OBJECTIVE:

To understand the impact of the marketing environment of various macro and meso factors on the
ridesharing industry in which Uber India operates across political, economic, demographic, socio-
cultural, technological, ecological, and Legal & Regulatory.
BACKGROUND:
Uber came to India in 2013, sensing a growing market for an app based on-demand taxi model. This
market presently is amounts to around $30 billion and is predicted to grow by 15.5% C.A.G.R. to $54
billion by 2023. Offering a wide variety of Ride options like UberGo, UberAuto, GoSedan, UberXL
etc., they have focused their presence majorly in Tier-1 and some Tier-2 cities. Despite coming to the
country 3 years after the first mover in the Indian market, Ola, they now have gained a sizeable market
share of around 50%. Uber India reported a profit of $6 million in the F.Y. 2019, a 63% jump from $3.7
million profit of F.Y. 2018.
MACRO FACTORS
POLITICAL
Why Political liaison?
Political factors have influenced Uber s marketing and other strategies vastly, not just limited to
India but all around the world. Perceived as a significant disruption in the transportation segment,
Uber s astronomical rise has not gone down very well in all quarters of society. Taxi, Rickshaws, and
other such transport unions have seen their relevance and livelihoods diminishing. As these
traditional unions have enjoyed a significant political backing, it was not long before political powers
started turning out to be occasional impediments to Uber s expansion strategy. The case of Goa is
one such classic example, where a blanket ban on cab-hailing aggregators is in place, courtesy a
strong lobby between the unions and politicians. Another instance when the Minister of Transport,
Nitin Gadkari, set alarm bells ringing when he voiced the government s desire to launch its taxi
booking app to ensure a level playing field for all, which essentially meant the small-scale unions.
How do they do it and the benefit?
All these circumstances force Uber to have a good liaison with governments at multiple levels. Thus,
Uber and the Industry, in general, have come up with a lobby to cushion themselves from the
whimsical policy changes by the political class. One example is from the city of Bangalore, wherein
both the industry leaders Ola and Uber have received the blessings and support from a member of
parliament from the city for coming out for a social cause during the COVID imposed lockdown,
remaining in the good books of the politicians. Similarly, in Delhi, Uber had partially shut operations
in the winter owing to pollution levels. These measures help preserve the delicate balance with the
political class who have a heavy influence on policies. The benefits of these liaisons have seen clear
results, take the example of the city of Bangalore, which witnessed a ban on the shared-ride segment,
Uber Pool, implemented, and then reversed within 24 hours.
ECONOMIC
1) Economic Impact on Drivers

Most of Uber s drivers report higher levels of income post driving for Uber than before. In fact, many
drivers chose Uber over other higher-paying work due to its independence and flexible working hours.
Moreover, Uber works on an entirely freelance model, which allows drivers to register with Uber and
pursue other professions while not driving. This allows them to supplement their primary income with
the money earned from driving. However, in recent years, drivers have seen their incentives structure

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cut back and have had to deal with low fare prices due to intense competition in the Industry.
Traditionally, the low fare prices have been offset by periods of surge pricing, where demand for cabs
is extremely high. However, due to the huge influx of drivers for Uber, surge pricing is infrequent, and
driver s earnings are being pushed downwards.

2) Uber s Pricing

Uber s dynamic pricing model always equates demand with the supply by constantly changing prices.
If in a given area, there exists high demand for rides and a correspondingly low number of drivers, the
price will increase, which will motivate more drivers to work and will shift some customers away from
Uber and towards other modes of transport like buses or other taxi services. This is known as surge
pricing.

3) The economic impact of Uber on the traditional taxi industry.

For a traditional cab operator, it cost 2 lakh rupees to get a license in Mumbai and around 1.5 lakh in
other cities. Additionally, the process was cumbersome due to the rigid rules set by the RTO and could
take long periods of time. Also, cab operators could not alter the rate per km at will since it was
controlled by the RTO and only updated infrequently. Thus, it was impossible for them to apply
dynamic pricing and take advantage of spikes in demand. Uber operators, on the other hand, were
not bound by any such regulations since they were technology platform providers and not typical
cab operators. Inevitably, most drivers employed by traditional cab companies started making the
switch to platforms like Uber due to the higher earning potential and flexible hours. Thus, small cab
operators found their businesses becoming financially unviable.

4) Coronavirus Impact

Due to the complete lockdown and suspension of public transportation till mid-May, surveys indicate
that local consumers have shifted away from cab-hailing options and are instead relying on cars for
their daily commute. With an increase in demand for cars in the 4-6 lakh bracket was recorded, and a
Deloitte analysis revealed that 70% of consumers avoided ride-hailing options altogether due to fears
over the sanitary status of the cab and close contact with the driver.

Despite predictions that the car-sharing market would lose 50-60% share during 2020, it is believed
that by early 2021, there will be again in market share by around 70-80% due to the introduction of
safety measures like a partition between driver and passenger to maintain a healthy distance,
installing sanitizers inside vehicle & installing devices to check the temperature of the passenger
before the ride to stop the spread of the virus. These measures are expected to renew consumer s
faith in the safety of cab sharing options and bring back demand but will also simultaneously increase
fares due to the cost of added measures.

DEMOGRAPHIC
Uber utilizes demographic segmentation to help the company pricing its services according to
different geographic and demographic data. Demographic data is essential for the company to get
better insights into the consumers based on their preference and the amount they are willing to pay
for its services. Uber uses a multi-segment marketing strategy to cater to the needs of different
customers based on their demographics.

User Segment Key Use Case Value Offering

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 Corporates 1. Business Meetings. 1. Reliability 1. Uber-Sedan
and Frequent 2. Airport Travel 2. Comfort 2. Uber XL
Flier
Employees 1. Daily office 1. Availability 1. Uber Go
commute 2. Economically 2. Uber Pool
2. Lifestyle feasible
P2P travel in 1. Occasional commute 1. Affordable 1. Uber Auto
tier 2 cities 2. Economic 2. Uber Moto
Students 1. College/coaching 1. Affordable 1. Uber Auto
2. Occasional commute 2. Uber Pool

SOCIO-CULTURAL
Every firm releases a new campaign with the aspiration that the ads will positively impact the masses
on a cultural front. One peculiar aspect of Uber ads is that they have released ad campaigns focusing
on almost all of their stakeholders, starting from the who work for Uber to the riding partners family
members, trying to showcase its value addition to each such group through ads.
When we talk about Uber ads, the first campaign that gets the spotlight is the Uber Moves India ads.
Here they tried to incorporate everyday events that one could have while taking a ride through Uber.
Thus, they are trying to assure that Uber is not just a logistics service; it is more of an experience filled
with various emotions and mysteries. This did help in shifting the mindset of people from hire a cab
to book an Uber . They took it one step ahead by releasing a new ad campaign named Within her
reach, wherein they tried to tackle the issue that women are not allowed to work too far away from
their homes. They wanted to place themselves as a service that can help the women achieve their
dreams by taking them safely to the place they need.
Uber also wanted to work on the stigma that a cab driver is not a low-level occupation that one can
have. The same message was portrayed throughout their Kuch Toh Karna Padega campaign,
wherein they were able to frame the idea that by being an Uber driver-partner, you can view your
occupation in the way that you want to see that job. It can be seen as a part-time or a full-time job, or
as a way to fight your boredom after retirement. By showing how a single mother can lead an
independent life after being a driver-partner, they even placed themselves as an equal opportunity
provider in front of the applicants, thus inspiring more women to take up the job.
Even during COVID times, they released ads to create awareness among the people regarding the
present onset of a pandemic. Their Thank you for not riding with Uber ads were received well for
propagating the idea of staying home safe from the pandemic. In India, as the lockdown was being
taken down, they released another campaign Safer for the next one, encouraging the customers to
stay safe while riding not just for themselves but also for the person coming in after them. They were
also able to showcase themselves as a firm that valued their stakeholders safety the most and wanted
to imbibe the same culture amongst the riders.
TECHNOLOGICAL
1) Improving Customer safety:
Uber has made significant technological advancements to ensure the safety of its passengers.

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 Verification of Ride: Uber provides a 4-digit OTP to the customer, which, when entered in the
driver app, starts the trip. This is to protect the customers from any form of malpractices by the
drivers. Ultrasound technology is in the development stages for autonomous verification
ID Check: Uber has introduced driver ID verification on trips to ensure that the customer travels
with drivers who have been authorized by Uber. Selfies and other real-time ID checks provide a
layer of additional security apart from the background verification process
On-Ride Reporting: Customers can now report issues either to Uber or call emergency services
like 100 directly from the App during the ride. Uber will attach essential details like the car make
and model, license plate number, location etc., and draft a basic message for the customer.
Monitoring: Using the data from various sensors and GPS devices, Uber keeps an eye on the trip.
If there is an unwarranted and significant detour or if a crash is detected, Uber reaches out to
provide assistance to get the relevant help
2) Improving Operational efficiency using AI and ML:
Uber AI has been pivotal in the areas of demand prediction and the seamless experience of users.
Uber uses its technologies to detect the location of customers and cabs accurately and predict the
waiting times more precisely. This enables the market to function more effectively reducing the
number of cancellations
Uber has developed a conversational AI to engage the customers and resolve their issues as
effectively and quickly as possible. To make it more usable for its driver-partners, it has made the
technology hands-free for pickup and one-click chat so as to reduce the distractions while driving.
3) Self-Driving Cars to evolve and be profitable:
Uber has recognized that around 80% of the fare of the trip goes to its driver-partners, which makes
up the bulk of the customer spending. It is investing and researching in self-driven cars to remove this
portion from the equation. This would allow it to price the rides more cheaply and thus gain more
market share. It would also increase the overall market as it aims to make the rides very cheap so as
to make owning a vehicle obsolete. Uber is also committed to the safety of its riders, and thus, this
will be tested in a phased manner in the environments that are conducive to it.
4) Advancement in the App to facilitate ease of use:
Uber has consistently upgraded its application to provide differentiating services and to enhance its
usability. Some of its unique features are:
Sharing real-time location: Riders can share trip status with their contacts for added security and
better tracking of the trip
Split fare: Riders can use a feature to split the fare with their contacts, and they would get the
receipt for the trip with their share of the fee
Sync with Calendar: The App allows riders to sync their Google calendars with it to get for the
destination to appear as a shortcut when they book the ride.
Uber also provides the option to schedule rides in the future and to add multiple picks up and
drop off points.
All these features make app easiest to use and customer friendly. It is generally known for the 3-
touch ease of booking a ride.
ECOLOGICAL
Uber has taken several steps as a company to introduce measures which not only gave it new avenues
to expand its business but also did so in a more sustainable manner to have a higher ecological impact.

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 Their Ridesharing System or UberPOOL taps into sustainability by having more people in fewer
cars which also helps in lowering the prices. This will ultimately lead to lesser fuel costs and hence
lesser pollution. On World Environment Day, 2018, the company released a Green Index where
they mentioned that with this system, India has been able to save $4.5 million in fuel import costs
across 12 cities and prevented over 36,537 tons of CO2 emissions, which is equivalent to planting
11.5 million trees.
Another initiative currently under development is the introduction of EVs to their fleet. The
company already has around 350+ electric vehicles and plans to expand to 1500 by the end of the
year. As 4-wheelers are not as easy to monetize, Uber is currently focusing on the 3-wheeler EV
market. They partnered with SUN Mobility, which will offer their energy infrastructures like
swappable Smart Batteries and Quick Interchange Stations for building E-Autos. This has been
done in-line with the Government s vision to phase out internal combustion engine 3-wheelers by
2023.
Uber has also partnered with Yulu , a technology-driven mobility platform for e-bike rentals to
make the commute in urban areas more environment friendly and efficient. These pay-per-use
rental bikes are dock-less, and as of now, has only been employed in Bengaluru

LEGAL & REGULATORY

Legal:

The business of cab aggregating was so novel that there were no laws in place to regulate the players
in this Industry. This, over the years, has led to various legal disputes between Uber and the various
state governments on various issues. To bring about the necessary legal regulations in this Industry,
the Government of India decided to bring in the provision to control this Industry via the Motor
Vehicle Amendment Act of 2019 amending the Motor Vehicle act of 1988. This act now identifies Cab
aggregators as, digital marketplace bringing them under the ambit of the legal framework. This act
gives the government constitutional power to frame laws to regulate the operations of Cab
Aggregators in the country. One of the first provisions under this act mandates the cab aggregators to
obtain a licence from each state government to continue operation in respective states. Failure to
comply with this can attract a fine of up to rupees one lakh. It is also expected to see laws that will
standardize the provisions regarding the permissible categories of vehicles these companies will be
allowed to operate, thus removing the ambiguity regarding the operations of Services by Uber such
as UberMoto and Uber Auto.

In another recent development, National Companies Law Appellate Tribunal (NCLAT) has dismissed
a plea against Uber, Ola, and other such players in this Industry, alleging them of fixing prices between
drivers in the market under a Hub and talk cartel Arrangement. It was contested that since the price
is determined by the algorithm for all the drivers on an app it amounts to price-fixing between
different drivers. NCLAT struck down the case due to a lack of locus stand on the part of the appellant.

Regulatory:

Key headers under the regulatory regime are:

1) Pricing

While the base prices of the cab services do not fluctuate much over time, surge/peak pricing
has been an area that kept Uber/Ola both in the news lately.
Currently, the surge pricing regime does not have a regulatory binding and hence in times
benefit the drivers more and, in turn, creates customer dissatisfaction.

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 Governments have been showing intent both at the central and state level to bring it under
the regulatory framework, but any concrete measures yet to be implemented.

2) Customer Safety

Post the repeat incidents happening with the cab aggregators, the government has shown a
firm stand on the topic with a proposal of AIS installation in every taxi for tracking. However,
the implementation of the same did not take place due to issues of center and state dynamics
and concerns about data safety.
Although the same has led to the introduction of safety features like Emergency Button In-
App and Ride-status sharing with the emergency contacts by Uber.
In-depth Driver verification and regular fitness and permit renewals by the concerned
authorities lay particular emphasis on the health of the car and safety
It also must lead to driver dissatisfaction in individual pockets, but the concerns are going
away unheard as there is no legal bias. The same is impacting the brand image of Uber and
Ola in many ways at the same time.

Competition In the Industry

Porter s five forces analysis of the ridesharing industry:

1) Competition

Main Competitors:
o The biggest competitor to UberIndia is Ola, having a 50:50 market share. Combined
market (96% of the total) of roughly 40 million weekly rides.
o Ola is currently in 250+ cities vs. Uber, which is in 58 cities. Ola focussed more on Tier-
2 and Tier-3 cities, whereas Uber focussed more on Tier-1 cities.
Services Offered:
o In the ridesharing market, Uber offers p2p, sharing, rental, outstation services, auto,
and Bike in select cities. They have also introduced Uber Connect to send goods to a
family in times COVID when travel is restricted.
o Ola, who has the base services of ridesharing, additionally offers self-drive, Bike in all
T-2 & T-3 markets, their auto service being a pioneer. Ola also offers in-car
entertainment, Ola-Play, and Wi-Fi vs. the Standard car delivery by Uber.

2) New Entrant Potential

Technology:
o Ease of adapting the source code to deploy in similar conditions. Base technology
being fundamental, companies must be pioneers in adding new features, so they
offer a differential value to the consumer.
o Users can easily install and use the App, thus making the service highly accessible
Regulations:
o No clear-cut regulations are controlling the cab aggregators. Companies do not have
any liability legally towards the behavior of drivers.
o New firms can set up the operation by just following the primary companies Act.

3) Customer Bargaining Power

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 Multiple options to choose from:
o Consumers can choose between direct competitors like Ola, TaxiForSure, and Rapido
or some other means of transportation like public transportation and self-drive
Price Sensitivity:
o Customers are susceptible to price fluctuations. They tend to check the quoted price
before deciding the service provider due to the availability of many options.
Quality of Service:
o Customers tend to associate bad experiences with the brand, and hence it s
imperative to create a good service experience for them.
Loyalty:
o Very hard to maintain customer loyalty due to the high number of alternatives
available. Also, the average time spent by a consumer is significantly less, and it is
not enough to make an impression or build loyalty.

4) Threat of Substitutes

1) Options Available

Self-drive car companies like Zoomcar and Revv are a threat to the Industry since there is no
need for cab operators. There is also a threat from public transportation like the metro and
buses.
Threat from traditional local cab operators who have a stronghold in the offline market

2) Accessibility

Uber s business model relies heavily on the door-step cab service. The extent of the threat
from public transport and traditional cab services will depend on their ease of availability.

3) Pricing

Due to high elasticity of the market from fierce competition, even a slight increase in fare
price can lead to huge customer base decline for Uber.
Competitors are burning capital to give incentives to drivers and discounts to customers in
order to build a customer base.

5) Supplier Bargaining Power

Multi-Brand Suppliers: No bar for a driver-partner for the number of tie-ups with cab
aggregators. It is resulting in the dynamic availability of suppliers for the Cab aggregators.
Brand Influence: The suppliers also are the face of the cab company and are the direct brand
ambassadors of the company, and hence they hold power to frame the image of the brand.
Influence on the supplier: Suppliers are not bound by any contract with a cab company to
provide services. Hence, the company can have only a limited influence on the way drivers
operate.
Supplier as a decision-maker: The drivers have the option to accept or reject a ride creating
a peculiar situation of reliance on suppliers for value creation.

SWOT Analysis:

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Ola SWOT-Market Leader

Strengths:

First Mover Advantage: It started its operations in 2010 and catered to a different consumer
segment due to its lower prices. Pioneer in the ridesharing market
Technology: Efficient use of technology for Demand-Supply analysis and unique revenue
features like Surge Pricing introduced in the market.
Diverse Portfolio: Ola provides 10+ services on the platform ranging from bikes to SUVs to
suit all kinds of customers and geographies. Across buckets, services: p2p, rentals, and
outstation
Weakness:
Insufficient Control over Supply: Drivers are not under the direct control of the company.
However, at the same time, any misbehavior by drivers is directly attributed to the company.
Dependence on the internet: Loss of network connectivity results in the inability to book
rides. In the Tier-2 and below markets, it becomes a bottleneck for scalability for Ola.
Opportunities:
Increasing Internet Penetration: People are getting access to the internet and smartphones,
and hence Ola can expect to have its consumer base expand in the times to come.
Post COVID-19 World: Due to the effect of COVID-19, people are skeptical of traveling via
public transportation. It is a potential penetration opportunity for ridesharing firms.
Threats:
Low entry barriers: Since ride aggregation is a field with low start-up costs and almost 0 capital
investment, multiple players are entering the market to have a share of the growing Industry
Low Customer loyalty: The companies face fluctuating demand trends with seasonality and
price sensitivity being the key factors. This poses a risk of inconsistent cash flows and liquidity.

Uber India SWOT-Follower

Strengths:

Low Infrastructure Investment: Uber does not require high investments in infrastructure, so
it was easy for them to expand to multiple cities in India.
Customized Services: Uber has launched various services relevant to the priority of
consumers. E.g., Uber Auto for price-sensitive ones and Sedans for the luxury segment
Convenient: Uber, with its highly innovative technology, made it convenient for users to book
cabs through its user-friendly App and multiple payment options on the App.
Brand Recall: For many people, the word cabs is synonymous to being uber. This
substantiates that Uber enjoys a high brand recall in India.
Weakness:

COVID 19: Loss of control during the pandemic since Uber had to rely on driver s taking
protective measures to keep cabs hygienic and gain customers trust.
Unsustainable demand/supply: Substantial losses since 2009 due to the driver s incentive
structure giving them huge bonuses as well as giving customers discounts in order to build a
customer base.

Opportunity:

Increasing Technological Penetration: The ever-increasing popularity of smartphones

amongst the common man and the rising internet penetration can be viewed as an
opportunity to increase the operations into rural areas.

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 Sustainable development: Ability to execute sustainable practices in operations by employing
electric vehicles. Can place themselves as the pole-bearer for eco-friendly transportation
services.

Threat:

Low Margins: The driver s dissatisfaction with the low margins might demoralize other drivers
to join Uber. Driver dissatisfaction can lead to a decline in users, which could affect the overall
network of Uber.
Low customer loyalty: Today, the consumer is more aware of the various alternatives, and he
makes the decision after evaluating all the options. This leads to low customer loyalty when
financial incentives are offered by competitors.

InDriver SWOT-New Entrant

Strengths
Operational Expertise: With a presence in 31 countries with diverse geographies such as US,
Europe and South America InDriver surely has the know-how of the cab-hailing segment.
Direct Payment System- The payment of the rides goes directly from the customers to the
drivers, which is a fixed amount agreed upon before the journey compared to existing players
Weaknesses
Capital: With limited resources of funding, InDriver is at a disadvantage vis a vis Ola and Uber,
who can afford to engage in a price war
Lack of Liaison: It is a glaring weakness, as a vital liaison is necessary to overcome day to day
operational challenges and disruptions arising from driver strikes.
Opportunities
Metro Cities: In urban areas, where the customer is highly evolved can be the correct market
for InDriver as the acceptability and openness to new products is higher.
Multiple Offerings: Building upon the core businesses of the hailing of trucks by the App,
InDriver can leverage its expertise to foray into a newer and less competitive segment.
Threats
Entry into a monopoly: A monopolistic competition between Ola and Uber makes it extremely
difficult for a smaller player to attain a level playing field.
Awareness: With low levels of brand awareness, a new entrant cannot sustain itself without
aggressive marketing strategies, which is a problematic proposition owing to limited capital.
Safety: With the issue of safety rising to prime importance, InDriver has a perceivable threat
from the consumers and the government if it fails to prove its commitment towards safety.

CONSUMER BEHAVIOUR
Defining the consumer

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Identifying and delineating the consumer in a diverse demographic market such as India holds crucial
importance. Through our market research survey, we were primarily able to categorize the varied
customers of Uber by the following broad metric of age, occupation, gender, and income levels, which
are explained in detail given below.
a. Age: Our research depicts that though across age segments, while there is a relatively
common trend of usage of different modes within a segment, we see preferences vary; in the
younger and the older age segment, the inclination is more towards personal vehicle than
ridesharing as compared to the middle age segment of 24-35 years. This clearly identifies for
us the primary age demographic with respect to ride sharing.
b. Occupation: The occupation of the customer remained a key yardstick as the results indicated
more than half (55%) of the total customers were working professionals associated with some
or the other form of business service. Millennials in the form of college and school students
made up the next largest chunk with 36% of Uber s total rides. Others with marginal
proportions included business owners/co-founders, homemakers, and retired individuals.
c. Gender: On the gender front we observe a critical observation of our customer interviews
being substantiated in our data research as well. A larger female group are inclined towards
Metro/Local train while travelling and the reason being the safety concern where they feel
that it is much safer to travel in larger groups than alone.
d. Income: Broadly categorizing income slabs as less than 1L, 1L-2.5L, 2.5L-5L and greater than
5L, we established that roughly 40% of the consumers falling into the highest income slab. The
other shares stood at 12.5%, 29% and 19% for the decreasing income levels, respectively.

30% 40%
30%
20%
20%
10% 10%
0% 0%
Female Male <1,00,000 1,00,000-2,50,0002,50,000-5,00,000 >5,00,000

35% 40%
30%
25%
20%
15% 10%
5% 0%
Students Working Others
-5% 18-24 yrs 24-35 yrs >35 yrs Professionals

Based on the given metric, we have successfully identified three broad segments:
Professionals- Commuting to workplaces, peak hour travel
Students- More flexible, leisure activities primary use
Other Non-working users- Home makers, retired professionals.

Use Cases/Needs

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With a comprehensive survey and direct conversation among more than 45 potential and past
customers of Uber, we were able to pinpoint at certain specific use cases. We could segment them
based on their occupation and identify their main use cases where they would prefer a ridesharing
service like Uber.

Students: The survey was answered by 18 students from various cities. All the respondents
have a personal vehicle that they use for their needs and the same was chosen as the most
preferred mode of transport, followed by metro or local train and then by autos. The
primary use case among students were found to be for leisure activities. The second primary
reason was to commute to college which is followed by the need to reach airports or railway
stations. Almost 50% of the student respondents travelled less than 6 times in a week.
Around 44% of the students travel during peak hours (9AM-12PM and 5PM-9PM),
supporting the fact that one among the top 3 reasons for travel is to commute to college. A
general trend that can be seen among the responses is that 78% of the respondents spend
less than Rs.200 on an average per trip, suggesting a constraint in their available amount for
expense. But almost all the survey respondents belonging to the student community views
Uber as an equally likely choice with respect to their personal vehicles. It can also be seen
that only 44% of the respondents saw safety as a critical factor and among them Uber is
considered as a moderately safer alternative with personal vehicle garnering the highest
score for safety among the other modes of transport
Professionals: The population of people surveyed consisted of 29 working professionals.
Around 69% of the respondents owned a vehicle. The top use case was commute to work.
The need to travel to airports or railway stations was a close second. The third major reason
was leisure activities. More than 80% of the respondents travelled during peak hours (9AM-
12PM and 5PM-9PM) as expected from the commute to work use case. Around 56% of the
respondents spent between Rs.100-200 per trip suggesting that they are sensitive to price
changes. Price, ETA and availability are the top three considerations of the segment. Out of
those surveyed, almost everyone preferred personal vehicles and around 69% preferred ride
hailing apps as top two preferences. Around 56% said that Uber was their preferred mode of
commute, while 22% said that Uber had to work on some critical aspects. The major
concerns of the segment are ETA (75%), Price (68%) and Availability (48%). These aspects
have a greater say in the user preference of Uber compared to other aspects.
Non-working users: Among the people surveyed, there were 3 people who were either
homemakers or a retired professional. It was found that irrespective of the city that they
were from, they preferred using personal vehicles as compared to other modes of transport
like metro or local bus or autorickshaw. Even though all of them owns a car, they have still
experienced the service provided by Uber. Their top primary reasons for travel remain
coherently for executing their daily chores like travel to the market and for leisure purposes
like a typical outing or a movie with the family. One general trend that was evident was of
the preference of Uber as an equally likely favourable mode of transport as compared to
usage of personal vehicles across all the age groups. It was also evident that the respondents
saw ridesharing cabs much safer than public modes of transport but less safe than the
personal vehicles.

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Evaluating the options

All 50 past consumers were floated a form where they had to rank their most used form of transport
amongst 5 alternatives provided. Based on the information collected, we identifed some common
trends in each alternative:

Cab Sharing Apps:

Most consumers who ranked cab hailing services as their top mode of transport were
working professionals (58%) who used the service mainly for their journey to and from their
place of work. This is highlighted by fact that 75% of the consumers used these services
during rush hours between 9-12PM and 5-9PM.
Across all consumer segments, individuals preferred Personal vehicles and auto rickshaws
over cabs for shorter distances because of the high fixed rate attached to the initial
kilometres in cab services.
94% of the respondents who chose cab services as their most preferred mode of transport
were from Tier 1 cities, which highlights the low popularity of these services in Tier-2 and
Tier-3 cities due to low availability of cabs and relatively higher pricing as compared to other
forms of transport.

Personal Vehicles

78% of individuals who chose Personal Vehicles as their top mode of transport listed Price as
their top consideration while picking a mode of transport. This shows consumers are moving
away from cab services due to the relatively lower cost attached to personal vehicles.
Nearly 90% of consumers who chose Personal Vehicles picked Price & Availability of cabs as
areas Uber needed to work on for it to become their top choice.
93% of consumers ranked Personal Vehicles highest on the considerations they
had listed while picking a mode of transport. This indicated high consumer
satisfaction from their mode of transport.

Metros & Local Trains (If available)

The consumers who ranked Metros and Local Trains as their go-to means of transport,
considered Price and Estimated Time of Arrival (ETA) as their top-most considerations when
choosing so.
The segment of customers who do use this is equally divided amongst Students and Working
Professionals.

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 It is fairly clear that since such public transport systems are strictly time bound, people who
need to be at a given location at an assigned time will choose this over going through regular
traffic, to ensure punctuality on their part.
Although there is a high chance that metro is filled up during these peak hours due to which
comfort during travel is difficult to obtain.

Autos

The consumers who ranked Autorickshaws as their highest or second highest preferred
mode of transport mostly belong to the 18-24 age category with Price, Availability and ETA
being the most common considerations for the same
However, there is a 50% divide amongst the surveyed population on this service being at par
with Uber and Uber being better on certain aspects but not the most important one for the
individual.

Final Decision Making

Basis the interactions with the potential/new-users for Uber we were able to identify some of the
trends in the top-3 considerations customers make while choosing the final option between
alternatives:

The 2 pie charts

illustrate the
distribution of
the Top-3
parameters of
considerations
for booking a
mode of
travel(decision)

If we just look at the above 2 graphs the left one is for the top-2 segments (by volume) and
for the Price, Availability and Time of Pickup is the biggest factor followed by Price,
Availability, Comfort and Price Comfort and Safety. Whereas for the overall sample the top-3
considerations are like the left one due to higher proportion of the top-2 segments and no
differentiation largely present in needs for the overall population vs top-2 segments. This
also indicated that these common factors are representative of the overall market behaviour
Based on the data and the qualitative feedback as well, Price and Availability remains to be
the top-2 considerations across segments; comfort and safety as factors prioritize in
customer s mind basis variety of factors like travelling in groups or with family, time of
travel, gender of the traveller, city of travel, etc. This also is indicative of primary value
customer seeks here.
There were since multiple cuts for the segments we had looked into there were trends
varying marginally as well within a bigger segment as well like for example: within the
working professional segment the higher income and higher age cut preferred to have
better quality and availability as the major factors as compared to price which was not the
1st one.
Apart from the data driven cuts other factors which influenced decision at the end point of
the funnel were driver rating and recent feedbacks. Also, the one-off events like

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 strikes/union-bandhs, technological glitches app downtimes would force the consumers to
shift to other modes of transport rather than Uber/Ola.

Post Purchases

Once the ride is completed there are a couple of factors which influence the consumer s buying
behavior and impact the overall repeats:

Payments: Since the entire shift has been towards the digital economy at least for the past 5
years, the ease of payments and the variety of avenues to be able to complete the payment
were driving stickiness towards Uber as compared to Ola. Since Uber has a partnership with
Paytm people found it more convenient to be able to pay as they used Paytm for multiple
purchases and were well acquainted with the wallet. Also, they usually had enough wallet
recharge to be able to pay for this ride. In Tier-3 cities although the preference to pay cash is
still higher and people feel it to be a more trustworthy mode. Uber was forced to open the
cash as a payment option to attract this set of customers.
Support: Since services like ridesharing are consumed on a high frequency as compared to
others, and efficient support network is something that the customer seeks for. The majority
of issues were billing related, the customers in higher income and working professional
segments considered this as less of a factor as compared to others in making the decision.

Marketing Strategies:

Segmentation:

With a mission statement of Technology that moves the world. Uber had entered the Indian
market. They made two significant cuts for the segmentation in terms of demographic factors like
age, income, and occupation, as we have seen above sections as well, along with a geographical cut
on urban and rural segments. These cuts are the building blocks of the further Targeting the
company does and how and why they operate in the upper segment of the market and which
specific needs and use cases they serve like office goers, business travelers, college-going students.

From a demographic point of view, the segments identified are:

Age: 18-40 Years; this is broken into a) 18-22 years, which is the college-goers population,
and 22-40 years is the working professionals. In this as well we have cuts for 25-30 years
which are the young professionals and 30-40 are the experienced and mature ones.
Occupation: Students, Working Professionals (Emerging Industries IT, ITes, Startups),
Lifestyle Users.
Use Case-based: traveling in groups, peak hour commutes, leisure commute

From a geographic point of view, the segments identified are:

Urban: Tier-1 cities (Bangalore, Mumbai, Chennai, Pune, Hyderabad, Delhi-NCR) and Tier-2
cities (state capitals) are the most prominent segments. The larger reason being the
availability of cellular internet, ample population size of demography-based use cases as well
i.e., availability of colleges and workplaces.

Overall Segments:

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 Young college-goer (18-22 years)_Tier1 city: Seeks services more inclined towards group
travel for outings, parties,etc. Shared services with cost-effectiveness is the value he seeks.
Low-frequency users
Young-Working Professional(25-30 years)_Tier1/Tier2 city: Dynamic workplace employee,
frequent transfers, does not invest in a car due to monetary and lifecycle considerations.
Seeks economical options for daily commute, mostly single passenger commutes. Can switch
to shared one in peak hours. Also, the commute type varies with use cases like work-related
will be more premium options(like sedans) while utility-related less costly options like Auto
or pool. High-Frequency Users
Working Professions(30-40 years)_Tier1/Tier2 cities: Settled in professionals in a particular
city or region. Less dynamic. Invests in car for daily commute use cases but has uses cases
like:
o Leisure travel
o Business travel: Airports to and fro. In city car rentals
o Outstation trips

For which they move to ridesharing services. Low to mid-frequency users

Common traits across segments:

Technologically savvy
Convenience with being price sensitive
Lower waiting times
Minimum touchpoint booking flow

While Ola, the homegrown ride-hailing success story, aims to Build mobility for a billion Indians.
The company goes broader than its competition and segments basis the demographic segments
itself like income, occupation, and age while not limiting itself to only urban or rural markets but
catering across all tiers of cities. Ola goes a level deeper into their segments and devises offerings
based on the needs and income levels combined. They are again tying back to their mission to serve
every single customer.

Targeting:

For Uber, the Targeting is based on providing a cost advantage to the customer segment and trying
to make them stick to the platform. Even the same can be seen in their new user acquisition
campaigns and the extended referral campaigns and offerings like Uber Pass based on the price
basis. Uber India had been homogenous across the cities with the pool s three base services, go,
pool and sedan at a service level. This was driven by a similar kind of segment and also the use case
they tried to fulfill. For reaching out to the TGs, they employed social media strategies primarily as
there were decent internet penetration and education in their target markets and less of offline
brandings or OOHs etc.

On the contrary, Ola went deeper into the market and provided localized offerings like Bikes, Autos,
and Ericks alongside the regular offerings of Share, Micro, Mini, Sedan. Even in the base offerings,
the cuts being provided by Ola are higher as compared to Uber, which indicates a sharper
differentiation they try to bring into the market. A differentiation-based targeting approaching is
used by Ola, where they geographically and demographically target the relevant services and then
launch the product offerings. For example, Bikes launched in crowded markets like Delhi, e-ricks in

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Gurugram near Metro hotspots, to name a few. Ola reached out across media channels like print, TV
ads, hoardings, etc. rather than only digital or social media channels. This cemented even their
localized image as well, and the TG found a better connection to them.

Positioning:

Product-Uber India:
o Uber offers services for p2p, shared cabs, and rental/outstation requirements with
the hatchback, sedans, autos, and Bike as the car categories. Below are the popular
and abundant service-category offerings:
o Uber Pool: The shared cab service by Uber present in all the operational cities. It was
initially a big hit amongst the TG of collegegoers and students and relevant to

o Uber-Go: The hatchback A/c car for the everyday working professional and extends
beyond the same for use cases of shopping for daily needs like visits to
supermarkets. Low on space but high on economy cars. They are priced as A/c Car at
Auto rates.
o Uber Sedan: Renamed as Premier/Lux as well in some cities, the category is for the
elegant business traveler, prioritizing comfort and time over money. A majorly
booked ride for Airport travel and even for people in the city for 1-2 days of business
visits.
o Uber Auto: The category is one in which Uber made a late entry into the market
once Ola had launched and was rapidly scaling in Tier-2 and Tier-3 markets and then
made a big move into the Tier-1 cities. While Uber started with Tier-1 cities, on a
built base by Ola.
Pricing:
o Base Pricing: The prices for the base category is determined by factors like
regulatory, competitive pricing, substitutes in the market, and also the car category.
Usually, Uber follows a mixed pricing strategy
KMS , a wait time
charge was introduced by Uber for the benefit of the drivers as well.
o The base prices do not vary mainly between Ola and Uber as the car categories and
offerings are similar, which also leads to a price war situation between both the
firms every now and then. The Per km blended rates for Sedans are 12-13, For
Hatchbacks are 9-10 and for Micro is close to 6 per km.
o Surge: The second component of pricing which is highly dynamic and keeps both the
firms in news is the surge/peak. This comes into play when the Demand/Supply
ratios are disturbed and there needs to be an additional amount which needs to be
charged for compensating the driver. Usually surge ranges from 1.2x-2.5x for both
Ola and Uber. While some states like Karnataka and Chandigarh have put in caps
over the same thus preventing the aggregators from charging surge beyond a point.
o Overall Uber always strives to provide the cheapest alternate which is derived from
the segment and the Targeting they do.
Placement:
o Uber currently operates in all the Tier-1 and major Tier-2 markets serving the use
cases of office goers, college students and corporates. They are yet to foray into the
smaller cities.

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 o In terms of physical presence, Uber has a very lean organizational structure and their
workforce on ground is also less. They try to put technology first and provide
solutions to customers and drivers over app.
o One of the common placements for both Uber and Ola have been the Airport Kiosks
and Railways station parking where they try to attract more customers to their
respective services. These Airport settings have evolved overtime with the
technology integration of single pickup drop points and guided navigations to
customer. This also provides them with opportunity to promote the brand as well.
o Ola had ventured even to small business in Tier-3 cities like cyber cafes and local
shops with good internet connectivity for bookings for the customer. But Uber being
a technology player is yet to foray into this area.
Promotion:
o Social Media: Uber has been using Social media platforms like Facebook for its
offers, pricing, and launches communications. The content has been a little less
emotional and more technological in terms of the shapes and the feel. Examples:

o
o Digital: Mediums like Youtube have been used by Uber to run some of the firm's
latest promotional campaigns. Also, they even tried to reposition them from a
technology company to a more comprehensive transport company available for
nd ambassador Virat Kohli
o Offline-Airport Kiosk: High footfall areas with a bigger use case for the business like
Airports have been aptly covered by Uber. Examples:

o
Points of Parity & Points of differences:

Points of Parity:
o Affordable and better experience than substitutes

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 o Economical rides to the customer
o Last-mile pickup ad drops available
o Ease of Payments-Online and Cash
Points of Differentiation-Uber:
o Better trained driver-partners
o 3-touch booking experience
o Technological solutions to the problems faced by customer and driver
Points of Differentiation-Ola:
o Far more reach, 200+ cities into the Indian market.
o Localized offerings.
o More personal and warm perception; physical touchpoints of problem resolution
o Diversification to businesses like Electric and Foods. Creating more use cases for the
same customer base and fulfilling a hidden need.

3. Reason to believe (RTBs) in positioning for Uber vs Ola(1)--Pranay

EASE OF TRANSPORT: Uber s value propositioning highlights everything that is negative about
traditional taxi services and shows why their product is superior in every aspect.

The journey through Uber s product can be broken down into:

· Car reaches your doorstep through a single touch

· The driver has exact coordinates of your destination

· Cashless payment

This product offering directly contradicts everything that traditional cab services offer: stressed out
phone calls to cab companies trying to avail their services, numerous attempts to manually explain
the destination to the driver and fumbling for change at the end of the ride.

For the most part, Ola s product offering is quite similar except when it comes to cashless payment.
While Uber offers numerous cash wallets like Paytm, Google Pay etc, Ola customers are restricted to
Credit/Debit card or Ola money which forces many customers to revert to Cash payments.

COST DIFFERENTIATION: Uber markets itself as a cheaper cab option as compared to traditional taxi
services: no more haggling with drivers as Uber offers pre-determined prices based on the
destination which is cheaper than what the customer would pay for taxi s.

The average cost of a traditional taxi (Tier 1 city) is Rs 69 for the basic fee, Rs 23 for every kilometre
and Rs 22.50 per hour for standing and waiting time. Uber offers its most basic cab services at a base
rate of Rs 40 and Rs 7/km. Ola offers a flat rate of Rs 100 for the first 4 km and 8/km.

EASE OF BOOKING: Both Ola and Uber have apps that simplify the process of booking a cab. All that
is required is to put in your destination, pick the type of service (type of cab) you wish to avail and
you will get an estimate of the trip cost. Ola has the option of booking cabs for a later time & date
while Uber only offers real time booking. However, uber has the pickup correction option which
allows users to edit their pick up location after booking their ride which increase ease of booking.

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4. Perceptual Maps:

COMPANY BASED PERCEPTUAL MAP

TRANSPORT BASED PERCEPTUAL MAP

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Recommendations

1. Customer segment and TG level

From its very inception, Uber India adapted quickly to a relatively young and burgeoning Indian
population and in no time positioned itself as a leading cab hailing company hosting no less than five
million riders a week.

As highlighted earlier in the report, Uber s core customer segment has remained young individuals
and students (<18 years) and corporates, both of which are characterized by:

Discerning, evolved and value conscious

Smart phone and tech savvy
Based in megacities where self-driving, traffic and parking can be hassles

Uber s differentiated product portfolio has also played a key role in targeting specific groups with its
diverse offerings. For example, the Pool and Go products are targeted at younger population which
are more value conscious while UberX and Uber Black towards corporates who are willing to pay
more.

Another key future target area would be the set of population in tier-2 and tier-3 cities who had
largely been out of bounds. But with an increasing internet penetration across the country, these
consumers who form a significant chunk of India s population have mobility needs which Uber can
fulfill.

2. Product level

Applying the Kotler s fiver product level model to Uber we can roughly categorize Uber India s
various offerings into multiple levels:

Core Benefit: Providing simplified mobility solutions which involve a hassle free, quick and a
climate-controlled commute.
Generic Product: A product which satisfies the needs of the consumer way in the most
generic and no-frills ways can be claimed to UberGo which is Uber s most basic and budget-
friendly offering.
Expected Product: UberX, the global standard for the company can be termed as the
expected product which offers the customers some extra comfort along with some luggage
space.
Augmented Product: Uber Black with its luxury offering or UberXL being an SUV with larger
occupancy or UberMoto, the India specific ingenuous bike taxi solutions can be examples of
augmented products.
Potential Product: UberLite, a low data intensive app specific to regions of low internet
connectivity or UberDost, a referral program for part time driver partners can be Uber s
potential products.

3. Value Proposition level

Uber, as a company, has been a pioneer in the ride-hailing Industry. It identified a gap in consumer
satisfaction and placed itself to add the missing value in the consumer experience. It has ever since
continued to communicate with all its stakeholders its value proposition.

Uber India, since its launch, has offered the value of being the consumer s own vehicle. Through its
campaign tagline Isse apni hi gaadi samjho, it very clearly propagated the message about the value

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it is added to the consumer s life. It depicted itself as the product to fulfill the desire to own a vehicle
amongst the Indian masses.

After being in the Indian market for some time, recently, Uber India has decided to change its value
proposition. India is a developing nation, and uber recognizes that it needs to align its brand image
with its target group s desires. With its latest campaign Badhte Chalo, UBER portrays itself as the
companion in the growth of the young and ambitious consumers and the driver-partners.

While Uber has been active in putting out its brand identity, it has many scopes to improve. One thing
which Uber has failed to do over these years is to appear an Indian brand. It is still perceived as a
foreign company. If it has to expand its operations, especially in tier-ii and tier-III cities, it must alter
its brand Image in co minds. It will have to incorporate the aspect of being local in the value
proposition it offers to its consumers.

From our analysis of the market, a clear demarcation in online cab service usage by consumers is the
safety aspect. Uber must be conscious of this aspect and put it out in a much stronger way in its
proposition.

4. 4Ps level

1. Product: The product for UBER is its App. It is the most crucial cog of the wheel in the entire
business. Uber already holds a lot of advantages in the market only because of its superior
App. But, over the years, competitors have begun to catch up to its functionality and ease,
closing that gap. UBER needs to keep innovating in its App to gain greater market share.
2. Pricing: The consumer evaluates the pricing in this industry in three aspects, Affordability,
Certainty, and Ease of making payment. While Uber offers quite a certain pricing algorithm
where the final amount charged to the consumer is almost always the same as what is
depicted before the ride. Also, Uber offers virtually all the relevant payment modes, making
it comfortable for the consumer to make the payment. It still has to work on the most
important part of pricing that is affordability. Often consumers are charged an exorbitant
price for shorter rides. Also, Uber must work on its infamous surge pricing if it has to protect
its brand image.
3. Promotion: Uber has run a lot of successful promotional campaigns in the past. While in the
past, it mostly revolved around offering free rides and discounts to onboard customers, now
the promotion strategy should be such that it differentiates Uber from its competitors. It can
offer discounts on its monthly and weekly ride pass as that will help them beat the
competition.
4. Placement: Uber currently operates in all the Tier-1 and major Tier-2 markets serving the
use cases of office goers, college students and corporates. They are yet to foray into the
smaller cities. Uber must expand its placement strategy to cater to the growing consumer
demand in the tier-II and Tier -III cities.

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REFERENCES

POLITICAL

https://www.weforum.org/agenda/2017/07/the-indian-government-wants-to-take-on-uber-
and-ola/
https://www.livemint.com/news/india/app-based-cab-service-goamiles-finally-welcomes-
ola-uber-in-goa-1559987232832.html
ECONOMIC

https://www.uber.com/en-IN/newsroom/uber-in-the-economy/
https://www.globalbusinessoutlook.com/uber-and-the-economic-impact-of-sharing-
economy-platforms/
https://www.researchgate.net/publication/329238317_Changing_Paradigms_in_the_Taxi_I
ndustry_in_India_-_Dr_B_Karunakar
https://www2.deloitte.com/au/en/pages/economics/articles/economic-effects-ridesharing-
australia-uber.html
https://www.financialexpress.com/auto/industry/covid-19-impact-uber-yet-to-see-
recovery-of-its-mobility-business-in-india-lockdown-cabs-jobs-revival-revenue/2048784/

DEMOGRAPHIC
https://research-methodology.net/uber-segmentation-targeting-and-positioning/
https://www.businessofapps.com/data/uber-statistics/

SOCIO-CULTURAL

Within her reach ad - https://www.youtube.com/watch?v=_ZckgaTM6E4

Be safer for next one campaign - https://www.youtube.com/watch?v=y5VhomczrUg
Thanks for not riding with Uber ad - https://www.youtube.com/watch?v=_e8XLnMiCOE
Uber moves India, Kuch toh Karna Padega campaign-
https://www.youtube.com/watch?v=WbmZaAD0lbI

TECHNOLOGICAL

https://www.uber.com/blog/new-safety-technology-
2019/#:~:text=What's%20new%20in%20safety%20from%20Uber&text=The%20driver%20wi
ll%20only%20be,right%20car%2C%20no%20PIN%20needed.
https://eng.uber.com/uber-ai-blog-2019/
https://www.cnbc.com/2020/01/28/ubers-self-driving-cars-are-a-key-to-its-path-to-
profitability.html#:~:text=Uber's%20self%2Ddriving%20car%20division,other%20conditions
%20are%20most%20favorable.
https://www.uber.com/en-AU/blog/5-features/
ECOLOGICAL

https://energy.economictimes.indiatimes.com/news/oil-and-gas/uberpool-helped-india-
save-4-5-million-in-fuel-import-costs/64453150
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/uber-says-evs-will-
electrify-its-india-fleet-in-two-

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 years/articleshow/74275725.cms#:~:text=BENGALURU%3A%20Ride%2Dhailing%20app%20
Uber,to%201%2C500%20by%20year%2Dend.
https://www.uber.com/en-IN/newsroom/uber-ties-up-with-sun-mobility-to-accelerate-
electric-mobility-in-india/
https://www.uber.com/en-IN/newsroom/uber-partners-with-yulu-to-make-urban-
commute-efficient-and-eco-friendly/
LEGAL
https://www.competitionlawyer.in/uber-and-ola-finally-win-antitrust-case-no-hub-and-spoke-cartel-with-
drivers-nclat-dismisses-appeal-on-grounds-of-lack-of-locus-standi/
https://entrackr.com/2019/08/new-rules-for-cab-companies-ola-uber
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/motor-vehicles-amendment-bill-
increases-penalties-for-traffic-violations-regulates-cab-aggregators/articleshow/70474683.cms?from=mdr
https://blogs.loc.gov/law/2016/07/indias-regulatory-approach-to-uber/

https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/ola-uber-to-deactivate-
surge-pricing-during-odd-even-scheme-in-delhi/articleshow/71862650.cms

https://www.uber.com/en-IN/newsroom/uber-in-the-economy/

https://www.investopedia.com/articles/investing/110614/taxi-industry-pros-cons-uber-and-other-
ehail-apps.asp

https://www.globalbusinessoutlook.com/uber-and-the-economic-impact-of-sharing-economy-
platforms/

https://www.researchgate.net/publication/329238317_Changing_Paradigms_in_the_Taxi_Industry_
in_India_-_Dr_B_Karunakar

https://www.financialexpress.com/auto/industry/covid-19-impact-uber-yet-to-see-recovery-of-its-
mobility-business-in-india-lockdown-cabs-jobs-revival-revenue/2048784/

https://www.marketsandmarkets.com/Market-Reports/covid-19-impact-on-ride-sharing-market-
15098676.html

Consumer Interactions:

https://docs.google.com/spreadsheets/d/1yJFmAXMRp1nXf5HaN23zWb6StsWZiSbYfWjO
nfJWMww/edit#gid=472159744: Responses from interactions
https://timesofindia.indiatimes.com/gadgets-news/paytm-uber-expand-partnership-
offer-another-way-to-make-payment/articleshow/74191611.cms
https://www.financialexpress.com/industry/sme/now-uber-users-can-pay-via-credit-
debit-cards-thanks-to-vijay-shekhar-sharmas-paytm/1871948/

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