JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL, KALKAJI

MANAGERIAL ECONOMIC PROJECT

TOPIC- OLA CABS

SUBMITTED TO: SUBMITTED BY:

DR. NEELAM TANDON ANURAG KANDARI -08
ADITYA JHA -03
ISHIKA PUNDEER- 19
PRIYA RAI- 40
ARUN KUMAR- 09

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 INDEX

S.No TOPIC PAGE

No.
1 INTRODUCTION 3
2 OBJECTIVES 6
APPLICATION OF ECONOMIC THEORIES AND CONCEPTS 7
3
4 INTRODUCTION TO THE THEORY OF THE FIRM 7

5 INTERNATIONAL FRAME WORK 7

6 SUBSTITUTE AND COMPLEMENTRY 8

7 SUPPLIERS 11

8 CONSUMERS 11

9 DEMAND ELASTICITY 12

10 OLA’S COMPETITIVE LANDSCAPE 12

11 LONG TERM SUSTAINIBILTY AND STARTERGY 13

12 CONCLUTION 15

13 LEARNING FROM PROJECT 16

14 REFERENCE 17

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 Chapter I
INTRODUCTION
OLA CABS

Ola initially started off as Olatrip.com a small website venture that offered weekend trip
packages. It was started as a startup business by two IIT Mumbai graduates Bhavish Aggarwal
(CEO) and Ankit Bhati (CTO). Bhavish worked for Microsoft after college for almost two years
and then started a small website to sell online tour packages. Due to a bad experience during a
car rental situation they decided to mend the system of car rental and this became the basis for
the initiation of Ola cabs. Ola cabs are now referred as Ola. Ola is a Spanish term which means
hello! This indicates that hiring a cab at Ola as well as the services provided are easy and
friendly as conveying hello. Ola cabs were founded on 3 December 2010 by Bhavish Aggarwal
and Ankit Bhati. Initially Ola operated from Mumbai as a taxi aggregator service. Now it has

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 shifted its head office at Bengaluru and works efficiently from there. Since Ola received its first
investment there has been no looking backward for this initiative venture. Until the year 2014,
the company had expanded to a widely distributed network which comprised of 200,000 cars
across 85 cities. These 85 cities include all the metropolitan cities and various important
cities in it. During

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 November 2014, along with car rental scheme Ola also tried to incorporate autos on trial
basis in Bengaluru. After its success there it initiated the same idea in Delhi, Pune and
Chennai by December 2014. In the year 2015 Ola also started its auto services in
Chandigarh, Indore and Jaipur. In March 2016, Ola started its two-wheeler services in
Bengaluru as a trial venture. Until September 2015 Ola was valued at around $5 billion
market. Taxi for sure as acquired by ola in march 2015 for $200 million. The company
averages a total of about 150,000 bookings per day and has the highest market share in
India of 60%.

Ola's journey began with a simple mission: to provide convenient, affordable, and reliable
transportation to millions of Indians. Over the years, the company has leveraged
technology to create a robust platform that connects passengers with drivers, offering a
range of vehicle options from budget-friendly auto-rickshaws to luxury sedans.

Key milestones in Ola's timeline include:

 2010: Founded in Mumbai, India

 2014: Expanded operations to major Indian cities

 2015: Acquired TaxiForSure, a competitor in the Indian market

 2018: Launched international operations, starting with Australia

 2019: Entered the UK market

 2020: Launched Ola Emergency for essential medical trips during the COVID-19
pandemic

 2021: Introduced Ola Electric, venturing into the electric vehicle manufacturing
sector

Under the leadership of co-founders Bhavish Aggarwal (CEO) and Ankit Bhati (CTO),
Ola has made several strategic decisions that have shaped its growth trajectory. These
include:

1. Diversification: Expanding beyond ride-hailing to include food delivery (Ola

Foods), electric vehicles (Ola Electric), and financial services (Ola Money).

2. Technology focus: Investing heavily in AI and machine learning to optimize routing,

pricing, and customer experience.

3. Localization: Adapting services to meet local needs, such as introducing Ola Auto in
India.

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 4. International expansion: Entering competitive markets abroad to challenge global
rivals.

As Ola continues to grow and evolve, it faces both opportunities and challenges in an
increasingly competitive and regulated market. This report aims to analyse Ola's business
model, market position, and strategic decisions through the lens of managerial economics,
providing insights into the company's past performance and future prospects in the
dynamic ride-hailing industry.

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 Chapter II
OBJECTIVES

The primary objectives of this study on Ola Cabs are:

1. To understand the theory of the firm and the international framework of managerial
economics as applied to Ola Cabs:
o Analyse Ola's business model within the context of platform economics
o Examine Ola's international expansion strategy and its economic implications
o
2. To understand the concept of substitute and complementary goods/services and their
managerial implications in Ola's business decision-making:
o Identify and analyse the substitutes for Ola's ride-hailing services (e.g., public
transportation, personal vehicles)
o Evaluate Ola's complementary services (e.g., Ola Electric, Ola Money) and
their impact on the core business
o
3. To understand the consumers of Ola's services and demand elasticity:
o Analyse the characteristics and preferences of Ola's target market
o Estimate the price elasticity of demand for Ola's ride-hailing services and its
implications for pricing strategies
o
4. To understand the cost structure, pricing strategies, and profitability of Ola:
o Examine Ola's cost components (e.g., driver payments, technology
infrastructure, marketing)
o Analyse Ola's pricing models, including surge pricing and subscription plans
o Evaluate Ola's profitability and financial performance over time
o
5. To understand the market competitors, market share, and market structure in which
Ola operates:
o Analyse the competitive landscape of the ride-hailing industry in India and
Ola's international markets
o Determine whether Ola operates in a monopoly, monopolistic competition,
oligopoly, or perfect competition market structure
o Assess Ola's market share and positioning relative to key competitors like
Uber
o
6. To understand the long-term sustainability of Ola and its strategic initiatives:
o Evaluate Ola's diversification strategies, particularly its entry into the electric
vehicle market
o Assess the impact of regulatory changes on Ola's business model and future
prospects
o Analyse Ola's approaches to addressing environmental and social
sustainability concerns
o
Through achieving these objectives, this study aims to provide a comprehensive

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understanding of Ola Cabs' business operations, strategic decisions, and economic
environment. The analysis will demonstrate the application of managerial economics
concepts to real-world business scenarios, offering insights into the challenges and
opportunities facing a major player in the global ride-hailing industry.
Chapter III
APPLICATIONS OF ECONOMIC THEORIES AND CONCEPTS

1.1 Introduction to the Theory of the Firm and Ola

The theory of the firm in economics seeks to explain why firms exist, how they operate, and
how they make decisions about production, pricing, and growth. It encompasses a range of
models that describe how firms maximize profits, respond to market conditions, and achieve
their objectives in the most efficient manner.

In the context of Ola, the theory of the firm can be explored through its business model,
operational strategies, and growth trajectory. Ola, as a firm, exists to fulfil the demand for
convenient, reliable, and affordable urban transportation. Its existence is driven by the need to
bridge the gap between supply (drivers) and demand (riders), offering a platform that
efficiently matches these two sides in real-time.

i. Ola’s Business Model and Market Structure

Ola operates in an oligopolistic market, characterized by a few dominant firms, including

Uber. In this market structure, firms have significant control over pricing and output
decisions, but they also have to closely monitor and respond to the actions of their
competitors. Ola’s pricing strategies, for instance, are influenced by the competitive
dynamics in the market, particularly in relation to Uber's pricing and service offerings.

The firm's business model is built around providing a range of transportation options, from
budget-friendly shared rides to premium cabs and environmentally-friendly electric vehicles.
By offering these diverse services, Ola caters to different segments of the market, enhancing
its ability to maximize profits through price discrimination – a key concept in the theory of
the firm.

ii. Profit Maximization and Cost Efficiency

Ola’s primary objective, in line with the theory of the firm, is to maximize profits. This is
achieved by optimizing the allocation of resources, minimizing operational costs, and
effectively pricing its services. Ola uses technology to improve operational efficiency, such
as employing algorithms for dynamic pricing and route optimization, which helps to reduce
costs and increase profitability.

Moreover, Ola's extensive use of data analytics allows it to forecast demand, adjust pricing,
and deploy resources where they are needed most, thus ensuring that supply meets demand in
the most cost-effective way. This approach reflects the application of economic principles to
enhance the firm's operational efficiency and competitive advantage.

1.2 The International Framework of Managerial Economics and Ola

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i. Globalization and Market Expansion

Managerial economics involves applying economic theories and methodologies to solve

business problems, particularly in the context of a globalized market. Ola's expansion into
international markets, such as Australia, New Zealand, and the United Kingdom,
demonstrates the application of managerial economics on a global scale. This expansion
requires a deep understanding of different market conditions, consumer behavior, and
regulatory environments.

Ola's entry into these markets is guided by the principles of international trade and
economics, where the firm evaluates potential gains from entering new markets against the
associated costs and risks. The decision to internationalize involves analyzing factors such as
market size, growth potential, competition, and the legal and regulatory framework.

ii. Adapting to Local Markets

One of the key challenges in international business is adapting to the local market conditions.
Ola’s strategy in international markets involves customizing its services to meet local needs
while leveraging its technological platform and business model. For example, in Australia,
Ola has introduced features such as in-app safety measures tailored to local regulations and
consumer expectations.

This adaptability is crucial for success in international markets and reflects the importance of
understanding local economic conditions, consumer preferences, and competitive landscapes.
The international framework of managerial economics emphasizes the need for firms to be
flexible and responsive to different market environments.

iii. Strategic Decision-Making in a Global Context

Strategic decision-making in a global context requires firms like Ola to consider various
economic factors, including exchange rates, inflation, and trade policies. These factors
influence pricing strategies, cost structures, and profit margins in different markets. For
instance, fluctuations in currency exchange rates can affect Ola's revenues and costs in
foreign markets, requiring the firm to adopt hedging strategies or adjust pricing to mitigate
risks.

Furthermore, Ola’s international expansion is guided by economic theories related to

comparative advantage and market entry strategies. By entering markets where it can
leverage its strengths, such as technology and operational expertise, Ola aims to establish a
competitive edge over local and international competitors.

Understanding the theory of the firm and the international framework of managerial
economics through the lens of Ola provides valuable insights into how economic principles
are applied in real-world business scenarios. Ola’s growth and success are rooted in its ability
to efficiently manage resources, respond to market conditions, and strategically expand into
new markets. As Ola continues to evolve in the dynamic global economy, its strategies and
decisions will remain closely aligned with the foundational concepts of managerial
economics.

1.3.1 Concept of Substitute Goods/Services

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Substitute Goods/Services refer to products or services that can replace each other in
fulfilling the same need or desire. If the price or availability of one product changes,
consumers may switch to the substitute.

Example in Ola Cabs: Ola's primary service is ride-hailing, which competes with various
substitutes like:

Uber: A direct competitor offering similar ride-hailing services.

Traditional Taxis: Non-app-based local taxi services.Public Transportation: Options like

buses, metro trains, and trams, which are often more affordable.

Personal Vehicles: For customers who own cars or bikes, driving themselves can be an
alternative to using Ola.

Managerial Implications:

Pricing Strategy: Understanding substitutes helps Ola set competitive prices.

For example, if Uber reduces fares in a city, Ola might need to consider similar pricing
adjustments or offer promotions to avoid losing customers.

Service Differentiation: To counter substitutes, Ola can differentiate its services by improving
customer experience, offering unique features (e.g., in-app entertainment, safety measures),
or enhancing driver quality.

Market Positioning: Ola might need to position itself differently based on the local
availability of substitutes. In areas with robust public transport, for instance, Ola could
emphasize convenience, door-to-door service, and time savings.

1.3.2 Concept of Complementary Goods/Services

Complementary Goods/Services are those that are used together, where the consumption of
one product increases the value or demand for the other.

Example in Ola Cabs: Several products and services complement Ola's ride-hailing service:

Smartphones: As Ola operates through a mobile app, smartphones are essential for accessing
its services.

Navigation Apps: Integration with Google Maps or other navigation services enhances route
accuracy and estimated arrival times.

Mobile Payment Services: Digital wallets and UPI (Unified Payments Interface) systems that
allow seamless in-app payments.

Fuel Services: Discounts or partnerships with fuel stations for Ola drivers can reduce
operating costs, which indirectly benefits the business.

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Managerial Implications:

Strategic Partnerships: Ola can form alliances with complementary service providers, such as
telecom companies, payment platforms, or fuel stations, to enhance its service offering and
provide added value to both customers and drivers.

Bundling Services: By bundling complementary services (e.g., offering discounted mobile

data plans or fuel discounts for frequent users), Ola can create a more attractive proposition
for customers.

Enhancing User Experience: Leveraging complementary services like real-time navigation or

seamless payment options can improve customer satisfaction and loyalty, leading to repeat
business.

1.3.3 Managerial Implications in Business Decision-Making at Ola Cabs

Understanding substitutes and complements is crucial for making informed business

decisions. Here’s how these concepts can influence various aspects of Ola Cabs’ operations:

i. Pricing and Promotions:

Competitive Pricing: Knowledge of substitutes helps Ola maintain a competitive edge. For
instance, if Uber lowers its fares, Ola can respond with similar promotions or loyalty
discounts to retain customers.

Promotions and Offers: Recognizing complementary services allows Ola to create

promotional campaigns that bundle complementary goods, such as offering discounted rides
when customers use a particular payment method.

ii. Service Development and Differentiation:

Innovation: By identifying and integrating complementary services, Ola can continuously

innovate its offerings. For example, integrating in-app safety features like SOS buttons or
partnering with insurance companies for driver coverage.

Service Differentiation: Ola can differentiate itself from substitutes by offering superior
service quality, more reliable availability, and better customer service.

iii. Partnerships and Alliances:

Strategic Alliances: Ola can strengthen its market position by partnering with companies that
provide complementary services, such as telecom companies, for exclusive data plans, or fuel
stations, for driver discounts.

Ecosystem Development: Creating an ecosystem of complementary services (like Ola

Money, Ola Foods, and Ola Electric) enhances the overall customer experience and increases
loyalty.

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iv. Customer Retention and Loyalty:

Loyalty Programs: Understanding what drives customers to choose substitutes or

complements helps Ola develop effective loyalty programs that reward frequent users and
encourage long-term usage.

1.4 Suppliers
Ola, like many service-based companies, does not deal with raw materials in the traditional
sense. However, they rely on several key suppliers to function:
 Vehicle Manufacturers: Provide vehicles for drivers to use on the Ola
platform. These include major Indian car manufacturers like Maruti Suzuki, Tata
Motors, and Hyundai, as well as international manufacturers like Toyota and Honda.
 Technology Providers: Develop and maintain the Ola app and platform
infrastructure. This could include tech companies like cloud service providers and IT
firms specializing in mobile app development.
 Payment Processing Companies: Facilitate online payments between riders and
drivers. Payment gateways like Visa, Mastercard, Paytm, and PhonePe are likely
partners.
 Map Data Providers: Provide map data for route navigation within the Ola
app. Mapping companies like Google Maps and HERE Technologies are potential
suppliers.
i. Cost of Production
Ola incurs a mix of fixed and variable costs to operate its ride-hailing platform:
 Fixed Costs: These expenses are ongoing and not directly tied to the number of rides
provided. They are estimated at around ₹3,000 Crore per year and may include app
maintenance, server costs, marketing, and administrative expenses.
 Variable Costs: These expenses fluctuate based on ride volume. An estimated ₹200
per ride covers driver commissions, fuel subsidies, and payment processing fees.
ii. Pricing and Sales
Ola's pricing strategy is dynamic and considers several factors:
 Ride Type: Fares differ between categories like Ola Micro, Ola Prime, and Ola
Share.
 Time of Day: Surge pricing increases fares during peak hours or high demand.
 Demand-Supply Dynamics: Ola adjusts prices based on real-time availability of
drivers and riders in a particular location.

Given these factors, the average ride fare is estimated at ₹150. Sales volume is estimated at
15 million rides per month, based on industry reports.

1.5 Understanding the Ola Cab Consumer

Ola, a prominent ride-hailing service in India, caters to a diverse customer base. Broadly, the
consumers can be segmented into:
i. Urban Commuters:
 Core Segment: Primarily individuals residing in metropolitan and tier-1 cities,
dependent on cabs for daily commuting to work, education, or other activities.
 Occasional Users: People who use cabs for specific purposes like airport transfers,
attending events, or during public transport disruptions.
ii. Tier-II and Tier-III City Residents:

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  Growing Segment: With increasing urbanization and rising incomes, this segment is
gradually adopting cab services for convenience and reliability.
 Price-Sensitive: Often more price-conscious compared to urban commuters.
iii. Tourists and Business Travelers:
 High-Spending Segment: Willing to pay a premium for convenience and reliability,
especially in unfamiliar cities.
 Diverse Needs: Requirements vary based on trip duration, luggage, and preferred cab
type.

1.6 Demand Elasticity of Ola Cabs

Demand elasticity measures the responsiveness of quantity demanded to changes in price. For
Ola cabs, demand elasticity can be influenced by several factors:
i. Income Elasticity:
 Normal Good: For most consumers, Ola cab rides are considered a normal good,
meaning demand increases with rising income.
 Income Levels: Higher-income individuals tend to be less price-sensitive, leading to a
less elastic demand.
ii. Price Elasticity:
 Short-Term: Demand for Ola cabs is relatively inelastic in the short term, especially
during peak hours or in areas with limited public transport options.
 Long-Term: Over time, consumers may find alternatives (own car, public transport) if
prices increase significantly, leading to a more elastic demand.
iii. Cross-Price Elasticity:
 Competitive Rivalry: The availability and pricing of competing cab services (Uber,
local taxis) significantly impacts Ola's demand.
 Substitutes: If competing services offer lower prices or better service, Ola's demand
can become more elastic.
iv. Time Elasticity:
 Peak Hours: Demand is highly inelastic during peak hours due to limited alternatives.
 Off-Peak Hours: Demand is more elastic as consumers have more options.

1.7 Ola's Competitive Landscape

Ola operates in a highly competitive market for ride-hailing services. Its primary competitors

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in India include:

Uber: A global giant with a significant presence in India.

Rapido: A rapidly growing player focusing on bike taxis and auto-rickshaws.
Meru Cabs: A veteran in the taxi industry.
Other regional players: Various regional players operate in specific cities or regions.
Market Structure: Oligopoly

The ride-hailing industry, including Ola, is best characterized as an oligopoly. This

market structure is defined by:

Few dominant players: A small number of large firms, such as Ola and Uber, control the
majority of the market share.
High barriers to entry: Significant capital investment, technology, and regulatory hurdles
make it difficult for new players to enter the market.
Interdependence: The actions of one firm significantly impact the others. For example, price
changes or promotional offers by Ola can influence Uber's strategy and vice versa.
Product differentiation: While the core service is similar (ride-hailing), companies
differentiate themselves through features like pricing, car types, payment options, and
customer service.

Why Not Perfect Competition, Monopoly, or Monopolistic Competition?

Perfect competition is characterized by numerous small firms, identical products, and easy
entry and exit. This clearly doesn't apply to the ride-hailing industry.
Monopoly involves a single dominant firm with no close substitutes. While Ola and Uber
have significant market shares, there are still other players, preventing a monopoly situation.
Monopolistic competition involves many firms offering differentiated products. While there
is some product differentiation in the ride-hailing industry, the high barriers to entry and the
few dominant players make it more akin to an oligopoly.
Conclusion

Ola operates in an oligopolistic market characterized by intense competition among a few

dominant players. The oligopolistic nature of the industry shapes pricing strategies, service
offerings, and overall market dynamics.

1.8 Long term sustainability and strategy of ola

Ola, an Indian ride-hailing company, has been expanding its services and operations with a
long-term sustainability and growth strategy focused on several key areas:

i. Diversification of Services:
Electric Vehicles (EVs): Ola has been heavily investing in electric vehicles, including the
launch of its electric scooters and plans to manufacture electric cars. This aligns with the
global trend towards sustainable mobility.
Ola Electric: The subsidiary aims to build a comprehensive EV ecosystem, from
manufacturing to charging infrastructure. This initiative positions Ola to benefit from the
shift towards electric mobility.
Ola Foods and Ola Dash: Ola has diversified into food delivery and quick commerce,

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leveraging its existing platform and user base to tap into new revenue streams.
ii. Sustainability Initiatives:
Focus on Renewable Energy: Ola Electric's future manufacturing plants are expected to be
powered by renewable energy, reducing the carbon footprint of its operations.
Reducing Emissions: By promoting electric mobility, Ola aims to contribute to reducing
urban pollution and meeting environmental sustainability goals.
Sustainable Operations: Ola is working on making its operations more environmentally
friendly, including fleet optimization, which could reduce fuel consumption and emissions.
iii. Global Expansion:
Ola has been exploring markets outside India, particularly in Australia, New Zealand, and the
UK. This diversification helps mitigate risks associated with over-dependence on the Indian
market and taps into new growth opportunities.
Expanding its electric vehicle operations to other countries can also position Ola as a global
leader in sustainable mobility.
iv. Technology and Innovation:
AI and Data: Ola uses AI and big data analytics to optimize ride pricing, improve driver
allocation, and enhance customer experience, all of which contribute to more efficient
operations.
Autonomous Vehicles: Although still in early stages, Ola has shown interest in autonomous
vehicle technology, which could be a long-term play in the mobility industry.
v. Strategic Partnerships and Investments:
Ola has formed partnerships with various companies to enhance its technology stack,
improve vehicle quality, and expand its charging infrastructure for EVs.
Investments from global giants like SoftBank provide Ola with the capital necessary to
sustain its ambitious growth and innovation plans.
vi. Regulatory and Market Challenges:
Ola faces regulatory challenges, especially in the highly competitive Indian market. To
address this, the company engages with regulators and stakeholders to ensure compliance and
to advocate for policies that support sustainable and innovative mobility solutions.
The ride-hailing industry is fiercely competitive, with rivals like Uber and domestic
competitors pushing Ola to continuously innovate and optimize its operations.
vii. Focus on Profitability:
Ola has been working towards improving its profitability by focusing on high-margin
services, such as Ola Electric and subscription-based services.
The company is optimizing costs through technology and operational efficiency, while also
exploring additional revenue streams beyond ride-hailing.
viii. Customer Experience and Safety:
Ola prioritizes customer experience through features like Ola Prime, which offers a premium
ride experience, and Ola Money, a digital wallet for seamless payments.
Safety initiatives, such as in-app emergency features and real-time ride tracking, are also
crucial to building long-term customer trust and loyalty.

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 Chapter IV
CONCLUSION
Ola operates in an oligopolistic market structure, competing primarily with Uber and other
regional players in the ride-hailing industry. The company has successfully established itself
as a major player in India's urban transportation sector, catering to diverse consumer
segments including urban commuters, tier-II and tier-III city residents, and tourists.

Key aspects of Ola's business strategy and market position include:

1. Diversification: Ola has expanded beyond ride-hailing into electric vehicles, food
delivery, and quick commerce, positioning itself for long-term growth and
sustainability.

2. Technology focus: The company leverages AI, data analytics, and mobile technology
to optimize operations, pricing, and customer experience.

3. Demand elasticity: Ola's demand is influenced by factors such as income levels, time
of day, and availability of substitutes, with varying elasticity in different situations.

4. Sustainability initiatives: Ola is investing heavily in electric vehicles and renewable

energy, aligning with global trends towards sustainable mobility.

5. Global expansion: The company is exploring markets outside India to mitigate risks
and tap into new growth opportunities.

6. Competitive challenges: Ola faces intense competition and regulatory hurdles,

necessitating continuous innovation and stakeholder engagement.

7. Profitability focus: The company is working towards improving profitability through

high-margin services and operational efficiencies.

At last, Ola has established a strong market presence in India's ride-hailing industry and is
actively pursuing strategies for long-term sustainability and growth. However, it continues to
face challenges from competition, regulatory environments, and the need for continuous
innovation in a rapidly evolving market.

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 Chapter V
LEARNING FROM PROJECT

This project on Ola Cabs has taught us a lot about managerial economics. Here are the main
things we’ve learned:

1. Demand and Supply:

 How Ola balances the number of drivers (supply) with the number of riders (demand).
 The importance of surge pricing in managing sudden changes in demand

2. Elasticity:
 How sensitive Ola’s customers are to price changes (price elasticity of demand)
 Why Ola’s services might be more elastic during normal times and less elastic during
peak hours

3. Market Structures:
 Understanding that Ola operates in an oligopoly, with a few big companies
dominating the market
 How this affects Ola’s pricing and competitive strategies

4. Competition:
 Analysing how Ola competes with other companies like Uber
 Understanding the importance of non-price competition (like better app features or
customer service)

5. Economic Environment:
 How factors like regulations, economic growth, and technology changes affect Ola’s
business
 The challenges Ola faces when expanding to different countries with different
economic conditions

6. Efficiency and Productivity:

 How Ola uses technology to improve its service and reduce costs
 The importance of economies of scale in Ola’s business model

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 Chapter VI
REFERNCE
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3. http://sdmimd.ac.in/SDMRCMS/cases/CIM2015/16.pdf

4. https://buildd.co/marketing/ola-business-model#

5. https://medium.com/@dhananjaymittal/olas-odyssey-6f350ed66c16

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7. https://en.m.wikipedia.org/wiki/Ola_Consumer

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