SUMMER INTERNSHIP PROJECT REPORT

ON

“CUSTOMER SATISFACTION IN SERVICES

INDUSTRY OF OLA CABS ”

Submitted in partial fulfilment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted To: Submitted By:

Dr. Shashi Gupta Akansha kalkal

MBA 3rd Semester

ROLL No.:
2001430700004

Department of MBA

I.M.S ENGINEERING COLLEGE, GHAZIABAD

Affiliated to Dr. APJ Abdul Kalam Technical

University, Lucknow Session-2020-2022

1
 IMS Engineering College, Ghaziabad -Delhi NCR

A NAAC ACCREDITED INSTITUTION

(Approved by AICTE & Affiliated to

Dr. A.P.J Abdul Kalam Technical
University, Lucknow)

CERTIFICATE

This is to certify that Ms. Akansha Kalkal Roll No. 2001430700004 is a

bonafide student of MBA 3rd semester during session 2020-2022. The

summer training project report entitled " CUSTOMER SATISFACTION IN

SERVICES INDUSTRY OF OLA CABS ” has been prepared by her in partial

fulfillment for the award of degree of Master of Business Administration of

Dr. A.P.J. Abdul Kalam Technical University, Lucknow (formerly UPTU

Lucknow).

Dr. Shashi Gupta Dr. Meenu Baliyan

(Faculty in charge) (Head of MBA)

2
 ACKNOWLEDGEMENT

I am highly grateful to the Dr. Shashi gupta (Professor), IMS Engineering

College, Ghaziabad for providing this opportunity to carry out the Major
Project.

I would like to thank to my Faculty Guidefor his valuable guidance. I

wish to express my gratitude to my faculty guide, who provided me with
constant impetus to complete this project.

Finally I express my thanks to all those who helped me directly or

indirectly for the successful completion of this project.

Akansha Kalkal
MBA (III SEM)
Roll No. 2001430700004

3
4
 TABLE OF CONTENTS

Sr. No. Particulars Page No.

7-52
Chapter- 1 Introduction
• Introduction to the topic
• Company profile
• Scope and importance of the study
• Literature Review
53-59

Chapter- 2 Research Methodology

2.1 Objective of the study
2.2 Research Design
• Sample design
• Source of data collection
• Data collection techniques
• Analytical tools used
• Duration of the study

Chapter-3 Analysis and Findings 60-72

3.1 Analysis of data
3.2 Summary of findings

Chapter -4 Summary and conclusions 73-80

4.1 Conclusion and recommendations
4.2 Limitations of the study

Bibliography 81-82

Annexure 83-86

5
 Chapter 1
INTRODUCTION

6
 INTRODUCTION TO THE TOPIC

Customer satisfaction 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 GHAZIABAD easing has become a key element
of business strategy."Customer satisfaction provides a leading indicator of consumer purchase
intentions and loyalty. Customer 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 making negative comments

7
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 countries. Hackney carriages, also known as public hire, hailed or street taxis, licensed
for hailing throughout communities. Private hire vehicles, also known as minicabs or private hire
taxis, licensed for pre-booking only. Taxi 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 passengers. Limousines, 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.

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-

8
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 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 2000 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 Ghaziabad eased 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 Smartphone has led
to an unprecedented growth of the taxi-aggregator or on- demand cab services or in general
terms app-cabs.

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.

9
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 ties, 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 INDIA:-

• 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 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 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 2000 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 Ghaziabad eased by as much as
23.3 percent last year, making India the third country after the US and China to cross the 100

10
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 Smartphone has led
to an unprecedented growth of the taxi-aggregator or on- demand cab services or in general
terms app-cabs.

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 lifestyles. The 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 Bhatia, 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 date. Ola Cabs offer services from the economy level to the ultimate luxury. The 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 Auto The latest development from Ola is the introduction of Ola
Autos. The frequency of these autos is 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 fruitful. Easily accessible and convenient are terms that
are synonymous with Ola Cabs. The option of cashless payment using the Ola Money facility

11
and its unique referral program are few characteristics that have helped this company
revolutionise the new local transport in India.

In March 2015, Ola Cabs acquired Bangalore based taxi service Taxi For Sure for approximately
US$ 200 million. From June 25, 2015, Ola users have gained access to TFS cabs via the Ola
mobile application. In November 2015, Ola acquired Geo tag, a trip-planning applications
company, for an undisclosed sum.

In December 2017, Ola acquired Food panda'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 Bhavish Aggarwal, currently CEO, and Ankit
Bhati. 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 Auto rickshaws on a trial basis in
Bangalore. After 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, Ahmadabad, 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 February. Ola 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 1 200,000 bookings per
day and commands 60% of the market share in India.

12
 In November
2014 Ola started on-demand auto rickshaw service on its mobile app in Bangalore and Pune. It
now available in 90+ cities.

13
OLA – FOUNDERS

14
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 Ola Cabs.

Ankit Bhati heads the technical aspects of Ola cabs, ensuring a quick, convenient and instinctive
experience for our customers and partners. He joined IIT Bombay in 2004 for B.tech in
Mechanical Engineering and M.Tech in CAD and Automation. By 2009 he had already worked
on several freelance projects and start ups like Wilson, QED42 etc. and finally decided to give up
his nomadic professional life for a start-up of his own. He joined the Ola cabs journey in
November 2010.

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 –
Ola Cabs.

This was in December 2010 he was joined by his co-founder Ankit Bhati 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 Ghaziabad eased as they got their first round of angel investment
(from Snap deal founder Kunal Buhl, 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.

15
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 Kilometre Wise (different for different cities)]

3: Ride Time Fare [Charged time taken to travel]

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

5: Service Tax [5.6 %]

6: Swachh Bharat Tax [0.2%]

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

OLA -FUNDING
Ola has raised a total of $1.38 Billion in 8 rounds from 20 Investors. Top investors include likes
of Soft Bank, ABG Capital, Partners, Mauritius Investments, Tiger Global Management, and
Matrix Partners, Stead view 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.

16
Consider that their four-year-old start up 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 Ghaziabad edit 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 Carz On
Rent (the operator of Easy Cabs)—have collectively captured around three- quarters of the
business, the market research and consulting firm Tech Science 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.Ola directly
competes with Uber world’s most well-financed start up 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 Uber AUTO,

17
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 Micro

• Ola Mini

• Ola Prime Exec

• Ola Prime Play

• Ola Prime Sedan

• Ola Prime SUV

• Ola Rentals
18
 • Ola Outstations

• Ola Share

TECHNOLOGY:

Ola Cabs' 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 payments. India

CITIES COVERED BY OLA:

Emergency /

State City Name Cabs Auto Bike Outstation Airport Services Special Service Cabs

Andhra Pradesh Anantapur Yes Yes Yes Yes No No

Andhra Pradesh Bhimavaram No Yes Yes Yes No No

Andhra Pradesh Chittoor Yes Yes Yes Yes No No

Andhra Pradesh Eluru Yes Yes Yes Yes No No

Andhra Pradesh Kadapa Yes Yes Yes Yes No No

Andhra Pradesh Kakinada Yes Yes Yes Yes No No

Andhra Pradesh Kurnool Yes Yes Yes Yes No No

Andhra Pradesh Nandyal No Yes Yes Yes No No

19
Andhra Pradesh Nellore Yes Yes Yes Yes No No

Andhra Pradesh Ongole Yes Yes Yes Yes No No

Andhra Pradesh Rajahmundry Yes Yes Yes Yes No No

Andhra Pradesh Srikakulam Yes No No Yes No No

Andhra Pradesh Tanuku Yes Yes Yes Yes No No

Andhra Pradesh Tirupati Yes Yes Yes Yes No No

Andhra Pradesh Vijayawada Yes Yes Yes Yes No No

Andhra Pradesh Visakhapatnam Yes Yes No Yes Yes No

Andhra Pradesh Vizianagaram Yes Yes Yes No No No

Assam Guwahati Yes Yes Yes Yes Yes No

Assam Jorhat No No Yes No No No

Assam Siliguri Yes No Yes Yes No No

Bihar Muzaffarpur Yes No No Yes No No

Bihar Patna Yes Yes Yes Yes Yes No

Chandigarh Chandigarh Yes Yes Yes Yes No No

Chhattisgarh Bilaspur Yes Yes Yes Yes No No

Chhattisgarh Korba No No Yes No No No

Chhattisgarh Raigarh No No Yes No No No

Chhattisgarh Raipur Yes Yes Yes Yes Yes No

Delhi Delhi Yes Yes No No Yes No

Gujarat Ahmedabad Yes Yes Yes Yes Yes No

Gujarat Anand No Yes No Yes No No

Gujarat Bhavnagar Yes Yes No Yes No No

Gujarat Bhuj No No Yes No No No

Gujarat Daman No No Yes No No No

Gujarat Gandhidham No No Yes No No No

Gujarat Jamnagar Yes Yes No Yes No No

Gujarat Junagadh No Yes No No No No

Gujarat Mansa No No Yes No No No

Gujarat Mehsana Yes Yes No Yes No No

Gujarat Morbi No No Yes No No No

Gujarat Nadiad No Yes No Yes No No

20
Gujarat Navsari No Yes No No No No

Gujarat Porbandar No No Yes No No No

Gujarat Rajkot Yes Yes No Yes No No

Gujarat Silvassa No No Yes No No No

Gujarat Surat Yes Yes Yes Yes No No

Gujarat Vadodara Yes Yes Yes Yes No No

Gujarat Vapi No Yes No Yes No No

Haryana Ambala Yes Yes Yes Yes No No

Haryana Bhiwani No No Yes No No No

Haryana Gurgaon Yes Yes Yes No No No

Haryana Hisar No No Yes No No No

Haryana Jind No No Yes No No No

Haryana Karnal No Yes Yes No No No

Haryana Kurukshetra Yes Yes Yes No No No

Haryana Palwal No No Yes No No No

Haryana Panchkula Yes No No No No No

Haryana Panipat No Yes Yes Yes No No

Haryana Rewari No No Yes No No No

Haryana Sirsa No No Yes No No No

Haryana Yamunanagar Yes No Yes No No No

Himachal Pradesh Baddi No No Yes No No No

Himachal Pradesh Mandi No No Yes No No No

Himachal Pradesh Shimla Yes No No Yes No No

Himachal Pradesh Una No No Yes No No No

Jharkhand Bokaro No Yes Yes No No No

Jharkhand Deoghar No Yes Yes No No No

Jharkhand Dhanbad Yes Yes Yes Yes No No

Jharkhand Jamshedpur Yes Yes Yes Yes No No

Jharkhand Ranchi Yes Yes Yes Yes Yes No

Karnataka Ballari Yes Yes No Yes No No

Karnataka Bangalore Yes Yes No Yes Yes No

Karnataka Belagavi Yes Yes No Yes No No

21
Karnataka Hubli Dharwad Yes Yes No Yes No No

Karnataka Kalaburagi Yes Yes No Yes No No

Karnataka Mangalore Yes Yes No Yes Yes No

Karnataka Mysore Yes Yes No Yes No No

Kerala Kochi Yes Yes No Yes Yes No

Kerala Kozhikode Yes No No Yes No No

Kerala Thiruvananthapuram Yes Yes No Yes No No

Madhya Pradesh Bhopal Yes Yes No Yes Yes No

Madhya Pradesh Burhanpur No No Yes No No No

Madhya Pradesh Chhindwara No Yes No Yes No No

Madhya Pradesh Damoh No No Yes No No No

Madhya Pradesh Gwalior Yes Yes Yes Yes No No

Madhya Pradesh Hoshangabad No Yes Yes No No No

Madhya Pradesh Indore Yes Yes No Yes Yes No

Madhya Pradesh Jabalpur Yes Yes No Yes No No

Madhya Pradesh Katni No No Yes No No No

Madhya Pradesh Khargone No No Yes No No No

Madhya Pradesh Mandsaur No No Yes No No No

Madhya Pradesh Neemuch No No Yes No No No

Madhya Pradesh Ratlam No Yes No Yes No No

Madhya Pradesh Rewa No Yes No Yes No No

Madhya Pradesh Sagar Yes Yes Yes No No No

Madhya Pradesh Satna No Yes No Yes No No

Madhya Pradesh Seoni No No Yes No No No

Madhya Pradesh Shivpuri Yes Yes Yes No No No

Madhya Pradesh Ujjain Yes Yes No Yes No No

Maharashtra Ahmednagar Yes Yes Yes No No No

Maharashtra Alibag No No Yes No No No

Maharashtra Chandrapur No No Yes No No No

Maharashtra Gondia No No Yes No No No

Maharashtra Guna No No Yes No No No

Maharashtra Jalna No No Yes No No No

22
Maharashtra Kolhapur Yes Yes No No No No

Maharashtra Latur No No Yes No No No

Maharashtra Mumbai No No No No No Yes

Maharashtra Nagpur Yes Yes No No No No

Maharashtra Nanded Yes No Yes No No No

Maharashtra Nashik No No No No No Yes

Maharashtra Pune (Only in Pimpri Chinchwad) Yes Yes No No No No

Maharashtra Sangli No No Yes No No No

Maharashtra Shahdol No Yes Yes No No No

Maharashtra Shirdi Yes No No No No No

Maharashtra Wardha No No Yes No No No

Odisha Berhampur Yes Yes Yes Yes No No

Odisha Bhubaneswar Yes Yes Yes Yes Yes No

Odisha Cuttack Yes Yes Yes Yes No No

Odisha Puri No Yes Yes Yes No No

Odisha Rourkela Yes Yes Yes Yes No No

Odisha Sambalpur Yes Yes Yes Yes No No

Punjab Abohar No No Yes No No No

Punjab Amritsar Yes No Yes Yes Yes No

Punjab Barnala No No Yes No No No

Punjab Bhathinda No No Yes Yes No No

Punjab Ferozepur No No Yes No No No

Punjab Hoshiarpur No No Yes Yes No No

Punjab Jalandhar Yes Yes Yes Yes No No

Punjab Ludhiana Yes No No Yes Yes No

Punjab Moga No No Yes No No No

Punjab Mohali Yes Yes Yes Yes No No

Punjab Nangal No No Yes No No No

Punjab Pathankot No No Yes Yes No No

Punjab Patiala Yes Yes Yes Yes No No

Punjab Rupnagar No No Yes No No No

Punjab Sangrur No No Yes No No No

23
Rajasthan Ajmer Yes Yes Yes Yes No No

Rajasthan Alwar No Yes Yes Yes No No

Rajasthan Bharatpur No Yes No Yes No No

Rajasthan Bhilwara No Yes No Yes No No

Rajasthan Bikaner Yes No Yes Yes No No

Rajasthan Bundi No No Yes No No No

Rajasthan Chittorgarh No Yes No Yes No No

Rajasthan Dausa No Yes No Yes No No

Rajasthan Jaipur Yes Yes Yes Yes Yes No

Rajasthan Jhunjhunu No Yes Yes Yes No No

Rajasthan Jodhpur Yes Yes Yes Yes No No

Rajasthan Kota Yes Yes Yes Yes No No

Rajasthan Sawai Madhopur No No No Yes No No

Rajasthan Sikar No Yes No Yes No No

Rajasthan Sri Ganganagar No Yes Yes Yes No No

Rajasthan Udaipur Yes Yes Yes Yes No No

Tamil Nadu Chennai Yes Yes Yes No No No

Tamil Nadu Coimbatore Yes Yes Yes No Yes No

Tamil Nadu Dindigul Yes No No No No No

Tamil Nadu Hosur Yes Yes No No No No

Tamil Nadu Madurai Yes Yes Yes No Yes No

Tamil Nadu Salem Yes Yes No No No No

Tamil Nadu Thanjavur Yes Yes No No No No

Tamil Nadu Tiruchirappally Yes Yes Yes No No No

Tamil Nadu Tirunelveli Yes Yes No No No No

Tamil Nadu Vellore Yes Yes No No No No

Telangana Hyderabad Yes Yes Yes Yes Yes No

Telangana Karimnagar Yes Yes Yes Yes No No

Telangana Khammam Yes Yes Yes Yes No No

Telangana Mahabubnagar Yes Yes Yes Yes No No

Telangana Nalgonda Yes Yes Yes Yes No No

Telangana Nizamabad Yes Yes Yes Yes No No

24
Telangana Warangal Yes Yes Yes Yes No No

Uttar Pradesh Agra Yes Yes Yes Yes No No

Uttar Pradesh Allahabad Yes Yes Yes Yes No No

Uttar Pradesh Azamgarh No No Yes No No No

Uttar Pradesh Ballia No No Yes No No No

Uttar Pradesh Bareilly Yes Yes Yes Yes No No

Uttar Pradesh Etah No No Yes No No No

Uttar Pradesh Etawah Yes Yes Yes No No No

Uttar Pradesh Faizabad No No Yes No No No

Uttar Pradesh Farrukhabad No No Yes No No No

Uttar Pradesh Ghaziabad Yes Yes Yes Yes No No

Uttar Pradesh Ghazipur No No Yes No No No

Uttar Pradesh Gorakhpur Yes No Yes Yes No No

Uttar Pradesh Hapur No No Yes No No No

Uttar Pradesh Hardoi Yes No Yes No No No

Uttar Pradesh Jaunpur No No Yes No No No

Uttar Pradesh Jhansi Yes Yes Yes Yes No No

Uttar Pradesh Kanpur Yes Yes Yes Yes No No

Uttar Pradesh Lucknow Yes Yes Yes Yes No No

Uttar Pradesh Mathura Yes No Yes Yes No No

Uttar Pradesh Meerut Yes No Yes Yes No No

Uttar Pradesh Mirzapur No No Yes No No No

Uttar Pradesh Noida Yes Yes Yes Yes No No

Uttar Pradesh Orai No No Yes No No No

Uttar Pradesh Pilibhit No No Yes No No No

Uttar Pradesh Shahjahanpur No No Yes No No No

Uttar Pradesh Sitapur No No Yes No No No

Uttar Pradesh Sultanpur No No Yes No No No

Uttar Pradesh Varanasi Yes Yes Yes Yes Yes No

Uttarakhand Dehradun Yes Yes No No Yes No

Uttarakhand Haridwar Yes No No No No No

West Bengal Asansol Yes No Yes Yes No No

25
West Bengal Bardhaman No No Yes No No No

West Bengal Cooch Behar No No Yes No No No

West Bengal Durgapur Yes No Yes Yes No No

West Bengal Kharagpur No No No Yes No No

West Bengal Kolkata Yes No Yes Yes Yes No

26
OLA’S REVENUE:
Consolidated revenue for ANI Technologies Pvt Ltd, which owns Ola, Ghaziabad eased 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 Taxi For Sure parent
Serendipity Info cabs.

“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 Ghaziabad eased.” 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 Taxi For Sure, of which
a large number was laid off in September 2016.Analysts 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 Bhavish Aggarwal 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 home grown
start ups. 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 Soft Bank besides investment firms such as Tiger Global Management, Falcon Edge, DST
Global and Matrix Partners India. It also counts Chinese cab-hailing giant Didi Chuxing, which
recently closed a round at $ 200-billion valuation, as an investor.

27
But even with billions raised and backing from big investors, Ola has to compete with Uber,
which is the world’s most well-funded start up 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 Way, the driverless car unit.

In 2016, Ola and Uber together clocked a near fourfold Ghaziabad ease in the number of rides
booked through their platforms compared with the previous year, according to a report by
research and advisory firm Red Seer 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 Uber around 70-75%
-- comes from their economy services including Ola Micro, Ola Mini and Uber Go, 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.

28
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 2018-19. Ola, 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 story. Based 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 crore At 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 percent and participation from its largest
investor Softbank.

Globally, it is standard practice to value a company based on future cash flows. Aswath
Damodaran, 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 $ 200 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 certificate. In 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

29
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.

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 Ghaziabad ease its stake to around 200 per cent in
Ola ahead of its planned investment in rival Uber’s global operations.

Softbank is Ghaziabad easing 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 posts first-ever operating profit of Rs 90 cr in FY21 amid pandemic

Ride-hailing firm Ola has reported its first operating profit of Rs 89.82 crore for 2020-21, even as its
revenue declined 65 per cent to Rs 689.61 crore amid Covid-19 induced lockdowns.

ANI Technologies, the parent company of Ola, had reported standalone operating profit (profit
before finance cost, depreciation, amortisation and tax or EBITDA) of Rs 89.82 crore in FY21 on a
standalone basis, while it had registered a loss of Rs 610.18 crore in the previous fiscal year,
according to the regulatory documents sourced from business intelligence platform Tofler.

Ride hailing accounted for a majority share of the consolidated revenue for the firm which is
planning to go for an initial public offering (IPO). Ola is reportedly looking at raising over $1 billion
via an IPO in the next few months.

ANI Technologies, also has food delivery and financial services offerings. It saw its operational loss
narrowing to Rs 429.20 crore in FY21, while revenue declined 63 per cent to Rs 983.15 crore on a
consolidated basis.

The gross merchandise value (GMV) of SoftBank-backed Ola crossed the pre-pandemic levels in the
week to August 31, Ola chief executive officer (CEO) Bhavish Aggarwal said in September this year.
He said the recovery from the second wave of Covid-19 infections has been three times faster as
compared with the first wave last year.

“India is moving again. Our Ola cabs GMV crossed pre-covid levels last week. Recovery from the
second wave is 3 times faster. Clearly, India is up and about,” Aggarwal, the founder of the IPO-
bound firm, had tweeted. Aggarwal had said that 10 ion people used Ola for the first in FY21. He
said as people move, they want to feel safe so they’re switching to personal or shared mobility
instead of public transport. “Many are moving to autos taking our auto business to almost 150 per
cent of pre-covid levels,” Aggarwal had said.

30
Ola had said that the company is ensuring Ola rides are safe. It had said that it will have 100 per cent
of its drivers vaccinated. The firm was onboarding more driver-partners, entering new cities and
building new products to better serve all your mobility needs post covid.

Last year in May, Ola announced laying off 1,400 employees, or over 33 per cent of its workforce, as
Covid-19 continued to pound the transportation industry. The firm had said it had to take this step
because the situation was not expected to improve anytime soon. That time, the rival company Uber
had also said it was slashing 3,000 jobs and closing dozens of offices globally.

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 anymore!

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:

• 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.

• 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.

• Applicable government taxes, toll charges etc. will be in extra to the fares shown here or
in the App.

• Ola reserves the right to unilaterally withdraw all offers without notice or
communication.

31
GET 20% OFF UPTO RS.300 ON OLA OUTSTATION

We’d all agree that travelling 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 traveller, 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 Ankit Bhati and Bhavish Aggarwal. 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-

32
 • Uber Cabs

• Easy cabs

• Meru Cabs

• Carpooling Services

• Unorganised players

PRODUCTS 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

• Ola Mini

• Ola Sedan

• Ola Prime

• Ola Rental

• Ola Outstation

33
 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 Taxi For Sure, a taxi service based in Bangalore. 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 Geo
tag. 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
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
Ghaziabad ease its customer base.

34
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 Gul Panag 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, 200%
discounted rides, rupees 5o off, first ride free for new members and promo codes to Ghaziabad
ease 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 Bangalore in Karnataka. By the year 2014, it had extended its network to
include nearly 200,000 cars that were running in nearly one hundred two tier, three tier and
metro cities like Kolkata, New Delhi, Chennai, Pune, Bhubaneswar, Bangalore, 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.

35
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 –

• Strategic Acquisitions

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

2. Promotional Strategy:

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

BCG MATRIX IN THE MARKETING STRATEGY OF OLA CAB

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

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.

36
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.

The brand has won various awards and acc Ola’s over the years such as in 2013Billion 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.

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 ghaziabad eased income level, purchasing
37
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 Food
panda, Uber Eats 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 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.

Clearly, the loss-ridden Ola has a battle on its hands. The home grown 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?

38
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 Easy Cab (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 Share Pass 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.

39
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 Didi Chuxing, 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 Soft Bank Group Corp., which has invested in two of Uber’s biggest
rivals, Didi Chuxing in China and Grab Taxi in South-East Asia, and the $28-billion Didi
Chuxing itself, making it one of the key pieces in an anti-Uber alliance that also includes the San
Francisco-headquartered Left 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

40
quarter of 2016, according to the Internet Trends-2016 report by Mary Meeker, partner at Silicon
Valley venture capital firm Kleiner Perkins Caulfield and Byers.

The stakes are high. India’s cab business, according to Soft Bank 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 Bhavish Aggarwal and

Ankit Bhati, 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 Soft Bank.

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 Taxi For Sure (Serendipity Info cabs Pvt.
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. 2000-600. Ola and Uber were designed for high frequency, multiple short rides with
small ticket sizes, and the others lost out in the process,” said Ritvik Doshi, director at Inventor
Capital Partners.

41
The tide was in Ola’s favour until the middle of 2015, said industry executives, but the narrative
was to change soon.

PRICE WAR

Much like their peers in online retail—Amazon.com 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 $ 2000 million more in
November 2015, launched a new category called Micro in March. Priced at Rs.6 per km, Micro
was cheaper than Uber GO. 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.

42
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.

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 Ghaziabad easing becoming cautious
about their bets, with even online retailers such as Flipkart and Snap deal (Jasper Info tech Pvt.
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. 2000 crore to this arm, while Uber invested about $7 million in its
leasing partner, exchange 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 42,00,000 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 3 200,000 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.

43
That means price points need to be lower to attract a larger audience,” said Vinod Murali,
managing director, Inno Ven 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 estabilised.That remains to be seen. Neither Ola nor Uber
seems keen to take its foot off the pedal.

On August 1, Uber announced the decision to merge its China operations with the dominant ride-
hailing service of the country, Didi Chuxing. As part of this deal Uber will pick up a 20% stake
in a combined entity with Didi Chuxing 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 Lift 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 Lift; 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. Kartik Hosanagar, 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 2
200,000 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 4
200,000 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 start up 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

44
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 board the Ola app, the integration
is now complete,” Ola said in response to an emailed query. It has fired 9 200 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 Ghaziabad eased 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 $ 2000 million have been added in June this year.
Along with strategic moves that have become part of Indian Start up folklore, these two
juggernaughts are also fighting pitched battles in the Delhi High Court. The Bangalore-based
company, Ola, has accused Uber of vi Olating 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, Easy Cabs,
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 Vijay, CEO, Carz on rent, which runs Easy Cabs 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 start up 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.

45
SCOPE AND IMPORTANCE OF STUDY
In the recent years of rapid growth on rental services, there is tremendous increase in the usage
of call taxi services in all cities, especially in metros.In every sphere of business, the service and
quality should be matched with the perceived, expected and delivered. The big market players in
call taxi services are keen in enhancing the products and services to tap the customer base. This
study will help us to know the customers satisfaction with respect to the comfort, convenience,
tariff, service quality and staff courtesy, etc. Also, we can have the input and ideas to improve
the services to meet out the customer expectation in the near future.

LITERATURE REVIEW
Call taxi system in India has grown significantly in India and infrastructure growth, growth of
middle class, increasing disposable incomes and growing GDP are some of the factors
responsible. The rise of the BPO industry is one of the reasons to growth of this sector because
of odd working hours. This growth can be seen more in metropolitan cities of India (Rahman,
2014) and there is intense competition among various operators like Ola, Uber, Radio cabs,
Yellow cabs and Meru etc. So to sustain in this competitive market it is necessary to understand
the users of the rental cab service. Various studies and researches have been done to understand
the factors important while choosing a rental car. Call taxi app (CTA) helped in increasing
perceived usefulness, ease of use, playfulness and subjective norm .This also helps in
convenience of tracing user and service provider (Chen ,2014). A study by (2015) suggested that
self- service mobile technologies give control to commuters to access lot of information with the
help of technology. Horsu and Yeboah (2015) had revealed in their study that driver behavior
have negative correlation on customer satisfaction in Ghana. Other variables continuous service,
comfort, reliability and affordability have an impact on customer satisfaction with regard to mini
cab taxi. One study by Paronda et al (2016) identified the key performance indicators of
conventional taxis which includes reliability, travel speed, passenger expenses and quality of
service. Study based on surveys for 30days concluded that Uber and Grab Car offers better
quality services than conventional taxis. For Indian market similar studies have been done, a
research by Hanif and Sagar (2016) suggested that cab services has a huge potential for growth
in Mumbai targeting middle and affluent class. Consumer not only use cab service for
commutation but also for visiting a shopping mall, attending late night party or going out on
special occasion. Study also showed that customer satisfaction level is very high, showing
positive sign for future growth and expansion of business

46
Aggregator taxi companies tied up with the mobile wallets companies like Free Charge, Paytm,
Mobikiwiki which helped in providing hazel free ride to customers by providing customers easy
payment options with offers and discounts for rides (Kavita and Rajeshwari ,2016). Consumer’s
preference for online transaction push Uber to create taxi service portal as well as Uber is also
started spending on various marketing strategies and information technology.

Covid-19 impact on Ola, Uber lower during second wave; Ola fares better

The impact on app-based cab companies during the second wave of Coronavirus (Covid-19)

restrictions was lower as compared to the two-month lockdown period last year, with Ola faring
better than Uber, according to new data. The mobility sector is amongst the worst hit due to Covid-19
and both Ola and Uber have lost revenue, something that has not been quantified before.

Monthly active users (MAUs) – a key metric for app businesses and one that companies guard
closely – of Ola and Uber fell 25.2 per cent over March to May 2021 (lockdown 2), compared to a 44
per cent drop from March to April 2020 (lockdown 2), according to App Annie data, reviewed by
Business Standard. Cab operations were suspended for 1.5 months in lockdown 1, but were allowed
as essential services this time around. That said, bookings are down substantially.

A striking revelation is that Ola fared better than Uber. In March-May 2021, it’s active users fell 19.7
per cent as compared to Uber’s, which were lower by 30.7 per cent. Also, Ola has had 17 million
higher active users on average consistently over the last 18 months. Both the companies have
publicly claimed a dominant position in the past. That said, as of May, the gap had shrunk to 8.4
million active users. The figures include both iOS and Android app numbers.

Ola and the India unit of Uber did not respond to queries sent.

At the time of publishing of this report, 30 of the 36 states and Union Territories were under major to
moderate restrictions, according to Moneycontrol Unlock tracker.

With the case-load falling after the first wave, the cab business picked up with the rise in overall
economic activity. The MAUs graph shows uptick May 2020 onwards with peak activity recorded in
March 2021, just before fresh restrictions were announced. The data show that March peak of user
activity was 18 percent lower than activity in February 2020, the final pre-lockdown month.

47
Two things must be kept in mind while studying the data. One, Uber sold off its food delivery
division Uber Eats to Zomato in January 2020. Since Uber lost some of the traffic that came for food-
ordering, its app numbers are slightly lower.

“In one sense, Uber’s exit from food delivery in India came at a bad time. Food delivery has grown
by leaps and bounds during the pandemic,” said Arvind Singhal, founder and managing director at
Technopak Advisors, a business consultancy. In fact, Uber made the expensive acquisition of US-
food delivery firm Postmates in November last year, he added.

Secondly, both Ola and Uber have had to suspend shared rides. While that does not affect user
activity – the same user would have taken a lone ride instead of ‘share’ – it is likely to impact
earnings. Shared rides are known to be more profitable for Ola and Uber.

Both Ola and the India unit of Uber have not filed FY21 financials with the MCA. Uber Inc said its
March quarter revenue (global) declined 9 per cent.

Internally circulated, the figures have promoted action from investors. In March, it was revealed that
Vanguard Group, one of the investors in Ola, had marked down its valuation to $3 billion from $6
billion earlier in June 2020. Uber stock, which fell 48 per cent in February-March 2020, however,
doubled over October 2020 to April 2021 as the situation improved in most international markets.

Business loss has forced the companies to retrench staff and look for other avenues for sustenance.
Uber let go 14 per cent of employees globally, including 600 in India, in May 2020. The same
month, Ola fired a third of its staff.

Ola, for one, has shifted focus to its electric mobility venture, Ola Electric. In December, Ola said it
was investing $327 million to set up the “world’s largest scooter manufacturing facility" in Tamil
Nadu, with a production capacity of 2 million units of EV two-wheelers per year.

48
 Chapter 2
RESEARCH
METHODOLOGY

49
 OBJECTIVES OF THE STUDY

The objectives of this study/project are as follows

• To study the consumer satisfaction level regarding the value added services.

• To study the consumer satisfaction towards the quality of brand.

• To study the consumer satisfaction towards the ola cabs drivers and quality of cabs.

• Analysis of consumer satisfaction of ola cabs rides quality.

• To analyse the customer satisfaction towards behaviour of driver.

50
 RESEARCH METHODOLOGY

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

MARKETING RESEARCH:

Definition of marketing 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 is the 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 within 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 undertake any of the three types of research investigation depending upon the
problem. This type of research included:
1. Basic research
2. Applied research
3. Designated Fact Gathering

51
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.

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.
• Define the problems and research objectives
• Develops the research plan
• Collect the information
• Analysis and interpretation
• Present the finding.

52
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.

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. Mc Burney defines the survey assessing
public opinion or individual characteristics by the use of questionnaire and sampling methods.

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

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.
53
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
(GHAZIABAD).

DATA COLLECTION TECHNIQUES

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 this document.

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 internet particularly
the companies own website.

Sample Size – 200

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

DURATION OF THE STUDY -3 months

54
 NO. OF RESPONDENTS – 200

LOCATION OF RESEARCH - (GHAZIABAD)

55
 Chapter 3
ANALYSIS AND FINDINGS

56
 ANALYSIS OF DATA AND INERPRETATION

Question:-1
Have you ever ridden in an Ola vehicle as a customer?

• YES [ ]

• NO [ ]

SR.NO. ANSWER NO.OF RESPONSE

1 YES 152

2 NO 48

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.

57
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

S.NO. 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

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).

58
Question:-3
 What is your gender?

MALE

FEMALE

S.NO GENDER NO.OF RESPONSE

1 MALE 128

2 FEMALE 72

DATA INTERPRETATION:

From 200 respondents 128 were male and 72 were female.

59
Question:-4

4. Where do you live? (City, State)

NO.OF
S.NO CITY RESPONSE
1 DELHI 39
2 GHAZIABAD 73
3 NOIDA 18
4 GURUGRAM 57
5 OTHERS 13

DATA INTERPRETATION:

According to my survey

(73) The maximum Respondents was from GHAZIABAD

(39) Respondents were from DELHI.

(18) Respondents was from NOIDA and

(57) Respondents from GRUGRAM.

(13) From other states

60
Question:-5

Do you own a drivable automobile?

YES

NO

S.NO ANS NO.OF RESPONSE

1 YES 136

2 NO 64

DATA INTERPRETATION:

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

61
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

DATA INTERPRETATION:

According to my survey maximum

(80) Respondents gives priority to price and

(72) Respondents said they need safety first and

(48) Respondents gives priority to comfort.

62
Question:-7

Please indicate your level of agreement with the statements below.

Highly Agree Agree Either Agree or Disagree Highly 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.

sr.no LEVEL Highly Agree Either Disagree Highly. NO. OF

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

1 LEVEL - 72 - - - 72
1
2 LEVEL 48 - - - - 48
2
3 LEVEL 80 - - - - 80
3

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).

63
Question:-8

sr.no STATEMENT H. AG. AG. ET.AG DIS. HIG. NO. OF

&DIS AG. DIS. RESPONSE
AG. AG

1 Ola meets my - 20 - - - 20
needs as a
customer.

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

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

Please indicate your level of agreement with the statements below.

Highly Agree Agree either Agree or Disagree Highly 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.

64
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.

65
Question:-9

Please answer the following:

Highly Agree Agree Either Agree or Disagree Highly Disagree

Disagree

• I feel safe as a customerRiding 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.

sr.no STATEMENT H. AG. AG. ET.AG 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.

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

66
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.

67
 FINDINGS
• In the survey there were 200 respondents of Ola and the response of respondents was that
152 had ridden in Ola and 48 respondents say that they had not rid in Ola.

• 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)

• .According to my survey of 200 respondents 128 were male and 72 were female.

• According to my survey the maximum respondent was from GHAZIABAD (73) and (39)
respondents was from DELHI.(18) Respondents was from NOIDA and (57) from
GURUGRAM and also from other states (13).

• According to the survey maximum respondents gives priority to price and some
respondents said they need safety first.

• 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 are willing to ride with Ola in future.

• 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.

• 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.

• Majority of the respondents say that they are “Satisfied” with the overall satisfaction
level of OLA cab services.

68
 Chapter 4
SUMMARY AND
CONCLUSION

69
RECOMMENDATIONS

70
 RECOMMENDATIONS

Technology
• Customer care contact on app

• Correct/Realistic ETA of driver at pickup point

• Re-look sharing route algorithm

• Alternate route suggestions for optimised travel

Driver on board
• Proper background check

• Attention and training towards car cleanliness and maintenance

• Behavioural training

Customer experience
• Trained customer service agent

• Issue resolution strictly within defined SLAs

Customer Focus (Survey)

• Partner with car companies to disable/remove child lock feature from Ola cabs

• Listen to customer problems and hold hands to resolve issues

• Run campaigns like #My Ola Day and reward for best selfie post on social media

• Put customers on spotlight, appreciate them and make them feel important

• Surprise upgrades on cab

• Take advice and credit them for it

• Make quality a priority

71
Listen to drivers (Survey)
• Drivers are the employees who are Ola’s face value. Invest in addressing their concerns

• Meet and greet or saying Hello and Goodbye to customers should be a value system that
shall be inculcated in the drivers

• Reward them for customer oriented approach

72
LIMITATION OF THE STUDY

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-

• Respondent’s unavailability.

• Time pressure.

• 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
CONCLUSION

75
 CONCLUSION

India’s major attractiveness lies in its market size and Ghaziabad eased 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 burn. Therefore, 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 concludes, the market for OLA Cabs depends on the customer preference, creating
awareness and customer satisfaction. The factors like convenient, brand, low cost, quick and
safe, easy to book and timely pick and drop facility etc which influence the customer decision to
opt for OLA cabs. In addition to this, brand positioning and customer satisfaction will take place
when personal transportation services (Cab services) differentiate in terms of financial
feasibility, time management, easy accessibility and other services. To conclude, OLA cabs has
positioned its brand and has created a good brand image in the minds of customers concerned to
personal transportation services compare to Uber and Meru cabs throughout GHAZIABAD.

76
BIBLIOGRAPHY

77
 BIBLIOGRAPHY

• https://www. HYPERLINK "https://www.olacabs.com/" HYPERLINK

"https://www.olacabs.com/" HYPERLINK "https://www.olacabs.com/" Ola
HYPERLINK "https://www.olacabs.com/" HYPERLINK "https://www.olacabs.com/"
HYPERLINK "https://www.olacabs.com/"cabs.com/

• http://www.academia.edu/15323242/Brand Awareness and Customers Satisfaction

towards OLA Cabs in Bangalore North and South Region

• https://www.marketing91.com/marketing-mix- HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/" HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/" HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/" Ola HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/" HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/" HYPERLINK
"https://www.marketing91.com/marketing-mix-ola-cabs/"-cabs/

• https://successstory.com/companies/ HYPERLINK
"https://successstory.com/companies/ola" HYPERLINK
"https://successstory.com/companies/ola" HYPERLINK
"https://successstory.com/companies/ola" Ola

• https://www.managementstudyguide.com/customer-satisfaction.htm

• Permission Marketing by Seth Godwin

• The Lean Start HYPERLINK "https://www.impactbnd.com/blog/eric-ries-5-key-
principles-for-a-radically-successful-lean-startup" HYPERLINK
"https://www.impactbnd.com/blog/eric-ries-5-key-principles-for-a-radically-successful-
lean-startup" HYPERLINK "https://www.impactbnd.com/blog/eric-ries-5-key-principles-
for-a-radically-successful-lean-startup" HYPERLINK
"https://www.impactbnd.com/blog/eric-ries-5-key-principles-for-a-radically-successful-
lean-startup" HYPERLINK "https://www.impactbnd.com/blog/eric-ries-5-key-principles-
for-a-radically-successful-lean-startup" HYPERLINK
"https://www.impactbnd.com/blog/eric-ries-5-key-principles-for-a-radically-successful-
lean-startup"up by Eric Rise

78
APPENDIX

79
 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

80
6 .Which factors is most important to you when choosing a form of transportation?

• SAFETY

• PRICE (AFFORDABILITY)

• EASE OF USE

OTHER (PLEASE SPECIFY)

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

Highly Agree Agree Either Agree or Disagree Highly 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.

81
8. Please indicate your level of agreement with the statements below.

Highly Agree Agree Either agree Disagree Highly 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.

9. Please answer the following:

Highly Agree Agree either Agree Disagree highly 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.

82