola to sustain in the market and compete with there competitors.
UBER-Current Strategy, Competition Analysis and Global ExpansionShaminder Saini
UBER Worldwide, Business Proposition, Funding Mechanism, Taxi Industry Impact, Porter's Five Forces, PESTEL Analysis, BCG Matrix, SWOT, Levels of Service, Customer Engagement, Value Proposition, Disruptive Strategies, Global Expansion
Ola Cabs | Product and Brand ManagementAkshay Jain
This assignment (called CEC) is prepared by my buddies and me of the sub Product and Brand Management.
Topics that are covered here are Products/Services, Brand Positioning, Brand Elements, Brand Architecture, and Brand Extention of Ola Cabs.
I hope you find it useful and pardon me for any mistakes.
OLA cab ltd. is India's second largest cab aggregator that provides transportation services through its mobile app and websites. It has expanded rapidly since its founding in 2011 and completed multiple rounds of funding totaling over $1 billion from investors. OLA operates various vehicle options like economy cabs, luxury cars, and auto rickshaws. While it has grown significantly, OLA also faces threats from increasing competition from other cab aggregators and the lack of clear government regulations in the industry.
Ola Cabs is an online cab aggregator founded in 2010 in India that has expanded to over 200,000 cars across 85 cities. It was founded by Bhavish Aggarwal and Ankit Bhati and competes with companies like Uber. Ola has acquired TaxiForSure and raised over $676 million in funding. It utilizes strategies like partnering with taxi owners and providing training to drivers to deliver a quality customer experience across sedan, mini, and prime vehicle options. Ola plans aggressive expansion by targeting one million driver partners within three years and further investments in technology.
Olacabs is an online marketplace for cab and car rentals founded in Mumbai, India. It allows users to search available vehicles, see operator ratings and reviews, and book rides. The founders, Bhavish Aggarwal and Ankit Bhati, started Olacabs to address problems they faced with unreliable cab services. In July 2014, Olacabs raised Rs. 250 crore in funding to expand its operations to 20 cities by the end of the year.
Ola is an Indian online transportation company and cab aggregator based in Bengaluru. It was founded in 2010 by Bhavish Aggarwal and Ankit Bhati. The objective of the study is to analyze customer satisfaction with Ola cabs and Ola's contribution to the Indian economy. Data was collected through Ola app reviews, websites, representatives, and Ola's official website. By 2014, Ola had expanded to over 18,000 cars across 65 cities in India. It now has over 40,000 cabs registered across 22 major cities. Ola provides different cab options and claims to facilitate over 150,000 bookings per day in India.
This document presents a comparative study of Ola and Uber taxi services in Kolkata, India. It includes an analysis of the cab industry in India, market shares of Ola and Uber, a customer survey of preferences between the two services, common complaints against each, and recommendations for improvements. A total of 110 respondents were surveyed about their satisfaction levels and perceptions of Ola and Uber. The findings showed that most customers in Kolkata prefer Ola and are satisfied overall with cab services, but provided feedback on high prices, long wait times, and driver behavior as areas for improvement.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
Uber uses dynamic pricing, also called surge pricing, where fares are adjusted upwards during periods of high demand to incentivize more drivers to meet rider demand. This strategy allows Uber to maximize supply and demand but has faced challenges from regulators limiting fare increases and from competitors. While Uber has yet to be profitable, its losses are decreasing as it grows and updates its pricing approach, such as showing quoted prices instead of multipliers, though customers still sometimes object to perceived price increases during surges.
- Ola was founded in 2010 in India and has grown to operate in 110 cities, employing over 8,000,000 driver-partners and 6,000 employees.
- It offers a wide range of vehicle options for rides within cities as well as between cities. It also offers related services like Ola Money for payments and Ola Play for in-ride entertainment.
- Ola uses a dynamic pricing model that factors in demand and supply as well as peak pricing periods. It has partnerships to expand its services and uses both online and offline channels to promote itself.
Uber relies on driver engagement to ensure reliable transportation. The document discusses key factors for Uber's success, including driver treatment and incentives. It notes issues like low pay and feeling expendable. The proposed solution is a comprehensive engagement strategy focusing on rewarding drivers, communication, developing loyalty, and promoting Uber's competitive advantages. Effectiveness would be measured by analyzing business outcomes like customer ratings, productivity and turnover in high-engagement units versus low-engagement units.
The organized taxi market in India is growing exponentially, driven by investments from major investors. The total taxi market in India is estimated at $9 billion, with the organized sector making up around 6% of the market. Major players in the organized sector include aggregators like Ola and Taxiforsure, as well as traditional rental companies. These organized players have seen significant investor funding in recent years, with Ola and Taxiforsure raising over $320 million combined since 2011. However, challenges remain like a lack of skilled drivers, technical issues, and inconsistent regulations across cities. Going forward, growth of the organized sector will be driven by factors like competitive pricing from aggregators and improved customer convenience through app-based services.
Funded by big investors, the organized taxi market in India is growing exponentially. Going forward, what are the challenges and opportunities this market is likely to throw up?
Indian Taxi Industry Analysis -“Porter's Five Force”vipul80
This document analyzes the Indian taxi industry using Porter's Five Forces model. It finds that competitive rivalry is high due to many established taxi providers competing for market share. The threat of new entry is medium as growth potential could motivate new entrants, but barriers like costs and regulations make entry difficult. Buyer power is medium since customers can play providers off each other for better prices and service. Supplier power is low due to many substitute suppliers being available. The biggest threat comes from substitutes like auto rickshaw apps, self-drive rentals, and improved public transport that offer cheaper or more flexible alternatives.
Ola is an Indian ride-hailing company founded in 2010. It is headquartered in Bengaluru and has expanded to over 100 cities across India. Ola offers various vehicle options like sedans, autos, and luxury cars. It has seen rapid growth due to India's large population and low vehicle ownership rates which leave significant potential for growth in the ride-hailing market. Ola utilizes strategic partnerships, promotional campaigns, and social media marketing to increase its customer base and compete with rivals like Uber.
The five forces model of analysis developed by Michael Porter is used to analyze competitive environments. It examines five forces: bargaining power of buyers and suppliers, threat of substitutes, threat of new entrants, and competitive rivalry. The document applies the five forces model to analyze the competitive environment of the car rental industry, finding bargaining power of skilled drivers and threat of substitutes from public transportation to be significant forces. Intense competition exists among major players in the industry.
The document provides information about Ola Cabs, an Indian ride-hailing company. It describes how Ola Cabs was founded in 2010 by Bhavish Aggarwal and Ankit Bhati to address problems with finding and booking reliable transportation in India. It details their progressive journey, including the backgrounds and roles of the founders. The document also discusses Ola Cabs' services, operations, challenges, and strategies for success.
The document provides information about Ola Cabs, an Indian ride-hailing company. It describes how Ola Cabs was founded in 2010 by Bhavish Aggarwal and Ankit Bhati to address problems with finding and booking reliable transportation in India. It details their progressive journey, including the backgrounds and roles of the founders. The document also discusses Ola Cabs' services, operations, challenges, and strategies for success.
The document provides a competitive analysis of Meru Cabs and Ola Cabs in India. It summarizes the background, goals, missions, strategies, employees, funding, revenue, founders, business models, strengths, weaknesses, product details, and future initiatives of both companies. Meru Cabs was launched in 2007 and operates in 23 cities, while Ola Cabs was launched later and has expanded to over 100 cities. Both companies have expanded their service offerings and business models over time to adapt to competition and changing market conditions.
This document compares Meru Cabs and Uber Cabs in India. It provides background on each company, including their business models, products offered, and revenue sources. Meru Cabs was founded in 2007 in Mumbai and uses a revenue sharing model, while Uber was founded in 2009 in San Francisco and initially used a revenue sharing model before shifting to a partial inventory model. Both companies aim to expand services and introduce new technologies like self-driving vehicles. The document also analyzes the strengths and weaknesses of each competitor.
The document discusses strategies for Uber to enter tier 2 cities in India. It notes differences between tier 1 and tier 2 cities that impact pricing and operations. Key recommendations include developing a lightweight app in local languages, focusing on tourist/outstation rides given more intercity travel, helping drivers purchase vehicles to increase supply, having competitive pricing structures, and focusing on bike services given their popularity for short trips. Metrics like app time, conversion rates, and driver retention would help evaluate the strategy's effectiveness. An optimal strategy is needed to tackle the large tier 2 market as it presents big growth opportunities.
In this presentation , we try to understand the business model of Uber with digital strategy as the backbone. Also we look into the financial strategy of Uber , the challenges it is facing
Uber technologies, Inc. Business analysisOmar Khafagy
Uber Technologies, Inc. is a ridesharing company that operates a smartphone app allowing users to request rides. The document provides an analysis of Uber's business model, strategies, management team, and financials. It details how Uber functions as a platform connecting drivers and riders, how it generates revenue, and its rapid global expansion. Uber's success is attributed to its strategic disruption of the taxi industry, heavy investment in technology, and ability to adapt to legal and market challenges. Projections estimate Uber's continued revenue growth as it expands into more cities worldwide.
Ride sharing service is a new business concept yet has many rivals. This slide shows the user aspect of ride sharing service and how rivals are doing business in this market.
Competitor Analysis Meru vs Ola cabs _Amit KatyayanAmit Katyayan
Meru Cabs and Ola Cabs are two major transportation network companies in India. Meru Cabs was founded in 2007 and is headquartered in Mumbai, while Ola Cabs was founded in 2010 and is headquartered in Bengaluru. Both companies allow customers to book rides through their mobile apps, websites, and other channels. However, Ola Cabs has expanded to more cities and has a larger fleet and more funding, while Meru Cabs focuses on reliable airport transportation and advanced booking. The document provides a detailed comparison of the business models, strategies, products and performance of the two leading cab aggregator companies in India.
1. The taxi market in India is growing rapidly, with over $400 million invested in taxi aggregation companies in the past 4 years alone. The organized taxi market makes up only 4-5% of the total Indian taxi market.
2. Key innovations in the taxi industry include using geo-location to find travel partners, pricing seats dynamically, and using big data to position vehicles more effectively.
3. The taxi market in India is dominated by unorganized small fleet operators, but aggregators are bringing more taxis under their organized networks. Major cities like Mumbai, Delhi, and Kolkata present significant growth opportunities for taxi operators and aggregators.
Uber is expanding globally and considering entering the Chinese market. The document provides background on Uber's founding in 2009 as a mobile app for ridesharing. It has grown rapidly to operate in over 68 countries and 300 cities worldwide. Uber faces challenges expanding into new markets from opposition by taxi unions and regulators, as well as some safety and ethical concerns regarding surge pricing. The company aims to disrupt the taxi industry with its business model of using independent contractor drivers without owning vehicles itself.
Uber in China: What's next? (Study from DDIM 10 class)Alessio Mascolo
Uber is considering its options in the Chinese market including a price war, imitation of competitors through taxi-hailing, mergers and acquisitions, or strategic partnerships. The group analyzes these options and recommends a three-part action plan. In the short term, Uber should shut down its unprofitable People's Uber service and pursue strategic alliances to expand in high-end markets. In the mid-term, it should collaborate with the government on regulations and forecast vehicle needs in cities. For the long term, Uber may reintroduce People's Uber as a customized, profitable service if regulations allow.
The document compares Ola Cabs and Meru Cabs, two major taxi service providers in India. It outlines details of each company such as their goals, strategies, business models, product offerings, funding, revenues, strengths, weaknesses and future plans. Ola Cabs is a larger platform that aggregates taxis but operates at a loss, while Meru Cabs owns vehicles and franchises them to drivers in a more sustainable model. The document provides an in-depth comparative analysis of the two companies.
Get A Drive is a peer-to-peer car sharing marketplace that aims to reduce vehicle ownership by allowing people to rent their idle cars to others when not in use. The founders have relevant experience in marketing, product development, and technology. The solution addresses the problem of high vehicle ownership in India by unlocking unused car capacity. Initial projections estimate high customer lifetime value and return on customer acquisition costs. The company is seeking a seed investment of $200,000 to build the platform and for initial marketing and operations. Key milestones include onboarding the first 100 cars and 1000 users to validate the model.
Competitor analysis meru cabs vs other taxi servicesvipul80
The document provides a competitor analysis of Meru cab, an organized taxi service operating in India. It identifies Meru's direct competitors as other organized taxi companies and indirect competitors as self-drive rental and commute sharing services. Details provided on competitors include founding, business models, products, pricing, social media presence, and strengths/weaknesses. Direct competitors analyzed are Ola, Uber, Mega Cabs and indirect ones are Zoomcar, ZipGo, BlaBlaCar. The analysis finds Ola has largest customer reach while Uber is rated higher for driver behavior and Meru faces negative sentiment for safety and reliability issues.
Competitor analysis meru cabs vs other taxi services
OLA
1.
2. Case Study on OLA cabs.
Presented by:
Shreyas Gupta
Oinam Suraj
Mohd. Naeem
Varun Goud
Madhu kumar
Durga Prasad.
3. About OLA
• Founded on 3 December 2010 by Bhavish Aggarwal (currently CEO)
and Ankit Bhati.
• By 2014, the company has expanded to a network of more than
200,000 cars across 85 cities.
• In November 2014, Ola expanded to incorporate autos on-trial basis
in Bengaluru. Post the trial phase, Ola Auto expanded to other cities
like Delhi, Pune and Chennai starting December 2014.
• Value of ola as on September 2015 is $5 billion
4. History of Ola
• Ola means hello in Spanish
• Bhavish Aggarwal and ankit bhati are the founders of the Ola cab
• Both are graduated from IIT Bombay e
• 2010 December ankit bhati joined with bavish
• Ola cabs received first round of funding from angel investors
• Growth of ola cabs with number of cabs in the network growing from
just 7500 in December 2013 to more than 40000 in November 2014
• Now handling 1.5 lakh booking per day
5. SWOT Analysis
Strength Weakness
1. First mover advantage as a taxi aggregator in India
2. Acquisition of Taxi For Sure made it No. 1 in India
3. Top of the mind service
4. High awareness due to aggressive TV, online and
print media marketing
5.Huge customer base & due to network effect it is
increasing
6. Rapid expansion and online application
7. Multiple rounds of VC investments have made the
brand financially strong
1. Drivers are the face of the company and hence their
misbehavior directly affects the brand image
2. While the demand is huge, amount of cash burning
is huge and monetization is very difficult
Opportunities Threats
1. Unorganized market is huge (~90%) and hence
potential is high
2.Increasing internet penetration & smart phone users
3. Rising disposable income
4. Shifting of consumers towards convenience creates
huge demand
5. Acquisition of smaller players
1. Rising competition
2. Uber has deep pocket and hence can burn cash
heavily
3. Presence of many national players
4. Absence of clear government regulations in
developing countries
5. Future is unclear due to lack of regulations and
Customer loyalty is less in this industry
6. Porters five forces model
Porters
5 forces
Threat of
New
Entrants
Rivalry
Among the
Competitors
Bargaining
Power of
Suppliers
Bargaining
Power of
Buyers
Threat of
Substitutes
7. 1. Rivalry Among the Competitors
• The competition among the players in this market will be high and rising.
• Price is not a differentiating aspect of competition. People these days look for comfort, luxury, availabity of
the car etc.
• Other than the fleet of vehicles, the cost of the company has increased on the tech products like mobile apps,
websites and also on call center services to attain competitive advantage.
• Factors affecting the competitive rivalry are that there are few players in the market, Government regulations.
2. Threat of New Entrants
• VC’s are investing in this industry and the new entrants are encouraged by this fact.
• Economies of scale would be a significant factor, the reason being as the industry is growing at a fast pace the
economies which are available to existing players will be reduced.
• The profitability is also affected with entry of new players as this industry has low loyal customers.
• Barriers to entry like the government regulations, skilled drivers etc affect the same.
• Innovation in terms booking service products and facilities to the customers e.g the diamond customer will
get a higher facility for using higher car miles, coupons etc. E.g. Uber has cashless service, Meru does
cabvertising etc.
8. 3. Threat of Substitutes
• The biggest threat to the car rental service is the threat of substitutes.
The biggest substitute is the public transport. It includes Local buses which have also provide luxury buses and
are cheap and comfortable, Rickshaws, local taxis etc.
• Factors that differentiate Substitute with Car rental service are as follows:
• Price, availability of close competence in public transport, cheap , easy availability.
• With advancement in the technology the companies usually can setup the meeting via video conference rather
meeting in person.
4. Bargaining Power of Buyers
• Buyers have high bargaining power as the cost of switching is low or negligible.
• The corporate buyers also have a say in this as they frequently avail the facility and can emphasize on reducing
the cost for the service. E.g of corporate buyers- big corporate houses, hotels.
5. Bargaining Power of Suppliers
• The major suppliers in this industry are Car dealers and skilled drivers
• Car Dealers have reasonably high bargaining power.
• Skilled drivers have a high bargaining power as they are on high demand.
9. SPACE matrix
• The SPACE matrix is a management tool used to analyze a company. It is
used to determine what type of a strategy a company should undertake.
• The SPACE matrix is broken down to four quadrants where each quadrant
suggests a different type or a nature of a strategy:
Aggressive
Conservative
Defensive
Competitive
• Internal strategic dimensions:
Financial strength (FS)
Competitive advantage (CA)
• External strategic dimensions:
Environmental stability (ES) or
Industry strength (IS)
10. Industry position Rating
The taxi business in the country is
growing at 20 to 25 per cent a year.
4
Unorganised sector at $ 800 million ,
expected to reach $7 Billion by 2020
4
Extent leveraged 4
12
Financial position Rating
Capital of more than $700 million. 6
Net loss of -34.22 cr. For 2013/14 2
8
Average FP =
8/2= 4
Average IP =
12/3= 4
SPACE matrix
11. Stability position Rating
Advantage of Price range -2
Price elasticity of demand -4
Competitive pressure -3
-9
Competitive position Rating
Market share of 60% -1
Control over suppliers -3
Presence in over 100 cities and has
250,000 vehicles on its platforms
-1
-5
Average SP =
-9/3= -3
Average CP =
-5/3= -1.67
12. X axis: = (IP-CP) 4-1.67 = 2.33
Y axis: (FP –SP) 4-3 = 1
Aggressive
(2.33, 1)
FP
SP
CP IP
Conservative
CompetitiveDefensive
SPACE matrix
14. Ques: 1. How does OLA position itself? Is it a
low cost provider or a differentiator?
• As mentioned in the case aggregate market of Taxi’s in India is around $8 billion of
which 5% is only organized. That is market is still not mature. 95% of market is still
dealt by unorganized sector like auto rickshaws, private cabs, local travel agents, etc.
as compared to them OLA is a differentiator as it comes with an entirely different
and innovative concept of being a Taxi aggregator. Technology also plays a major role
in it as it serves as a mobile application that will surely avail a taxi within few minutes
unlike to above mentioned examples.
• Now if we see that 5% organized sector which includes its rival UBER that also
provides similar services through a mobile application and comes as an aggregator,
here OLA is a market leader with around 60% of market share. OLA is a cost leader in
this view because it comes with discounted rate. There are some special features
added to this is as, there is no waiting charge for calling an OLA cab unlike UBER.
Specially its new revised rate card where it offers a Taxi cheaper then that of auto
fares.
• Thus OLA is a low cost provider in some case when compared to its competitors in
organized sector. At the same time it is a differentiator when compared to
unorganized sector.
15. Ques: 2. With respect to popular mode of transport,
namely, auto rickshaws in cities like Bangalore, is OLA a differentiator?
• Yes. Auto rickshaws may be a popular mode of transportation but it is not an organized
sector, also OLA is offering the same service in a different way. The innovative idea
where their key core competence lies is availing a similar kind of service through mobile
application. For an auto one may face discomfort regarding hiring auto, there are
chances where fare prices in auto rickshaws are not fair and square, but in OLA one may
hire an AC car with similar or low rate than auto rickshaw with an ease of hiring a taxi at
your doorstep just by a touch on our smartphone. Fare prices are fair as it is all
digitalized through a mobile application.
• At the same time we can rate the driver hired according to the services he rendered.
Same is not available for an auto rickshaw, if an auto rickshaw driver misbehaves we
may find no place to register a complain unless it is criminal offence. But in OLA if u are
not satisfied with driver, we may rate him low or lodge a complain against him in OLA
app and in some extreme cases the driver may end up losing his job. Thus there is a
sense of responsibility and responsiveness in the services offered by OLA.
16. Ques: 3. How long OLA maintains its discounted rate ?
Will OLA have to raise tariff above that of auto to sustain
and continue to provide superior service?
• As we see OLA is offering services which are cheaper than auto rickshaw by
providing discounts, coupons, referral, etc. As we have seen in SPACE matrix it is
approaching market aggressively. As the company is financially viable and stable.
Though they are in net loss of around 34 Cr. The amount is not very huge as
compared to the opportunities available in market. Still 95% of market is
unorganized, within the 5% of total taxi market, they almost occupy 60% market
share. As the market is in early growth stage they may continue to go with same
discounted rate. This will not only help them to explore more market but at the
same time will kill the competitor. Another advantage is threat to new entrants
would be reduced as a new venture cannot afford a price war.
• Thus as long as the market reach a proper growth stage and their financial health
is unaffected they may have similar aggressive approach.
17. Ques: 4. What will be the future implications of
this strategies?
• Being a differentiator in unorganized market OLA may explore the opportunities
in expanding the organized sector from 5%. As it is aggressively approaching
towards capturing and expanding the market, we may see a future growth in
organized Taxi market as well as the market share of OLA
• Being a cost leader OLA is steering the Taxi aggregator industry the way they
wants. It has not only forced rivals to cut down its rates and provides best
services but also they are helping drivers to gain a mileage of good payment as
well as tip. Thus making a win-win situation for both the customers and the
drivers. Thus it may be expected that in future taxi aggregators will not only focus
customers but also to their drivers for their well being.