A

SUMMER TRAINING REPORT

ON
"CUSTOMER SATISFACTION IN SERVICES
INDUSTRY OF OLA CABS IN NCR”

Submitted for the partial fulfillment of the requirement for the

award
of

BACHELOR OF BUSINESS ADMINISTRATION

(AFFILIATED TO CH. CHARAN SINGH UNIVERSITY, MEERUT)
ACADEMIC SESSION
(2023-2026)

SUBMITTED TO: SUBMITTED BY:

Mr. Satish Kapoor Sagar kumar
( Professor of BBA) Roll No. 230879000082
BBA-V Sem.

HIERANK BUSINESS SCHOOL

Affiliated to CCS University (Meerut)
A-42 , Institutional Area, Sector-62, Noida

1
 CERTIFICATE

This is to certify that the project entitled “Customer Satisfaction In Service Industry Of OLA

Cabs In NCR” is the original work carried out by Sagar Kumar student of BBA

C.C.S. University, Meerut, during the year 2023-2026, in partial fulfillment of

the requirements for the award of the Degree of BBA and that the project has not

formed the basis for the award previously of any degree, diploma, associate ship,

fellowship or any other similar title.

Signature of the Guide:

Place:

Mr. Satish Kapoor

2
 DECLARATION

I hereby declare that this Summer Internship Project is my own work and that, to the best of
my knowledge and belief, it reproduces no material previously published or written that has
been accepted for the award of any other degree or diploma, except where due
acknowledgement has been made in the text.

Sagar Kumar
Roll No.: 230879000082
Date:

3
 PREFACE

With the ongoing revolution in B.B.A. where Innovations are taking at the blink of eye; it is
impossible to keep the pace with the emerging trends.

Excellence is an attitude that that whole of human race is born with. It is the environment
that makes sure that whether the result of this attitude is visible or otherwise. A Well
planned, properly executed and evaluated Industrial training helps a lot in inculcating a
professional attitude. It provides a linkage between the student and industry to develop an
awareness of industrial approach to problem solving, based on a broad understanding of
process and mode of operation of organization.

During this period, the student gets the real experience for working in the actual Industry
environment. Most of the theoretical knowledge that has been gained during the course of
their studies is put to test here. Apart from this the student gets an opportunity to learn
the latest technology, which is immensely helps in them in building their career .

I had the opportunity to have a real experience on many ventures, which increased my sphere
of knowledge to great extent. I got a chance to learn many new technologies and was also
interfaced to many instruments. And all this credit goes to organization ANI Technologies
Pvt. Ltd.

4
 ACKNOWLEDGEMENT

I would like to take this opportunity to say a few words. I have taken efforts in this project.
However, it would not have been possible without the kind support and help of many
individuals and organizations. I would like to extend my sincere thanks to all of them.

I am highly indebted to my project guide Prof. Mr. Satish Kapoor for her guidance and
constant supervision as well as for providing necessary information regarding the project &
also for their support in completing the project.
I would like to express my gratitude towards my parents & members of ITS University
courses campus for their kind co-operation and encouragement which help me in completion
of this project.
I would like to express my special gratitude and thanks to industry persons for giving me
such attention and time.
My thanks and appreciations also go to my friends in developing the project and people who
have willingly helped me out with their abilities.

Sagar Kumar
BBA-V Sem.
Roll No. 230879000082

5
 TABLE OF CONTENTS

CHAPTER – I EXECUTIVE SUMMARY 7

CHAPTER – II INTRODUCTION 9

CHAPTER – III LITERATURE REVIEW 15

CHAPTER -IV COMPANY PROFILE 17

RESEARCH METHODOLOGY
CHAPTER –V
 Objectives of study
 Research design 49
 Data collection
 Sampling

CHAPTER – VI DATA ANALYSIS AND INTERPRETATION 57

CHAPTER – VII FINDINGS 69

CHAPTER – VIII LIMITATION 71

CHAPTER –IX SUGGESTION 73

CHAPTER –X CONCLUSION 75

CHAPTER – XI BIBLIOGRAPHY 77

APPENDIX 79

6
 Chapter 1:-
EXECUTIVE SUMMARY

7
 EXECUTIVE SUMMARY

The research aims understanding the customer satisfaction and their experience of using
OLA and also how frequently they prefer to travel in OLA Cabs

Research has demonstrated conclusively that it is far more costly to win a new customer than
it is to maintain an existing one. And there is no better way to retain a customer than to
exceed his expectations. For this purpose it is essential to know the level of customer
satisfaction. The focus of my research was the measurement of customer satisfaction level for
the services provided by OLA. The research was done for the clients of OLA. My job was to
collect the feedback from the clients. There can be no better opportunity to interact with
customers. Finally the results of the research verify the fact that keeping the customer
satisfied is the best strategy to not only retain the existing customers but also to expand the
business to new horizons.

First day when I was standing in front of door to ask them about the
service of OLA Cabs and to drop different type of emotion of their
experience, they are very joyous to give the answer and to drop the
smiling face which is excellent and good. So I found that the customer of
OLA Cabs is happy by the travelling service provided by OLA Cabs.

On the other hand, there are some problems which customers face and by
that they are not satisfy with the service Such as high price during the
peak hours and also the rough behaviour of the drivers.

Finally The OLA Cabs is trying to develop their service and to give their
customer best and fast service. So that they are bringing special and
more benefit to market for the customer and enhance their travelling
experience.

8
 Chapter 2:-
INTRODUCTION

9
 INTRODUCTION

Customer satisfaction (often abbreviated as CSAT, more correctly CSat) is a term frequently
used in marketing. It is a measure of how products and services supplied by a company meet
or surpass 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.

The Marketing Accountability Standards Board (MASB) endorses the definitions, purposes,
and constructs of classes of measures that appear in Marketing Metrics as part of its ongoing
Common Language in Marketing Project. In a survey of nearly 200 senior marketing
managers, 71 percent responded that they found a customer satisfaction metric very useful in
managing and monitoring their businesses.

It is seen as a key performance indicator within business and is often part of a Balanced
Scorecard. In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy."Customer satisfaction provides a leading indicator of consumer purchase
intentions and [Link] satisfaction data are among the most frequently collected
indicators of market perceptions. Their principal use is twofold:

Within organisations, the collection, analysis and dissemination of these data send a message
about the importance of tending to customers and ensuring that they have a positive
experience with the company's goods and services.

Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will
make further purchases in the future. Much research has focused on the relationship between
customer satisfaction and retention. Studies indicate that the ramifications of satisfaction are
most strongly realised at the extremes.

On a five-point scale, "individuals who rate their satisfaction level as '5' are likely to become
return customers and might even evangelise for the firm. (A second important metric related
to satisfaction is willingness to recommend. This metric is defined as "The percentage of
surveyed customers who indicate that they would recommend a brand to friends." When a
customer is satisfied with a product, he or she might recommend it to friends, relatives and
colleagues. This can be a powerful marketing advantage.) "Individuals who rate their
satisfaction level as '1,' by contrast, are unlikely to return. Further, they can hurt the firm by

10
making negative comments about it to prospective customers. Willingness to recommend is a
key metric relating to customer satisfaction.

TAXI HISTORY:

A taxicab, also known as a taxi or a cab, is a type of vehicle for hire with a driver, used by a
single passenger or small group of passengers, often for a non-shared ride. A taxicab conveys
passengers between locations of their choice. This differs from other modes of public
transport where the pick-up and drop-off locations are determined by the service provider,
not by the passenger, although demand responsive transport and share taxis provide a hybrid
bus/taxi mode.

There are four distinct forms of taxicab, which can be identified by slightly differing terms in
different [Link] carriages, also known as public hire, hailed or street taxis,
licensed for hailing throughout [Link] hire vehicles, also known as minicabs or
private hire taxis, licensed for pre-booking [Link] buses, also come many variations
throughout the developing countries as jitneys or jeepsey, operating on pre-set routes typified
by multiple stops and multiple independent [Link], specialised vehicle
licensed for operation by pre-booking

Although types of vehicles and methods of regulation, hiring, dispatching, and negotiating
payment differ significantly from country to country, many common characteristics exist.

TAXI IN INDIA :-

A . MARKET OVERVIEW

India’s population is 1.3 billion and Indian taxi market is estimated to be

around $9 billion right now, out of which only 6% is being managed under
organised sector; which means that the market is wide open right now. It
is being projected that in the next 5 years, organised players such as

11
Uber, Meru and Ola will capture 15% of this market, which is growing at
an astounding rate of 45% per year.

This means that the market is wide open right now, waiting for the next
dare-devil entrepreneur to smash every status-quo and come up with
something that astonishes all.

India is the second most populous country in the world, but it is expected
to surpass China as early as 2022 in this category. More importantly, the
country will surely be an economic powerhouse and a centre of global
growth in the foreseeable future. India’s size and fragmented transit
system also means that there could be room for two or more rideshare
companies to co-exist in the future. Since ridesharing is still in its infancy
in the market, there is plenty of room to still grow for both companies: but
the battle could be heated.

While the global smartphone market is showing early signs of a thaw,

smartphone sales in India continue to skyrocket. Only recently did the
country overtake the US as the market with aathe second largest number
of active mobile phone users after China, and now, the country’s
Department of Telecommunications (DoT) has come out with a research
report of its own, which claims that mobile phone production in the
country may climb to an astounding 500 million units within just two
years.

Even as smartphone sales in the US and China show signs of a gradual

slowdown, the Indian smartphone market is registering high double-digit
growth every year. According to a report from Counterpoint research,
smartphone sales in the country increased by as much as 23.3 percent
last year, making India the third country after the US and China to cross
the 100 million mark in a single calendar year. In India, over eight in ten
surveyed said that they already own a smartphone.

So this rise in demand of organised cab market coupled with steady sales
of smartphones has led to an unprecedented growth of the taxi-
aggregator or on- demand cab services or in general terms app-cabs.

B.A recent history of taxi aggregation in India

But for all its twists and turns, the recent drama has been rather tame
compared with this time last year, when India’s taxi-aggregation industry
found itself mired in a barrage of regulatory issues.

A rape in Delhi by a driver affiliated with Uber led to a ban on aggregators

in several cities, triggering a series of regulatory battles for most
companies in the sector. The situation was so grim that TaxiForSure—
12
once seen as a strong contender in thebusiness—was forced to sell
out to competitor Ola because investors, turned off by the regulatory
issues, wouldn’t give the company the money it needed to stay afloat.

Uncertainties around the government policies regarding the industry may

persist, but they’re not deterring the industry anymore—existing players
are continuing their race for market share, and new investors are joining
in. Perhaps India’s huge population, 65% of which is 35 or younger, is too
big an opportunity for anybody to miss out on.

If we observe the rapid 3 figure growth of all online taxi aggregators,

especially Uber and Ola cabs, then we will find that technology has been
the major catalyst for these companies. They built a platform based on
technology, and the spread of smartphones fuelled it. Uber is a $62.5
billion start-up now, built solely on technology.

They introduced PayTm wallets to make payments, safety apps for

women and in the process, totally revolutionised the Indian taxi industry.
The result was that Ola Cabs too had to introduce app based payment,
had to slash prices and bring it down to

₹10 per kms and even introduce the legendary kaali-peeli cabs into the
mobile arena.

Many companies, with several different business models, have emerged

in India over the recent years to get a piece of what’s estimated to be a
$9 billion (₹54,000 crore) taxi market that remains incredibly diffuse.
Currently, large services account for only 6% or so of the industry.

13
Cars such as Toyota Etios, Maruti Omni, Mahindra Logan, Tata Indica and
Tata Indigo are fairly popular among taxicab operators. The livery of the
taxicabs in India varies from state to state. In Delhi and Maharashtra,
most taxicabs have yellow-black livery while in West Bengal, taxis have
yellow livery. Private taxicab operators are not required to have a specific
livery. However, they are required by law to be registered as commercial
vehicles.

According to Government of India regulations, all taxicabs are required to

have a fare-meter installed. However, enforcement by authorities is lax
and many cabs operate either without fare-meter or with defunct ones. In
such cases, fare is decided by bargaining between the customer and the
driver. Taxicabs face stiff competition from auto rickshaws, but in some
cities, for example Mumbai, auto-rickshaws are banned in the main city
district, thus giving taxicabs a monopoly.

In India, most taxicabs, especially those in Delhi and Mumbai, have

distinctive black and yellow liveries with the bottom half painted black
and upper half painted yellow. In Kolkata, most taxis are painted yellow
with a blue strip in the middle. Private companies operating taxis can
have their own liveries but need to get them approved from the
government.

TAXI IN DELHI :-

Taxis and all other commercial vehicles have a yellow number plate so charging taxes and
toll in highways is easier for the officials. Delhi is the only city in India with taxicabs running
only on Compressed Natural Gas. To hail a taxicab, you normally just wait on the street or go
to locations called taxi stands. Taxicabs are referred to as taxis in India and the word cab is
rarely used.

The Indian Tourism Ministry and various private owners operate most taxis. The Tourism
Ministry grants private companies permits to operate taxis.

Though India the concept of online booking of taxi and cabs is quite new and successful. It
has been generally observed that online booking of car and taxi operations are on a macro-
level, with multi-national size of entrepreneurship.

In 1998, the Supreme Court of India published a Directive that specified the date of April
2001 as deadline to replace or convert all buses, three-wheelers and taxis in Delhi to
compressed natural gas.

Sakha Consulting Wings provides a unique taxi service exclusively for women by women
drivers.

14
Finally, all measures captured both affective and cognitive aspects of satisfaction,
independent of their scale anchors. Affective measures capture a consumer’s attitude
(liking/disliking) towards a product, which can result from any product information or
experience. On the other hand, cognitive element is defined as an appraisal or conclusion on
how the product’s performance compared against expectations (or exceeded or fell short of
expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the
requirements of the situation (or did not exceed).

Recent research shows that in most commercial applications, such as firms conducting
customer surveys, a single-item overall satisfaction scale performs just as well as a multi-
item scale. Especially in larger scale studies where a researcher needs to gather data from a
large number of customers, a single-item scale may be preferred because it can reduce total
survey error.

Chapter3 :-
15
LITERATURE REVIEW

16
 LITERATURE REVIEW
Customer satisfaction is an evaluation of difference between prior expectations about
product and its actual performance. Customer satisfaction is how customers react towards the
state of satisfaction, and how customers judge the satisfaction level (Hanif, Hafez & Riaz,
2018). Customer satisfaction is the reaction of customer toward state of the fulfillment and
judgment of customer about that fulfilled state (Khayyat & Heshmati,2019). Customer
satisfaction is the expectation before consuming a product regarding quality or it is a pre-
consumption judgment or expectation(bae,2018). Satisfaction is an outcome of purchase in
which consumer compare cost and rewards with the anticipated
consiquences(Maxham,2019). There is always a positive relationship between customer
satisfaction and profit maximization of an organization(bowen&chen,2017).No one is
important than customers and their satisfaction is the ultimate objective through improvement
in services in terms of competitiveness and it saves future revenue plus it becomes the cause
of cost reduction in future(Yuan Hu, Ching-Chan& Cheng, Hong,2019).Customer
satisfaction is the perceived feeling of a customer for which he or she has set standards if his
expectations match with the standard he is satisfied(Eggert& Ulaga,2018).There are number
of imperial studies on specific relationship of employees [Link] the quality of the
relationship is called satisfaction mirror which gives an idea that success of business is from
satisfaction of employee which is reflected in term of the customer [Link]
quality is derived from employee satisfaction for example if employees are satisfied it has
direct effect on both customer satisfaction and service
quality(Madern,Maull,Smart&Baker,2014). There is a significant effect of customer
satisfaction on the performance of business and through customer satisfaction returns of
shareholders can be increased and value of any business can be

maximized(O’sullivan,M

ccalling,2016). Customer satisfaction with offices is resolved by specialized execution, as

well as by a many-sided set of trade procedures, for example, compelling correspondence and
administration of desires. (Campbell&Finch,2021). Customer satisfaction have antecedent,
mediated and moderated effect on personal connections and enjoyable
interactions(Fatima&Razzaque,2020). Customer satisfaction with offices is resolved not just
by specialized execution, additionally by a multifaceted set of trade methodologies, for
example, powerful correspondence and administration of desires.(Campbell&Finch,2019)
17
 Chapter 4 :-
COMPANY PROFILE

18
 Company Profile
India seems to be going through a ‘Taxi’ revolution. Every other day,
there is a new start up offering efficient cab service to the citizens
operating urban and rural [Link] intra-city travel has always been a
curse for many individuals, especially in crowded cities like Mumbai and
Bangalore.

While the local trains emerge as an alternative to shelling out wads of

cash for fuel and waiting in bumper-to-bumper traffic in cosmopolitan
Mumbai, the dangers of travelling by these trains are innumerable. The
distances in Bangalore crush the spirit out of anyone who loves to drive,
and the traffic makes it terrible to drive your own vehicle in the city. Ola
Cabs is a taxi service that was started in 2010 in Mumbai to solve the
city’s transport woes.

Started by Bhavish Aggarwal and Ankit Bhati, the company now provides
taxi services in over 100 cities across the country. You can avail an Ola
Cab extremely easily and their trusted drivers will get you to your
destination hassle free. The company now houses its office in Bangalore.
Taxi can be booked either through their website or through a mobile app
that is available for download on Google Play Store and The App Store.

Customers need to create a unique user name and password which will
then help them book a taxi with ease. The mobile app is by far the
simplest way to book an Ola Cab. The customer simply needs to turn
on their GPS and the open the app, which indicates all available cabs near
that location. Customers then have two options: picking the cab right then
or booking one for a later [Link] Cabs offer services from the economy
level to the ultimate [Link] mini cars, most popularly a Tata Indica,
are the cheapest service available and can seat a maximum of 5 people.
Sedan is also available for a slightly higher price, recommended for 6 to 8
people. The business class have the option of availing prime high end
cars, which complete the luxury level. The Inception of Ola AutoThe latest
development from Ola is the introduction of Ola Autos. The frequency of
these autos are much higher than the usual Minis and hence customers
can find an auto within 2 minutes most of the time.

This service was started on a trial basis in Bangalore in 2014 and has now
been expanded to Chennai, Delhi etc after the trial proved [Link]
accessible and convenient are terms that are synonymous with Ola Cabs.
The option of cashless payment using the Ola Money facility and its

19
unique referral program are few characteristics that have helped this
company revolutionise the new local transport in India.

In March 2015, OlaCabs acquired Bangalore based taxi service

TaxiForSure for approximately US$200 million.[7] From June 25, 2015, Ola
users have gained access to TFS cabs via the Ola mobile application.[8] In
November 2015, Ola acquired Geotagg, a trip-planning applications
company, for an undisclosed sum.

In December 2017, Ola acquired Foodpanda's business in India.

ANI Technologies Pvt. Ltd., stylised as OLΛ, is an Indian origin online

transportation network company. It was founded as an online cab
aggregator in Mumbai, but is now based in Bangalore. As of September
2015, Ola was valued at $5 billion.

Ola Cabs was founded on 3 December 2010 by BhavishAggarwal,

currently CEO, and AnkitBhati. As of 2017, the company has expanded to
a network of more than 600,000 vehicles across 110 cities. In November
2014, Ola diversified to incorporate Autorickshaws on a trial basis in
[Link] the trial phase, Ola Auto expanded to other cities like
Delhi, Pune, Chennai, Hyderabad and Kolkata starting in December 2014.
In December 2015, Ola expanded its auto services in Mysore, Chandigarh,
Indore, Ahmedabad, Jaipur, Guwahati and Visakhapatnam. In January
2018, Ola extended its reach into its first overseas market, namely
Australia, and has plans to eventually run the service in Sydney and
Melbourne - having already arrived in Perth in late [Link] provides
different types of service, ranging from economic to luxury travel. The
cabs are reserved through a mobile app and the service accepts both
cash and cashless payments with Ola money. It claims to clock an
average of more than 150,000 bookings per day and commands 60% of
the market share in India.

20
In November 2014 Ola started on-demand auto rickshaw service on its
mobile app in Bangalore and Pune. It now available in 73 cities.

OLA – FOUNDERS

21
22
Bhavish graduated from IIT Bombay with a B. Tech in Computer Science in the year 2008.
Bhavish 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 OlaCabs.

AnkitBhati heads the technical aspects of Olacabs, ensuring a quick, convenient and
instinctive experience for our customers and partners. He joined IIT Bombay in 2004 for
Btech in Mechanical Engineeringand [Link] 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 Olacabs journey in November 2010.

OLA –STARTING UP

Born in Ludhiana, Bhavish just like every other success-driven and successful entrepreneur,
While trying to keep his holiday and tour planning business afloat, Bhavish had to travel
from Bangalore to bandipur, for which he rented out a car, which ended in a very bad
experience. The driver stopped the car in the middle of the journey and demanded a
renegotiation of what Bhavish was paying. After being refused, he proceeded to abandon him
en route his destination. This is when he realised how his plight was probably similar to a lot
of customers across the country who were looking for a quality cab service,

For the first time, he saw the amount of potential that an extraordinary cab booking service
could have, and hence, he changed his business from his earlier start-up to the one we today
know as – OlaCabs.

This was in December 2010, he was joined by his co-founder AnkitBhati in his start-up
journey. His parents didn’t agree with his idea in the beginning of course, like all Indian
Parents won’t. They were thoroughly displeased with his decision to become a ‘travel agent’,
but when But nevertheless, their support increased as they got their first round of angel
investment (from Snapdeal founder KunalBahl, Rehanyar Khan and Anupam Mittal.

Bhavish believed that anyone can have a good business idea but to function it successfully
one must a scalable model upon which the business runs. According to him, the best or one
of the best & safest model one can or should adopt is running a business with owning “zero”
inventory.

OLA –INITIAL TEAM

After the idea, the design and vision were done by UshaLoutongbam, product manager and
Bhavish himself.

23
As for the developers who converted these ideas into reality:

The first version for Android was built by AjinkyaPotdar and for iOS by KaushalBokadey.
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
atulmanwar, 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.

OLA –BUSINESS MODEL

The business model works on a very 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 an 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 about 15% on all the booking done through the app.

Users are charges for the following things:

The Bill for OLA Cabs consist of following elements

1: Base Fare [Charged Flat]

2: Distance Fare [Charged KilometreWise(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: SwachhBharat Tax [0.2%]

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

24
OLA -FUNDING

Ola has raised a total of $1.38 Billion in 8 rounds from 20 [Link] investors include
likes of SoftBank, ABG Capital, Accel Partners, Mauritius Investments, Tiger Global
Management, Matrix Partners, Steadview Capital, Sequoia Capital and DST Global. Their
current valuation is somewhere between $3billion to $4 billion. However, in Nov 2015 it was
valued more than $5 billion.

Consider that their four-year-old startup is valued at $2.5 billion—the third highest valued
consumer internet company in India. Since 2011, when it was set up, Ola (formerly Ola
Cabs) has raised a little over $900 million from over a dozen investors in at least eight rounds
(see box Constant Inflow). This includes angels, marquee venture capital firms and hedge
funds. The lure of this home-grown cab aggregator has proved irresistible to investors. And
not all of it was about the sector opportunity or the company’s business model: “I was very
impressed with Bhavish. He gave me a sense of confidence.

OLA – COMPETITOR

Many companies, with several different business models, have emerged in India over the
recent years to get a piece of what’s estimated to be a $9 billion (₹54,000 crore) taxi market
that remains incredibly diffuse. Currently, large services account for only 6% or so of the
industry.

Within that slice of the market, four organised players—Ola, Uber, Meru Cabs, and
CarzOnRent (the operator of Easy Cabs)—have collectively captured around three- quarters
of the business, the market research and consulting firm TechSci Research tells Quartz.

Between those four, Uber and Ola—with their deep-pocketed investors—have zoomed past
the others by expanding to many more cities and broadening the scope of their platforms.

25
Ola directly competes with Uber world’s most well-financed startup having raised $15
billion in equity and debt.

Uber, which currently operates in more than 581 cities in 81 countries, bent its business
model for India and for the first time allowed cash payments, which is a preferred method of
payment in the country. It also launched (but later suspended) an auto-rickshaw aggregation
business in India called uberAUTO,

SERVICES AVAILABLE :

1. Two Wheelers

2. Ola Bike

3. Ola Pedal - a dock-less bicycle-sharing system available at IIT Kanpur and other large
university campuses across India. The service launched in November 2017 with bikes which
are unlocked by scanning a QR code on the Ola app.

Three Wheelers

 Ola Auto
 Ola E Rick
 Four Wheelers
 Ola Lux
 Ola Micro
 Ola Mini
 Ola Prime Exec
 Ola Prime Play
 Ola Prime Sedan
 Ola Prime SUV
 Ola Rentals
26
 Ola Outstations
 Ola Share

27
OLA CAFÉ:

Ola, meanwhile, has added new offerings to its app, like food ordering
and delivery service OlaCafe (similar to UberEats, which is not
available in India as of now) and a social ride-sharing feature called Ola
Share. On Nov. 13, Ola also launched an online wallet called Ola Money
for mobile recharge, money transfers, and cashless payments to several
otherbrands.

Among the two leaders, it is hard to say who is winning. Uber and Ola
both are privately held and share limited information about their
businesses—and most of the data that is made public is not comparable.
For example, Ola shares the number of total vehicles registered with its
platform, while Uber shares the number of drivers linked to its platform.

But the stakes are considerable. India’s taxi-aggregation industry is set to grow at a compounded
annual growth rate of 17% between 2015 and 2020, according to Karan Chechi, research director at
TechSci

28
TECHNOLOGY :

OlaCabs' technology came under criticism regarding the security of its mobile app. The API
calls could be replayed to top up its wallet.

In August 2016, a privacy breach occurred when customers' details such as names, phone
numbers and addresses, in Bangalore, were received as SMS messages by an individual in
Chennai. Although these unanticipated messages were reported to Ola, the company ignored
them, even under the threat of being reported to the TRAI. The issue was reportedly fixed
three weeks later after receiving considerable media coverage and social media attention.

DRIVER CREDIBILITY:

Delhi Transport authority in early 2015 questioned the credibility and required verification of
drivers working for Ola, along with other competitors such as Uber. The inquiry revealed that
approximately 80% of drivers amongst all services did not possess permits to ply commercial
transport services in Delhi. Drivers also protested outside the Kukatpally, Hyderabad branch
office of Ola, demanding more transparency over [Link]

CITIES COVERED BY OLA :

City State

1. Agra Uttar Pradesh

2. Ahmedabad Gujarat

3. Ahmednagar Maharashtra

4. Aizawl Mizoram

5. Ajmer Rajasthan

6. Aligarh Uttar Pradesh

7. Allahabad Uttar Pradesh

8. Ambala Haryana

9. Amravati Maharashtra

10. Amritsar Punjab

29
11. Asansol West Bengal

12. Aurangabad Maharashtra

13. Ballari Karnataka

14. Bareilly Uttar Pradesh

15. Bawal Haryana

16. Belagavi Karnataka

17. Bengaluru Karnataka

18. Bhavnagar Gujarat

19. Bhiwadi Rajasthan

20. Bhopal Madhya Pradesh

21. Bhubaneswar Odisha

22. Bikaner Rajasthan

23. Bilaspur Chhattisgarh

24. Chandigarh Punjab

25. Chennai Tamil Nadu

26. Coimbatore Tamil Nadu

27. Dehradun Uttarakhand

28. Delhi Delhi

29. Dhanbad Jharkhand

30. Dindigul Tamil Nadu

31. Durgapur West Bengal

32. Ganpatipule Maharashtra

33. Gaya Bihar

34. Gonda Uttar Pradesh

35. Gorakhpur Uttar Pradesh

36. Guntur Andhra Pradesh

37. Guwahati Assam

30
38. Gwalior Madhya Pradesh

39. Haridwar Uttarakhand

40. Hisar Haryana

41. Hosur Tamil Nadu

42. HubliDharwadKarnataka

43. Hyderabad Telangana

44. Indore Madhya Pradesh

45. Jabalpur Madhya Pradesh

46. Jaipur Rajasthan

47. Jalandhar Punjab

48. Jamnagar Gujarat

49. Jamshedpur Jharkhand

50. Jhansi Uttar Pradesh

51. Jodhpur Rajasthan

52. Kalaburagi Karnataka

53. Kanpur Uttar Pradesh

54. Katghora Chhattisgarh

55. Kochi Kerala

56. Kolhapur Maharashtra

57. Kolkata West Bengal

58. Kota Rajasthan

59. Kozhikode Kerala

60. Kurukshetra Haryana

61. LakhimpurKheri Uttar Pradesh

62. Lonavala Maharastra

63. Lucknow Uttar Pradesh

64. Ludhiana Punjab

31
65. Madurai Tamil Nadu

66. Mangalore Karnataka

67. Mathura Uttar Pradesh

68. Meerut Uttar Pradesh

69. Mumbai Maharastra

70. Muradabad Uttar Pradesh

71. Mysuru Karnataka

72. Nagpur Maharastra

73. Nashik Maharastra

74. Nellore Andhra Pradesh

75. Patiala Punjab

76. Patna Bihar

77. Pondicherry Puducherry

78. Pratapgarh Uttar Pradesh

79. Pune Maharastra

80. Raipur Chhattisgarh

81. Rajamahendravaram Andhra Pradesh

82. Rajkot Gujarat

83. Ranchi Jharkhand

84. Rourkela Odisha

85. Saharanpur Uttar Pradesh

86. Salem Tamil Nadu

87. Shillong Meghalaya

88. Shimla Himachal Pradesh

89. Siliguri West Bengal

90. Solapur Maharashtra

91. Surat Gujarat

32
92. Thanjavur Tamil Nadu

93. Thiruvananthapuram Kerala

94. Tiruchirappalli Tamil Nadu

95. Tirunelveli Tamil Nadu

96. Tirupati Andhra Pradesh

97. Udaipur Rajasthan

98. Ujjain Madhya Pradesh

99. Vadodara Gujarat

100. Varanasi Uttar Pradesh

33
OLA’S REVENUE :

Consolidated revenue for ANI Technologies Pvt Ltd, which owns Ola, increased more than
seven times to Rs 758 crore in the year ended March 2016, according to regulatory filings
with the ministry of corporate affairs, up from Rs 103.8 crore in the year earlier. This
includes revenue of subsidiaries such as leasing unit Ola Fleet Technologies and TaxiForSure
parent Serendipity Infolabs.

“Advertising, initial driver incentives, strikes in major cities and customer discounts are some
of the contributory aspects to the losses seen for Ola,” said an analyst. “However, there has
been a slight decrease in losses seen since driver incentives fell. We can expect to see a 15%
cut in losses (in 2017), since the number of trips have also increased.” Some of the areas
where Ola spent include hiring and marketing expenditure.

Employee costs went up more than five times to Rs 379 crore in FY16, while advertising and
sales promotion cost rose four times to Rs385.5 crore. Ola currently has around 5,000
employees. It had added 1,700 staff in early 2015 after its acquisition of TaxiForSure, of
which a large number was laid off in September [Link] and Ola employees indicated
that the company had spent aggressively on marketing and advertising new products and
features associated with different cab categories to acquire new customers. But in terms of
standalone operating revenues, the Travis Kalanick-founded company’s local unit, Uber
India Systems, was catching up with ANI Technologies at the end of FY16. While Ola
reported operating revenues of Rs 383.44 crore for the year, Uber India Systems closed with
Rs 374.79 crore .But experts said Uber’s numbers can’t be taken at face value. “The internal
structure of the company is complex,” said the analyst cited above. “Some of the expenses go
through the parent company so the expenses don’t look as high (in the Indian market). This is
likely to be routed through a Netherlands-based entity Uber BV.”

There was no response to emails sent to the Ola and Uber spokespersons. In December, Ola
cofounder BhavishAggarwal raised the issue of overseas companies such Amazon and Uber,
flush with funds, pumping money into India to grab market share at the expense of
homegrownstartups. His views were echoed at the time and since by Flipkart executive
chairman Sachin Bansal. In April, Aggarwal said it was up to the government to decide
whether “capital dumping” is taking place in the Indian Internet market and if any action
needed to be taken to counter this.

OLA’S BACKERS :

Ola has till date raised about $1.5 billion from players such as Japanese internet and telecom
player SoftBank besides investment firms such as Tiger Global Management, Falcon Edge,
DST Global and Matrix Partners India. It also counts Chinese cab-hailing giant DidiChuxing,
which recently closed a round at $50-billion valuation, as an investor.

34
But even with billions raised and backing from big investors, Ola has to compete with Uber,
which is the world’s most well-funded startup with over $15 billion raised in cash and debt,
and valuation of close to $70 billion. In a visit to India in January 2016, Kalanick had said
Uber could double its pledged investment of $1billion if it sees more than five times the
return. The company ramped up the pace of investments in India after exiting China in
August last year.

But Uber has been facing significant headwinds this year in the US after a former employee
detailed alleged instances of sexual harassment in a widely-read blog post in February. Apart
from so-called ‘bro’ culture issues that have cropped up since then, Uber has also been
slapped with an intellectual property lawsuit by Google’s Alphabet-owned Waymo, the
driverless car unit.

In 2016, Ola and Uber together clocked a near fourfold increase in the number of rides
booked through their platforms compared with the previous year, according to a report by
research and advisory firm RedSeer Management Consulting. Industry estimates place the
market share for Ola at around 65% with Uber holding the rest in the taxi aggregation
business.

According to analysts and employees at Ola, the company clocked about 6 million weekly
rides on average between September and December 2016, across all its offerings -- cabs,
auto-rickshaws and shuttle buses. The major source of revenues for both Ola and Uberaround
70-75% -- comes from their economy services including Ola Micro, Ola Mini and UberGo,
analysts and investors said.

Ola’s plan to work closely with the government and introduce electric vehicles in the top
cities in the country in the coming months is expected to boost the Indian company’s
prospect.

35
Ola projected to turn profitable by FY19, rake in $1 billion by 2021

The projections, part of the firm's valuation report dated March 18, 2017, stated that the firm
would achieve a net operating profit after tax of Rs 1,170.49 crore in [Link], India’s
largest ride-hailing start-up, is projected to turn profitable by 2018-19 and rake in $1 billion
as profit by 2021, according to an independent agency the company employed to value it.

The projections, part of the firm’s valuation report dated March 18, 2017, stated that the firm
would achieve a net operating profit after tax of Rs 1,170.49 crore in 2018-19. In the
subsequent two years, profits after tax would grow to Rs 3,326.99 crore and Rs 6,423.33
crore, respectively. The report, compiled by Jain Ambavat& Associates in March, was part of
Ola’s disclosure to the Registrar of Companies and was made public last week.

Ola declined to comment for this [Link] on the company’s earnings projections, the
accounting firm set a fair value of Rs 13,520 for each share of Ola. With the total of
17,095,119 shares in the company as of February 28, 2017, the overall valuation of the
company amounts to Rs 23,112 croreAt a conversion rate of Rs 66.72 per US dollar
(exchange rate as on Feb 28, 2017) the valuation of Ola comes up to $3.46 billion, which is
in line with the valuation at which Ola raised $1.1 billion in a funding round led by Tencent
and participation from its largest investor Softbank.

Globally, it is standard practice to value a company based on future cash flows.

AswathDamodaran, a professor of corporate finance and valuation at the Stern School of
Business at New York University, has valued Uber, Ola’s global rival at $ 36 billion based
on such calculation.

This is half of $ 69 billion valuation that Uber commands making the most valued private
company in the world. Japanese investor Softbank, which owns majority stake in Ola, is
looking to invest around $ 1 billion in Uber at the $70 billion valuation, while planning to
invest significantly more in the secondary market at an estimated valuation of $50 billion.

Softbank, the largest investor in Ola, which controls 37-38 per cent stake in the ride hailing
company, held back from investing a further $1 billion in the company over a growing
discord between it and the founders. The firm had said it would keep its investment
commitment if Ola achieved set performance targets, which in all probability are the same
numbers reflected in the company’s valuation [Link] the fiscal 2015-16, Ola reported a
loss of Rs 2,313.6 crore, nearly three times higher than the losses the company posted in the
previous 12 months. While the company has not disclosed its profit or losses for fiscal 2017,
the valuation certificate estimated that losses in the year would fall to Rs 845 crore.

Ola has been cutting costs over the past 18 months, starting with reducing incentives paid to
drivers, so it is very possible that losses seen in 2016-17 could be lesser than in the previous
year. However, it is to be seen if the company has delivered on its projection of reducing
burn by nearly a third compared to the previous fiscal year.

36
While Ola is looking to rope in new investors to fund its growth, Softbank is in talks with
Tiger Global to purchase an additional 10-12 per cent stake in Ola, the Business Standard
reported on Monday. The Japanese investor is looking to increase its stake to around 50 per
cent in Ola ahead of its planned investment in rival Uber’s global operations.

Softbank is increasingly looking for a controlling seat in Ola as it plans to execute its strategy
to become a dominant force in the ride hailing ecosystem globally. The founders, on the other
hand, are fighting back to retain control. Ola has amended its articles of association to
disallow investors to sell their stake in the company to each other without the prior approval
of the founders.

OLA – TARRIF

House-hunting means visits to multiple sites, direction hassles and parking issues. It’s quite
inconvenient to take your own car around and it’s equally inconvenient to book multiple
cabs. Not any more!

With Ola Rentals, you get cabs by the hour. Be it multiple pick-ups & drop-offs or uncertain
travel plans or time-taking tasks, your Ola Rentals will stay with you. Simply choose the
hourly package of your convenience and ride away.

What’s more? Use code RENT NOW and get 15% off* too!

Benefits of Ola Rentals:

 No multiple bookings. Head to your next destination in the same cab.

 Convenient hourly packages, all extendable at minimum charges.
 Mandatory OTP to end trips helps you control when to stop your ride.
 Receive e-invoices with complete tax breakup and additional charges

TERMS & CONDITIONS:

1. The offer code RENT NOW is valid on any one Ola Rental ride taken on or before
30th June, 2017. The code provides 15% discount up to ₹300 only.
2. The Fares and Packages are subject to change without communication. For the latest
information, kindly refer to the fares and packages mentioned in the Ola app during
booking confirmation.
3. Applicable government taxes, toll charges etc. will be in extra to the fares shown here
or in the App.
4. Ola reserves the right to unilaterally withdraw all offers without notice or
communication.

GET 20% OFF UPTO RS.300 ON OLA OUTSTATION

37
We’d all agree that traveling is detox for your sou. Whether you’re a hill climber, a forest
explorer, a beach lover, a culture observer, a food finder, or a business traveler, Ola
Outstation is all set to take you places.

To make it better, we’re giving you 20% off, up to Rs. 300 on your Ola Outstation rides. Use
the code FB20.

Terms & Conditions:

 Valid till 31st May 2017

 Offer can be applied once per user in the period
 Valid on one way and regular outstation trips
 User can pay by cash or Ola Money
 Ola reserves the right to withdraw/modify the offer at its sole discretion

PROMOTION STRATEGY
MARKETING MIX OF OLA CABS:

Ola Cabs is a private company of Indian origins. Ola is a trade name and operates under its
parent company ANI Technologies Private Limited. It is associated with logistics and
technology industry as it deals with transport facilities. Ola Cabs has founded in the year
2010, 3rd December by its co-founders AnkitBhati and BhavishAggarwal. The company has
taken help of latest technology to bring forth a fast and efficient service for hiring cabs. Some
of its competitors in market are as follows-

 Uber Cabs
 Easy cabs
 Meru Cabs
 Carpooling Services
 Unorganised players

38
PRODUCT IN THE MARKETING MIX OF OLA CABS:

Ola Cabs is a mobile app used as a service provider for personal transportation. It has
revolutionised the concept of travelling, Earlier hiring taxis from roads was a harassment but
now it has become hassle free as one can easily make a booking at his/her convenience
without stepping out. Its fleet includes Honda Civic, Skoda Rapid, Altis and Toyota Innova
and offers different types of cab service that have a diversified range from luxury to
economic like

1. Ola Mini
2. Ola Sedan
3. Ola Prime
4. Ola Rental
5. Ola Outstation

Ola Cabs expanded its operations in year November 2014 to include autos but this venture
was strictly on trial basis. Its success urged it to include operations in several other cities
also. In the year 2015, March it acquired TaxiForSure, a taxi service based in Bengaluru.
Since 25th June of the same year, users could easily access TFS cabs from the mobile
application of Ola. In order to strengthen its bus-shuttle service, Ola acquired a trip-planning-
applications company titled Geotag. At its onset, it offered rides in cities but recently has
started offering outstation rides to nearby cities also.

PLACE IN THE MARKETING MIX OF OLA CAB:

Ola Cabs by the year 2015, September, was valued at 5 billion dollars with its estimated
revenues at the end of the fiscal year 2014-15 at 62 million dollars. At its onset, Ola cabs
supported payment via Paytm only but later it included options for both cash and cashless via
39
Paytm. Passengers are nowadays concerned about convenience rather than prices. Ola Cabs
offer rides in a comfortable setting with furnished and air-conditioned cabs. It offers to price
flexibility with its range of vehicles that includes economic-range, mid-range and high-range.
Ola Cabs has adopted a penetration policy and has kept its price range reasonable so as to
gain a competitive advantage over rival companies. It has also adopted a promotional policy
and offers incentives to increase its customer base.

PROMOTION IN THE MARKETING MIX OF OLA CABS :

Ola Cabs is a fastest growing company in India related to rental cars because it has a first-
mover advantage over other companies. It has adopted an extensive marketing policy to
create high and positive brand awareness amongst consumers. The company has taken help
of every available medium like digital and print via SMS on mobiles, magazines, newspapers
and billboards. It has also used social media platforms to garner maximum coverage via
Twitter, Facebook, Blogs and Instagram. Actress GulPanag has been associated with this
brand and at a promotional event handed over keys of Ola cab to its driver. The company
offers incentives like free rides, 50% discounted rides, rupees 5o off, first ride free for new
members and promo codes to increase its customer base.

PLACE IN THE MARKETING MIX OF OLA CABS :

Ola Cabs is a company dealing via an online network. Cabs can be easily reserved through its
own website and via Ola mobile app that can be downloaded from The App Store and
Google Play Store. The company started its operations from metro city Mumbai in
Maharashtra but later shifted its base to Bengaluru in Karnataka. By the year 2014, it had
extended its network to include nearly 200,000 cars that were running in nearly one hundred
40
two tier, three tier and metro cities like Kolkata, New Delhi, Chennai, Pune, Bhubaneswar,
Bengaluru, Hyderabad, Ahmedabad and Mumbai. Ola Cabs has extended its operations to
include auto services and it started from Bangalore and expanded to include places like
Kolkata, Hyderabad, Chennai, Pune, Delhi, Visakhapatnam, Guwahati, Jaipur, Indore and
Chandigarh.

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 8 Kms, 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.

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 [Link] 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 ChaloNiklo, ?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.

41
Since Ola had widely penetrated through its Ola passenger segment even in the Tier-3 cities
in India as compared to the peer 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.

COMPETITIVE ANALYSIS IN THE MARKETING STRATEGY OF

OLA CAB
Competing in the market where the unorganised 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 unorganised Taxi market,
Uber, Meru Cabs etc.

42
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 Fodpanda, 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.

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.

MARKET SITUATION
Up until now, Ola has been the leading cab aggregator in India, followed by global giant
Uber. Others like Meru and Easy Cabs have lost the race amidst the pricing battle that the
two lead players ignited. But what’s striking is that Ola’s dominance has continued despite
losses ballooning in the past year.

The homegrown taxi app has reported a mammoth Rs 2,313 crore in losses against its
revenue of Rs 758 crore, which increased by more than Rs 100 crore over last year. The
revenue growth has come about after Ola decided to reduce driver incentives, a move which
triggered strikes in parts of the country earlier this year.

If you take into account the fact that Ola has raised over $1.5 billion till date from its
investors, chances of the cab aggregator repaying its shareholders look slim.

Compared to this, Uber is willing to further up the ante and is planning to raise an additional
$1 billion in the years to come. Uber’s case is aided by its overall valuation, which stands
close to $70 billion.

43
Clearly, the loss-ridden Ola has a battle on its hands. The homegrown cab aggregator, in its
tussle with Uber, might have created competition, disruption and joy for consumers. But has
all this come at too big a cost?

What the Cabs Pay

Ola’s business has thrived thanks to its entry-level Micro and Share services. Indians, being
extremely price-conscious, have readily embraced travelling in four-wheelers for a fraction
of the cost they were paying for a Meru or EasyCab (from Rs 23/km to Rs 8/km).

This has even forced Meru to bring its fares down to Rs 16/km, while cheekily promising no
surge fares.

Ola has added offerings like SharePass to encourage more people to pool their rides with
others. It also rolled out Ola Play, which offers in-car entertainment.

Then there’s also Ola Lux that lets users book a BMW or a Jaguar. These varied avenues are
where Ola’s money has been spent, with more expected to be added in the coming months.

44
 COMPETITIVE SITUATION
Cab aggregators (or ride-hailing services) Ola (ANI Technologies Pvt. Ltd) and Uber
Technologies Inc. have done it all in the past four months as they have tried to assert their
dominance in India’s largely fragmented cab market, the last frontier left to conquer in Asia
after China, where home-grown business DidiChuxing, now an Ola investor, rules the roost.

Indeed, Ola, one of a handful of Indian unicorns (start-ups valued at more than $1 billion),
has emerged as a key player in the broader coalition against Uber. It has become part of a
larger campaign against Uber’s growing global dominance. With a valuation of $68 billion,
Uber is the world’s most valuable start-up.

Ola’s backers include SoftBank Group Corp., which has invested in two of Uber’s biggest
rivals, DidiChuxing in China and GrabTaxi in South-East Asia, and the $28-billion
DidiChuxing itself, making it one of the key pieces in an anti-Uber alliance that also includes
the San Francisco-headquartered Lyft Inc.

That means the rivalry between Uber and Ola is unlikely to end anytime soon. There will be
more money, much more money invested in both. Both sides will play dirty.

And consumers, even drivers, may end up winners, at least in the short term. For Ola, it is a
question of holding the fort—it is still the market leader in India by a fair margin, while for
Uber, which raised a further $5 billion in June, it is about making a mark in a key market.

India itself is the other piece in this rivalry. The country of 277 million Internet users, which
barely registered as a blip in the global market for cab aggregators (in terms of rides) in the
first quarter of 2014, grew into the third biggest market after China and North America in the
first quarter of 2016, according to the Internet Trends-2016 report by Mary Meeker, partner
at Silicon Valley venture capital firm Kleiner Perkins Caufield and Byers.
45
The stakes are high. India’s cab business, according to SoftBank Group, may be worth $7
billion by 2020. And both Uber and Ola want most (if not all) of it.

THE BEGINNING

Ola, a brainchild of Indian Institute of Technology-Bombay graduates BhavishAggarwal and

AnkitBhati, would not have possibly become the force it is today had the company continued
the way it started, dabbling in everything from outstation trips to hourly packages to point-to-
point drops. Soon after its launch in late 2010, the company dumped all distractions to focus
on point-to-point drops, much like its peer Uber.

Ever since, Ola has grown. And its growth has hurt traditional taxi businesses such as Meru
Cabs (started in 2006) and Mega Cabs (started in 2001), which were slow to respond to the
rapidity with which Indian customers adopted app-based cab-hailing services. The
incumbents continued to focus on phone bookings.

Ola sped past its predecessors. Meru’s revenue in the year ended March 2015 was Rs.280.57
crore against Ola’s Rs.418.25 crore. Meru had been in business for about nine years then,
while Ola’s big moment came only in October 2014, when it raised $210 million from
SoftBank.

Uber was a fledgling business in India until early last year, with just about 5% of the market
share in January 2015. Having launched in India amid much fanfare in November 2013 with
high-end cars, Uber soon changed track to low-cost offerings suited to the local market. It
was already battling the establishment, trying to first cope with the Reserve Bank of India’s
directive mandating two-factor authentication for credit card payments, a major blow to its
feted cashless payments, and then the rape of a woman by a driver affiliated to Uber in Delhi,
which triggered a regulatory backlash.

Meanwhile, Ola in March 2015 acquired smaller rival TaxiForSure (Serendipity InfolabsPvt.
Ltd, which, strangely enough, went bust after it was unable to raise more money following
the Uber rape case), effectively making the on-demand point-to-point ride hailing market a
duopoly.

The older competitors watched from the fringes.

“The likes of Meru and Mega were focused predominantly on the airport business and they
got supply initially by buying their own cars. Now, with Ola and Uber coming in, it became
difficult for them to change their business models, which worked well for the high ticket size
items in the range of Rs.500-600. Ola and Uber were designed for high frequency, multiple
short rides with small ticket sizes, and the others lost out in the process,” said RutvikDoshi,
director at Inventus Capital Partners.

The tide was in Ola’s favour until the middle of 2015, said industry executives, but the
narrative was to change soon.

46
PRICE WAR

Much like their peers in online retail—[Link] Inc. and Flipkart Ltd—Uber and Ola
have unleashed a price war which has resulted in a windfall for consumers and upped the
stakes for investors.

In an attempt to counter Uber’s overbearing presence, Ola, which raised $500 million more
in November 2015, launched a new category called Micro in March. Priced at Rs.6 per km,
Micro was cheaper than UberGO. Soon, and perhaps in response to Alexander’s boast, Ola
was claiming that Micro as a category was bigger than Uber’s entire India business.

“While discounts help in acquiring customers, they may or may not ensure loyalty towards
the brand. We believe that constant consumer-driven innovations, along with a robust supply
and availability, can help build loyalty and trust. We believe in building value for customers
by offering a wide range of options to suit different needs and use cases,” an Ola
spokesperson said in an email response.

While Ola’s claims on Micro remain unsubstantiated, the category has transformed Ola’s
fortunes, at least for now, said multiple industry executives.

Since its launch in early March, Ola has reversed much of last year’s market share loss to
Uber and opened up a big gap against its rival, Mint had reported on 15 June.

But the reversal of fortune has come at a cost. While Ola’s market share has jumped since the
launch of Micro, so has the company’s cash burn.

Consequently, Ola, which has raised about $1.2 billion from investors so far, has to scout for
more funds to match Uber’s spending power. Uber raised $3.5 billion from Saudi Arabia’s
Public Investment Fund and is in talks to raise another $2 billion in leveraged loan, The Wall
Street Journal reported in June.

47
A significant part of the money is likely to be invested in India.

HEAVY INVESTMENTS

Ola has also initiated talks with investors, both new and existing, to raise another $300-400
million, Mint reported on 15 June. To be sure, investors are increasingly becoming cautious
about their bets, with even online retailers such as Flipkart and Snapdeal (Jasper InfotechPvt.
Ltd), struggling to raise funds at their current valuations.

Both Ola and Uber need more cash as they invest heavily in customer acquisition and
retention, driver incentives and a steady supply of (new) cabs. Analysts say because Ola is
the only Indian cab company of any scale, it has a better chance of raising money than
leaders in other businesses.

Besides, one of its strategic investors, Didi, is flush with funds, having raised $7 billion in
June from a clutch of investors, including Apple Inc. and China Life Insurance Co.

Ola has started a new leasing subsidiary, Ola Fleet Technologies Pvt. Ltd, and committed an
initial investment of Rs.500 crore to this arm, while Uber invested about $7 million in its
leasing partner, Xchange Leasing India Pvt. Ltd, between January and March, Mint reported
on 15 June.

“We have close to 80% market share and we will continue to build on our competencies. We
are an Indian company with a much deeper understanding of the needs of Indian consumers,
and our focus is to offer seamless experience to them. It is always good to have competition.
It keeps us agile,” the Ola spokesperson said.

Ola claims to have more than 450,000 vehicles on the Ola platform, including cabs, auto-
rickshaws and regular black-and-yellow cabs. Uber does not disclose the corresponding
number, but claims to have more than 350,000 drivers on its platform.

But it isn’t easy to succeed in the cab business, an expert said.

“The kind of customers you want to approach with your offering matters. For example, the
upper middle class or premium customers are a thin segment. You need to get into the middle
class. They are going to be hard-nosed about how much they spend on transportation every
month. That means price points need to be lower to attract a larger audience,” said
VinodMurali, managing director, InnoVen Capital India.

“Over a period of time, the volume will ensure the business starts making sense even at a
lower price point,” he said.

Murali said he believes prices have stabilised.

That remains to be seen.

Neither Ola nor Uber seems keen to take its foot off the pedal.
48
On August 1, Uber announced the decision to merge its China operations with the dominant
ride-hailing service of the country, DidiChuxing. As part of this deal Uber will pick up a 20%
stake in a combined entity with DidiChuxing that is likely to be valued at $36 billion. Its
founder Travis Kalanick will join Didi’s board, while Didi founder Cheng Wei is stated to
join Uber’s board. Prior to this deal, Didi had formed a global anti-Uber alliance, which
consisted of Uber’s competitors from different countries. As the ring leader of this alliance, it
had invested $100 million in America’s Lyft and $20 million in India’s leading app
aggregator service – Ola.

These investments were meant to prevent Uber’s total dominance of the markets. Ironically
the merger with Didi provides Uber fuel to compete in the remaining markets while ending
its attempt to establish an independent foothold in China. It not only makes Uber an indirect
shareholder through Didi in its leading competitors Ola and Lyft; but also as part of a non-
compete agreement for international market, prevents Didi from providing further funding to
Uber’s competitors in various markets around the world. KartikHosanagar, a professor at The
Wharton School, said that Uber will now be a more important part of Didi's global strategy
than India’s Ola. According to him - "That will mean a lot of strategic information being
traded among the two and therefore will require Didi distancing itself from Ola and others."

As one of the most valuable start up, Uber possesses a fearsome reputation of taking on
competitors in every market it has entered. After spending nearly $1 billion in China, it hopes
to recover its reputation by becoming a market leader in the second-most populated nation in
the world. But India until now is turning out to be a different ballgame. In India, one of the
markets that the anti-Uber alliance was supposed to protect, Uber currently covers 26 cities
with 250,000 drivers on its platform. The market leader Ola, however, does more rides per
day than any other player in the country, while providing services in 102 cities and
possessing close to 450,000 drivers. Launched in 2011, two years before Uber entered India,
Ola has been able to gather knowledge of the domestic market, enabling it to ramp up fast.
Figuratively, Ola has a 15-20% lead on Uber in the world’s third-biggest market for ride
hailing app and has steadily grown to become a unicorn, India’s third-most valuable startup
after Flipkart and Snapdeal.

In India, the competitors have almost similar offerings. They have cars of different sizes
offering various slabs of fares. For example, the cheapest rides on Ola Mini and Uber Go
(hatchbacks) cost Rs 5 to Rs 8 per km. Both retain a 20% commission and have also matched
each other in innovations. On March 3, Uber started a new category of services under bike
taxis and Ola announced the same within 24 hours. While Ola has its own wallet, Ola Money
and also accepts cards and cash; besides digital wallets Paytm and Airtel, Uber uses cash and
cards—debit & credit, to help commuters pay for rides.

For the 2015 fiscal year, Ola had posted net losses of $7.96 billion on revenues of $4.21
billion. In order to reduce monthly cash burn it has shut down its Taxi For Sure (TFS)
business, which it had acquired in the same year. “The TFS value proposition as an economy
brand for customers, has been seamlessly integrated onto the Ola platform with the launch
and rapid adoption of Ola Micro. With all TFS driver-partners and customers coming on
49
board the Ola app, the integration is now complete,” Ola said in response to an emailed
query. It has fired 950 employees and has also closed down loss making operations such as
food and grocery delivery.

To maintain its lead in the Indian market, Ola is restructuring its business to channelize all its
investments primarily into its taxi business in the eight major cities where it competes
directly with Uber, with an increased focus on its low-cost taxis and ride-sharing services.
Uber meanwhile has responded by spending aggressively; in addition to the $1 billion that it
announced to invest in India last year, a further $500 million have been added in June this
year. Along with strategic moves that have become part of Indian Startup folklore, these two
juggernaughts are also fighting pitched battles in the Delhi High Court. The Bengaluru-based
company, Ola, has accused Uber of violating rules and operating cabs that are flouting a
court order to switch to clean-fuel cars in the Indian capital. Uber has denied the charge. For
its part, the U.S. company has sued Ola for $7.5 million to compensate for lost revenue and
goodwill, alleging the Indian market leader created about 94,000 fake user accounts with the
ride-hailing service and used them to make more than 405,000 false bookings, an accusation
that Ola has denied.

The Indian market is largely unorganised; the organised players such as Uber, Ola,
EasyCabs, Meru and others enjoy just 10% of the $15 billion valued market. As a result of
the no-holds barred battle for the taxi business between Ola and Uber, all the other traditional
competitors are bleeding. Rajiv Vij, CEO, Carzonrent, which runs EasyCabs says, "The taxi
market has been impacted due to pricing competition between Ola and Uber. We have not
invested in growth for some time now. We believe some sanity will emerge in another one or
two years as investors look for profits." But for the time being, profits are taking a back seat
as both of the competitors are focusing on growth. Thus, the company with deeper pockets
will be able to continue longer, while these discounts will garner market share in the short
run. However in long run, just like in China, the startup that is able to apply local know-how
in overcoming obstacles explained in part 2 of this article, will become the dominant player
in the fastest growing economy of the world.

50
 Chapter 5:-
RESEARCH
METHODOLOGY

51
 RESEARCH METHODOLOGY

In this chapter, I discuss the research design, area of study, population, sample of the
population, sampling technique, instrument for data collection, validation of the
questionnaire, administration of the instrument and method of data analysis.

MARKETING RESEARCH :

Definition of marketing research research as approved as by the board of directors of the

association of American marketing association is:
“Marketing research is the function which links the customer and public to the
marketer through information – information used to identity and define marketing
opportunities and problems generate define and understanding of marketing as process”.
Simply, marketing research isthe systematic design collection analysis and reporting of data
finding relevant to a specific marketing situation facing the company. Carefully planning
through all stages of the research is a necessity.
Objectivity in research is all-important. The heart of scientific method is the objective
gathering of the information.
The function as marketing research with in the company as to provide the information and
analytical necessary for effective.
➢ Planning of the future marketing activity.
➢ Control of the marketing operation in the present.
➢ Evaluation of marketing results.
A research may under take any of the three types of research investigation depending upon
the problem. These type of research included:
1. Basic research
2. Applied research
3. Designated Fact Gathering

BASIC RESEARCH:
It is also known as the pure fundamental research, which refers to those studies, sole purpose
of which is the discovery of new information. It is conducted to extend the horizons on given
area of knowledge with no immediate application to existing problems.
52
APPLIED RESEARCH:
It is attempt to apply the various marketing technique, which have been developed as
research, first and later on they become applied research techniques. It is on attempt to apply
the basic principles and existing knowledge for the purpose of solving operational problems.

DESIGNATED FACT GATHERING:

It refers to a research where the investigation attempts to gather some pre-determined data.

STEPS IN MARKETING RESEARCH:

Marketing research process can be out through following steps.
1. Define the problems and research objectives
2. Develops the research plan
3. Collect the information
4. Analysis and interpretation
5. Present the finding.

RESEARCH METHOD:
It must be classified on the basis of the major purpose of the investigation. In this
problem description studies have been undertaken, as the objective of the project is to
conduct the market shares study to determine the share of market received by the company to
the competitor.

53
 OBJECTIVES OF THE PROJECT

The objectives of this study/project are as follows:

1. ANALYSIS OF CONSUMER SATISFACTION IN CASE OF OLA CABS.

2. TO STUDY THE CONSUMER SATISFACTIONLEVEL REGARDING THE

VALUE ADDED SERVICES.

3. TO STUDY THE CONSUMERSATISFACTIONTOWARDS THE QUALITY OF

BRAND.

4. TO STUDY THE CONSUMER SATISFACTIONTOWARDS THE OLA CABS

DRIVERS AND QUALITY OF CABS.

5. ANALYSIS OF CONSUMER SATISFACTION OF OLA CABS RIDE QUALITY.

6. TO ANALYSE THE CUSTOMER SATISFACTION TOWARDS BEHAVIOUR OF

DRIVER.

54
 RESEARCH DESIGN

The researcher chose a survey research design because it best served to answer the questions
and the purposes of the study.

The survey research is one in which a group of people or items is studied by collecting and
analysing data from only a few people or items considered to be representative of the entire
group. In other words, only a part of the population is studied, and findings from this are
expected to be generalised to the entire population. McBurneydefines the survey assessing
public opinion or individual characteristics by the use of questionnaire and sampling
methods.

In this study, the options, perceptions and attitudes ofpeople of Delhi (NCR) were sought on
their experience and Satisfaction with Ola cabs.

55
 SAMPLING

Sample of the population:-

For some studies, the population may be small enough to warrant the
inclusion of all of them in the study. But a study may entail a large
population which cannot all be studied. That portion of the population that
is studied is called a sample of the population. A sample in this study is,
therefore, a smaller group

of elements drawn through a definite procedure from an accessible

population. The elements making up this sample are those that are
actually studied.

The sample of the population of this study stood at 200 respondents.

Sampling techniques:-
A stratified random sampling procedure was used for selecting the
participants in this study. This technique was employed to ensure a fairly
equal representation of the variables for the study,Within each section,
selection of people was by simple random sampling. This was achieved by
writing out the questionnaire in piece of paper which was given to the
individual.

After that the respondent was required to tick any option according to his
experience and Satisfaction with OLA Cabs.

Proportionate stratified random sampling technique was employed to

select 200 people in Delhi(NCR).

56
 DATA COLLECTION

The methodology adopted for this project is exploratory in nature since there is no hypothesis
that has to be tested. The conclusions have been drawn by exploratory research work.

There have been two sources of information collected:

Regarding the Primary data- A questionnaire was prepared with

demographic as well as qualitative questions regarding the
respondents’ liking. The questionnaire had a mix of multiple choice
questions, dichotomous questions, and scales. This survey was
prepared online on Google forms and sent out to the respondents.
The survey’s questions were contextual in nature. This means that
if suppose someone says no to the question, they won’t be further
asked questions on their views on Their satisfaction with ola cab
services.

The link of the survey was forwarded to hundreds of people

through social media and social networking platforms. The
survey received number of responses and the received data has
been analyzed through various data analysis tools like pie
charts, bar charts, among others. This analysis has been
presented later in thisdocument.

Regarding the Secondary data- Any primary data without the aid of
secondary data is not enough for a study. So the secondary data regarding
the markets, its composition, the company profiles of Ola, their valuations,
funding amounts, Taxi market size, organized market’s size, and their
growth rates among others were obtained from reliable sources on the
internetparticularly the companies own website.

Sample Size – 200

Statistical Tools used include Pie charts, Bar graphs, Line graphs, etc.

57
 NO. OF RESPONDENTS – 200

LOCATION OF RESEARCH - DELHI (NCR )

58
 Chapter 6:-
DATA ANALYSIS AND
INERPRETATION

59
Question:-1

Have you ever ridden in an Ola vehicle as a customer?

YES [ ]

NO [ ]

[Link] ANS. [Link] RESPONSE

1 YES 152
2 NO 48

No. Of Responses
160

140

120

100

80

60

40

20

0
[Link] Answer 1 Yes 2 No

Series1 Series2

DATA INTERPRETATION:

According to my survey there were 200 respondents of ola and the response of customer was
that 152 customers had ridden in ola as customer and 48 customer says that they had not
ridden in ola .

60
Question:-2
What is your age?

18 TO 24  25 TO 34  35 TO 44  45 TO 54  55 TO 64  65 TO 74  75 OR
OLDER

[Link]. AGE NO OF RESPONSE

1 18-24 124

2 25-34 42
3 35-44 22

4 45-54 12
5 55-64 0
6 65-74 0

7 75-OLDER 0

NO OF RESPONSE
140

120

100

80

60

40

20

0
1 18-24 2 25-34 3 35-44 4 45-54 5 55-64 6 65-74 7 75-OLDER

NO OF RESPONSE

DATA INTERPRETATION:

According to my survey the age of maximum respondents was 18 to 24 (124) and some
respondents was 25 to 34 (42) and some respondents was 35 to 44(22) and also some
respondents was 45 to 54 (12).
61
Question:-3
What is your gender?

MALE.

FEMALE.

[Link] GENDER [Link] RESPONSE

1 MALE 128

2 FEMALE 72

[Link] RESPONSE

140

120

100

80

60

40

20

0
1 MALE 2 FEMALE

[Link] RESPONSE

DATA INTERPRETATION:

From 200 respondents 128 were male and 72 were female.

62
Question:-4

4. Where do you live? (City, State)

[Link]
[Link] CITY RESPONSE
1 DELHI 39
2 GHAZIABAD 73
3 NOIDA 18
4 GURUGRAM 57
5 OTHERS 13

[Link] RESPONSE

80

70

60

50

40

30

20

10

0
1 DELHI 2 GHAZIABAD 3 NOIDA 4 GURUGRAM 5 OTHERS

[Link] RESPONSE

DATA INTERPRETATION:

According to my survey the maximum respondents was from GHAZIABAD (73) and (39)
respondents was from DELHI.

(18) respondents was from NOIDA and (57)from GRUGRAM.

63
And also from other states (13).

Question:-5

Do you own a drivable automobile?

YES 

NO 

[Link] ANS [Link] RESPONSE

1 YES 136

2 NO 64

[Link] RESPONSE
160

140

120

100

80

60

40

20

0
1 YES 2 NO

[Link] RESPONSE

DATA INTERPRETATION :

64
According to survey 136 respondents said that they have there own automobile and 64
respondents don’t have there own automobile.

Question:-6

Which factor is most important to you when choosing a form of transportation?

SAFETY 

PRICE (AFFORDABILITY) 

EASE OF USE 

OTHER (PLEASE SPECIFY) 

S. NO. FACTOR NO. OF RESPONSE

1 SAFETY 72

2 PRICE 80

3 EASE OF USE 48

4 OTHER 0

NO. OF RESPONSE

1 SAFETY 2 PRICE 3 EASE OF USE 4 OTHER

65
 DATA INTERPRETATION:

According to my survey maximum respondents (80) gives priority to price and 72

respondents said they need safety first.

And 48 respondents gives priority to comfort .

Question:-7

Please indicate your level of agreement with the statements below.

Highly Agree either agree Disagree Highly

Agree or disagree Disagree

Level 1

Level 2

Level 3

[Link] LEVEL Highly Agree Either Disagree Highly. NO. OF

Agree (A) Agree&DIS (DA) Disagree RESPONSE
(HG) Agree (HD)

1 LEVEL 1 - 72 - - - 72

2 LEVEL 2 48 - - - - 48

3 LEVEL 3 80 - - - - 80

NO. OF RESPONSE

80
60
40
20
0
1 LEVEL 1 - 72 - - - 2 LEVEL 2 48 - - - - 3 LEVEL 3 80 - - - -

NO. OF RESPONSE

66
DATA INTERPRETATION:

According to survey 72 respondents feel satisfied with ola’s decision making process and 48
respondents was highly agree in trusting ola as an organisation.

80 respondents was highly agree with this statement (Ola keeps its promises).

Question:-8

8. Please indicate your level of agreement with the statements below.

Highly Agree either agree Disagree Highly

Agree or disagree Disagree

 Ola meets my needs 

As a customer.

 My relationship with ola is good. 

 I m generally satisfied with my

Relationship with Ola.

 Ola is my preferred mode of transportation. 

[Link] STATEMENT H. AG. AG. [Link] DIS. AG. HIG. NO. OF

&DIS DIS. AG RESPONSE
AG.

1 Ola meets my - 20 - - - 20
needsAs a
customer.

2 My relationship - - 8 - - 8
with ola is good.

3 I m generally - 14 - - - 14
satisfied with
my
Relationship
with Ola.
67
 4 Ola is my - - 8 - - 8
preferred mode
of
transportation.

NO. OF RESPONSE

1 Ola meets my needsAs a customer. - 80 - - -

1
2 My relationship with ola is good. - - 32 - -
3 I m generally satisfied with my - 56 - - -
3 Relationship with Ola.
4 Ola is my preferred mode of transportation. --8--

DATA INTERPRETATION:

80 respondents was agree with this statement that ola meets my needs as a customer and 32
respondents was either agree or disagree with this statement that my relationship with ola is
good.

56 respondents feels satisfied with my relationship with ola and 32 respondents was either
agree or disagree with this statement that ola is my preferred mode of transportation.

68
Question:-9

Please answer the following:

Highly Agree either agree Disagree Highly

Agree or disagree Disagree

I feel safe as a customer

Riding with Ola 

Ola (and their policies)

has done an adequate job 

of keeping customers safe in

Ola vehicles.

I am willing to ride with

Ola in future.

[Link] STATEMENT H. AG. AG. [Link] DIS. HIG. NO. OF

&DIS AG. DIS. RESPONSE
AG. AG
1 I feel safe as a - 104 - - - 104
customer
Riding with
Ola
2 Ola (and their 56 - - - - 56
policies)
has done an
adequate job
of keeping
customers safe
in Ola
vehicles.

69
 3 I am willing to - 40 - - - 40
ride with
Ola in future.

Chart Title
120

100

80

60

40

20

0
[Link] STATEMENT H. AG. AG. [Link] &DIS DIS. AG. HIG. DIS. AG NO. OF
AG. RESPONSE

Series1 Series2 Series3 Series4 Series5 Series6 Series7 Series8

DATA INTERPRETATION:

104 respondents was agree they said that they feel safe as a customer riding with ola and 56
respondents was highly agree with this statement - Ola (and their policies) has done an
adequate job of keeping customers safe in Ola vehicles.

40 respondents was agree with this statement - I am willing to ride with Ola in future.

70
Chapter 7:-
FINDINGS

71
 FINDINGS

1. In the survey there were 200 respondents of ola and the response ofrespondents
was that 152 had ridden in ola and 48 respondents says that they had not rid in ola.
2. According to my survey the age of maximum respondents was 18 to 24 (124) and
some respondents was 25 to 34 (42) and some respondents was 35 to 44(22) and also
some respondents was 45 to 54 (12).
3. According to my survey Of 200 respondents 128 were male and 72 were female.
4. According to my survey the maximum respondents was from GHAZIABAD (73) and
(39) respondents was from DELHI.
(18) respondents was from NOIDA and (57)from GRUGRAM.
And also from other states (13).
5. According to the survey maximum respondents gives priority to price and some
respondents said they need safety first.
6. A no. of respondents was agree they said that they feel safe as a customer riding with
ola and some respondents thinks that Ola (and their policies) has done an adequate
job of keeping customers safe in Ola vehicles. People arre willing to ride with Ola in
future.
7. A no. of respondents was agree they said that ola meets their needs as a customer and
some respondents feels satisfied with their relationship with ola..
8. 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.
9. Majority of the respondents say that they are “Satisfied” with the overall satisfaction
level of OLA cab services.

72
 Chapter 8:-
LIMITATIONS

73
 LIMITATIONS

Every attempt will be taken to obtain the error free and meaningful result but as nothing in
this world is 100% perfect I believe that there will still the chance for error on account of
following limitations-

(1) Respondent’s unavailability.

(2) Time pressure.

(3) Courtesy bias.

The sample respondents may not represent the entire population. The study is limited by time
and financial resources. The respondents may be casual while answering the query. The
consumer behaviour is dynamic in nature and it tough to make robust conclusions from the
study. These limitations can be addressed through future studies in the field of consumer
behaviour.

74
 Chapter 9:-
SUGGESTIONS

75
 SUGGESTIONS

Technology

1. Customer care contact on app

2. Correct/Realistic ETA of driver at pickup point
3. Re-look sharing route algorithm
4. Alternate route suggestions for optimised travel

Driver on board

1. Proper background check

2. Attention and training towards car cleanliness and maintenance
3. Behavioural training

Customer experience

1. Trained customer service agent

2. Issue resolution strictly within defined SLAs

Customer Focus (Survey)

1. Partner with car companies to disable/remove child lock feature from Ola cabs
2. Listen to customer problems and hold hands to resolve issues
3. Run campaigns like #MyOlaDay and reward for best selfie post on social media
4. Put customers on spotlight, appreciate them and make them feel important
5. Surprise upgrades on cab
6. Take advice and credit them for it
7. Make quality a priority

Listen to drivers (Survey)

1. Drivers are the employees who are Ola’s face value. Invest in addressing their
concerns
2. Meet and greet or saying Hello and Goodbye to customers should be a value system
that shall be inculcated in the drivers
3. Reward them for customer oriented approach

76
Chapter 10:-
CONCLUSION

77
 CONCLUSION

India‟s major attractiveness lies in its market size and increased purchasing power resulting
in uplifting lifestyles. On the other hand Indian consumers are smart, very demanding and
highly price-sensitive with no brand loyalty; managing such market is not an easy task.
Company need to constantly be on their toes and keep designing new packages and offers to
allure the customers for long which at times result in a lot of cash [Link], it would
not be that easy for the company Ola to operate in such an environment. They have to
optimise their costs at all levels; need to be more customer-centric & target oriented; highly
innovative; resistant to pressure from the regulatory authorities and above all keep delighting
their customers as „customer is the king‟

.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 Merucabs
throughout NCR.

78
 Chapter 11:-
BIBLIOGRAPHY

79
 BIBLIOGRAPHY

 [Link]
 [Link]
_Brand_Awareness_and_Customers_Satisfaction_towards_
OLA_Cabs_in_Bengaluru_North_and_South_Region_
 [Link]
 [Link]
 [Link]
[Link]
 Permission Marketing by Seth Godin
 The Lean Startup by Eric Ries

80
APPENDIX

81
 APPENDIX
1. Have you ever ridden. in an Ola vehicle as a customer?

YES [ ]

NO [ ]

2. What is your age?

18 TO 24  25 TO 34  35 TO 44  45 TO 54  55 TO 64  65 TO 74  75 OR
OLDER

3. What is your gender?

MALE.

FEMALE.

4. Where do you live? (City, State)

5. Do you own a drivable automobile?

YES 

NO 

[Link] factor is most important to you when choosing a form of transportation?

SAFETY 

PRICE (AFFORDABILITY) 

EASE OF USE 

OTHER (PLEASE SPECIFY) 

[Link] indicate your level of agreement with the statements below.

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Highly Agree either agree Disagree Highly

Agree or disagree Disagree

Level 1

Generally, I feel that I am 

Satisfied with Ola’s

Decision-making process.

Level 2

I trust Ola as 

An Organization.

Level 3

Ola keeps its promises. 

8. Please indicate your level of agreement with the statements below.

Highly Agree either agree Disagree Highly

Agree or disagree Disagree

Ola meets my needs 

As a customer.

My relationship with ola is good. 

I m generally satisfied with my

Relationship with Ola.

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Ola is my preferred mode of transportation. 

9. Please answer the following:

Highly Agree either agree Disagree Highly

Agree or disagree Disagree

I feel safe as a customer

Riding with Ola 

Ola (and their policies)

has done an adequate job 

of keeping customers safe in

Ola vehicles.

I am willing to ride with

Ola in future.

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