Proven, proprietary High performance Electric Scooters and Motorcycles that are

well styled, extremely low TCO and clean transportation solution for the masses in
India,Latin America and certain regions in South East Asia, Europe and USA.
Contents

• Business Overview
• Executive summary
• Key Milestones – Transource
• Products and Services
• Opportunity Landscape
• Competitor Analysis
• Marketing Strategy
• SWOT Analysis
• Meet the team
• Contact us
Business Overview

Indian cities as well as villages are facing a tremendous pollution problem and one of
the key contributors is ICE vehicles. The Government is taking drastic steps now to curb
the pollution (CO2,NOX,CO and particulate matter issues due to exhaust emission of
vehicles-2 wheelers due to their sheer volume being the biggest contributor besides
polluting diesel trucks and buses as well as passenger vehicles. The cost of fuel is also
rising due to the huge oil pool deficit and thee government of India wants to completely
give up dependence on fossil fuels by 2025. (2025-electric program).Such programs are
running all over the world.

The primary market of India is highly value driven and needs low TCO,highly reliable,
rugged and clean products. Scooters and Motorcycles are the preferred mode of
transportation by millions of people in India and around the globe. It is therefore
necessary to have well styled,high performance scooters and motorcycles with the main
target as the younger crowd especially Males and well styled,high performance scooters
with lighter weight and easier maneuverability for women across age groups as well as
older and senior citizens(speed is not always the criteria here).
Business Overview

The solutions provided so far in the Indian Market are slow speed, low performance
and low range ,lightly styled(except a few models of Okinawa and Hero electric
scooters).

This leads to the general perception that electric scooters are slow and are only
meant for short city rides which is added to by companies trying to market the
electric scooter by concept saying that it is meant for slower rides and mainly for
environmental enthusiasts and senior citizens and women. Okinawa has changed
this perception in India by competing directly and offering performance equivalent
to gasoline scooters at low as well as high speed and unlimited range (180 kms ) in
certain models. We hope to repeat the act by offering a solution with equivalent
styling,range,higher performance and lower TCO as well as battery costs. The benefit
will be across all product & price segments which would want to have an acquisition
of a better product with higher reliability, availability of both VRLA and LI-Ion
solutions, high range, better grade ability as compared to Okinawa’s to end models
which will greatly affect driving in hilly and mountainous regions and also better
service and serviceability.
Executive Summary
Introduction

Transource is a technology sourcing & development company/consortium

which has recently been formed with key people from the electric &
automotive technology and general management domains who have a keen
understanding of the electric, hybrid and green market across the globe. The
th
Company/Consortium as it is now, will act as the parent company to a select
brand of 2 wheelers/4 wheelers manufactured in India and other geographies
wherever the need be for a manufacturing setup to come up.

Market Outlook

The global electric scooters market size was valued at USD 17.43 billion in 2018
and is projected to witness a CAGR of 8.5% during the forecast period.Last year
over 100,000 scooters of electric origin were sold in India alone. Typical Targets
started from 50 cc to 150cc gasoline & hybrid scooters and have demonstrated a
leading edge not only in terms of TCO but also in terms of performance.
The total addressable segment was 20 million last year. The segment predates over
gasoline and to a certain extent over CNG/Ethanol driven scooters and
motorcycles. Asia Pacific was the dominant regional market and was valued at
USD 13.14 billion in 2018.
 Executive Summary
Transource Projections

All Electric scooter players are experiencing heavy bookings even in the one lac + price
range.100 cc/110 cc/125 cc/150 cc scooter segments are our target segments and we are willing
to build products in collaboration with Japanese/Chinese/Taiwanese/US based OEMs where we
are exploring possibilities of a relationship.

We plan to produce equivalent to 2% market share in the first year and then grow in leaps and
bounds to over 200,000 vehicles/annum by 2023 as soon as our distribution network and our
export network is completely ready.

We then plan to capture 40% market share by expanding our capacity as well as efficiencies
rapidly till 2027 by introducing a large number of variants between 20,000 INR to 200,000 INR as
soon as the market is ready to accept the product pricing by which time we plan to introduce
retrofit,hybrid,other vehicles like rickshaws and cars and trucks all in the electric, hybrid and fuel
cell assisted domain. All these will require strong investment in the coming times. We also plan to
assemble and later produce batteries and motors as well as power electronics in-house for
further gains on pricing.

In order to accomplish this, we will need an equity partner to enhance our team, establish
distribution channels, Come up with a CKD assembly facility and a R & D facility in an
appropriate place as outlined later alongwith commercial and service offices and master
charging stations and warehouses.We seek your investment into our enterprise.
Key Milestone - Transource

Idea Born-May Research Done-June

2019 2019

Project Plan completed

Brand Conceptualized- & Partner identified
June 2019 and Contacted-July
2019

Company
Incorporation/Website
Work-Ongoing
Business Model

The business would be distribution driven and the distribution chain is

assumed to be extremely strong and to be developed in A,B,C cities first
followed by remaining and rural and mountainous areas.Service as well as
roadside 24/7 service and availability of spares will be ensured.Online
ordering of spares would also be made possible.Master warehouses will
be established in key high volume driven places to keep the availability
high.

Barriers to Entry

Technological strength and the strength of your supply chain and ability
to provide solutions to the masses is the only barrier to entry.We believe
we have all of that.
Products & Services

36 V scooter 48 V Scooter 72 V Scooter Motorcycle

Opportunity Landscape –Global
Market Opportunity(USD Billion)
2020 )
2.25 Billion 4.14 Billion 2023
)
24 V
0.9 Billion
36 V
11.9 Billion
48 V

greater than
48V

8.5% 1.68 Billion

Projected GMV- Transource
22.22
2020 180.85
Million
Million 2023
24 V

36 V

48 V

greater than
48V
All values in UsD Billion
Projected Sales Versus Qty- Transource

Sales Revenue in INR lacs

200000

188000

150000

126602
100000 115000

79000 77443
50000
53200

676 455 2330015691

0
1 2 3 4 5

-50000
Qty Revenue Linear (Revenue)

We expect to touch a revenue of 1266 INR Crores by 2023.The sales value

of the base product ex works is Inr 67 Lacs. Many other variants will be
launched.
 EBIDTA/PAT VERSUS SALES
140000

126602
120000

100000

80000
77443

60000
53200

40000

20000 2023, 18990.25962

15691
2022, 11616.38221
2021, 7979.949519
0 455
2019, 68.284125 2020, 2353.580048
2019 2020 2021 2022 2023
SALES EBIDTA PAT
Manpower Cost taken as 5.5%,RM at 80% first year and other operating expenses-10%
 Raw Material
82%

80% 2020, 80%

2021, 79%
78%

76%
2022, 75%
74%

72% 2023, 72%

70%

68%
2020 2021 2022 2023
Raw Material

Raw Material can come down to 72% at peak volume and at 80% capacity
over 3 shifts
 Projected Sales Versus Qty- Transource
We are currently in the process of tying up with both investors and other JV/technology partners
who we have already identified.We have also identified suitable parcels of land in Pune,Chennai
and Bhiwadi for supply chain,cost and import content basis.
The product will be brought in CKD in the first stage with the following schedule:

Volumes Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

2019 SOP 26 150 200 300

250
2020 500 550 700 850 1000 1200 1500 2000 3500 4000 5000
0
750
2021 5500 6000 6000 6000 6000 6000 6000 6000 8000 8000 8000
0
900
2022 9000 9000 10000 9000 9000 9000 9000 9000 11000 11000 11000
0

1500 1500 170

2023 15000 15000 15000 15000 15000 15000 17000 17000 17000
0 0 00
Supply Chain for Components,Assembly Process,Stores,Organisation

 For all major components except tyres,battery and motor-At low volumes an
amount of CKD china and Japan buy can be done.
 Freight rates from China for a 20” container is about 3550 USD and Duty is
about 15% on CKD.
 Once volumes pick up ,the local supply chain can be effectively utilised.
 The Complete assembly can be setup by a local assembly provider or other 3rd
party companies from China at a very reasonable rate.
 Both Line side and main Store area to be maintained and to be given
appropriate space in the layout having a flow line assembly

MD & CEO
COO
CTO CFO CMO CHRO
+CSO/CPO

 The assembly would be done with about 22 stations and 2 manpower each
direct labor and supervisors reporting to the PPC head who in turn reports to
the head of operations.DFA/DFM Exercises to be carried out during NPD phase.
 Other departments include incoming Quality, Process Quality and outgoing
inspection departments,Manufacturing Engineering,R &D&P,Plant Marketing
and Corporate Marketing Teams,Finance & accounts,Treasury & Banking,HR etc
Competition Mapping
Apparels Jewellery Accessories Home Décor Handicraft
24 V 36 V 48 V Above 48 V

Gogoro

NIUl

Kymco

Okinawa

Hero

Ampere

Others

Fiercely Competitive Competitive Low Competition

 Key Differentiator
Attributes Competitors Transource Status
Product Category Focused on Lower & Diversified product Planned
middle end range
Sales Channel B2C B2C, B2B Planned
Franchisee Planned
network
online Online Sales Planned
Customer Care Some Organised, Organised Planned
like Okinawa with road side &
service assistance
Charging Plug in and some Plugl in and tie-up Planned
Infrastructure charging infra in with infra providers
select cicities
Market Develop Planned
Several/India
India/global
markets instages

Key element to take-on competitors

 Focus Strategy – Key Differentiator
Product Quality Sales & Service Channel
Seller Engagement
Customer Satisfaction
Key Concern

B2B/Corporate/Institu
Dealer
tional

Online

Tie-up with road

side assist 3rd
Transource

party
Approach

player.Intensive
Distribution to
reach the mass
market in
phases,initially
Ensure GMV start with
exclusivity.
Seller Development Program

Seller

Wooed by other product buyers-Comp

GMV
Phasing out of product/regulatory requirement changes

Funding
Sales
Quality
Support
New Product on
Innovation Website
and
Quality
Development
Audit
Support
What to do??
 Distribution Strategy & Access to Charging Stations
 Direct Distributors to be appointed in major cities depending on the population, Consumer
behaviour and number crunching.
 Both B2B and B2c channels to be pursued through distributors/agents but larger deals to
be supplied by the company directly.
 Token dealers also to be entertained where a demand –stocking gap exists.
 Opening up of Retail outlets directly by the company in select areas is also to be
entertained
 Charging station tie-up extremely essential and a network to be built with other
companies/power companies.
 Min Area for Sales & Service Centre
is directly based on competition
Rates of rental etc at that location Manufacturer


Distributor/Dealer/Token
Dealer/Agent

Industrial /Direct Consumer

Global Markets – Footprint to be established
Customer analysis-Step 1
Target Customers
•Age 18 – 45 years
•Gender Primarily females
•Purchasing Power Household income greater than 6 lacs per annum
•Family Status Family needs
•Geography Tier 2 and tier 3 towns

Consumer behaviour

• Low involvement
• Experiment
• Random behaviour
• Variety seeking
• Prefer cheaper options
• Baseless loyalty

Consumer influencers
•Family members
•Friends and relatives
•Social circles
Marketing Strategy
Targeted channels
 Partnerships with bulk buyers
 SEO
 Facebook
 Referral
 Affiliate
 PPC
 Magazine/Print
 Radio
 Celebrity engagement
 Television
 Direct Mail
 SMS
 Physical Retail
 Blogs
 Seminars
 Other Social Media
 Participate in Exhibitions/Tradeshows/Seminars
Marketing Assets

•Website

•Ad creatives

•Design Talent

•HD Photography

•Business cards

•Catalogues
Referral Strategy & International Distribution

International tie-up –one under discussion

Associates & Partnerships

 Identified &To be Developed for specific Markets like

Europe,America,Australia where high speed ,sleek looking and
powerful bikes are the order of the day.
 European Manufacturing base in Turkey and technical centre to be
established in Europe with partner
 JV partner readiness to be explored
 SWOT Analysis
STRENGTH
• Experienced Team – Supply Chain, Marketing,
• Product Source Knowledge
• International networkTechnology
• Previous Experience in selling electric scooters
• Co-Founders in Key role within the company
Tie-up with the best brands in industry
Good idea of SEO for search results
OPPORTUNITY
• Booming business
• Rising demand of EV products in India
• Huge opportunity in International Market
• Rising Internet based shopping habit by people
• •
Rising appreciation for Electric Scooters by consumers
in the developed countries
• Products Have a mass market in the 100 cc-
150 cc range
•
WEAKNESS
• Limited cash reserve
• No prior experience of e-commerce based Sales
• Few Players have already formed their distribution
• structure and as such have a head start
•
CHALLENGE
• Established players becoming bigger
• Product has entered the growth phase and likely
• Competition can come in from any part of the world
• Lack of full fledged design studio & R & D Centre
•
.
•
Funding Requirements:

We require INR 80 Crores of funding in phases for phase 1 with a capacity of 100,000
vehicles in one shift over about 12 acres of land,building and appropriate offices in
various zones.

Exit Strategy

We expect to come out with an IPO by 2023 or sell chunks of the company to investors
to raise funds for further developments.
The beginning……..