The Gray Hair Speaketh

Advice that is largely Unsolicited..

Why is Ola getting into 2-wheeler EVs manufacturing??

Few days back, I caught the news about Ola’s plans to get into EV manufacturing at a very large scale.

While the idea is undoubtedly impressive and it is clearly a project at scale, I was wondering about why Ola would get into something like this.

As I understand their core business, it is an Uber look-alike. A cab-on-call, a business that connects freelance cabbies to passengers who need a cab, wherever, whenever. To scale that business itself across the country has been an amazing achievement. To add nuances like tying up with regular yellow-black taxis and getting these traditional taxis into the Ola system, or introducing auto-rickshaws also into Ola, or even enhancing the service to include 2-wheeler pillion seat hops, is all a great thing to do. And all of these make for the most natural enhancement of the services.

So, what are the essential elements of business that Ola has mastered in doing this?

  • A very good consumer app, with the right UX / UI,
  • A great back-end software that keeps the complex operations going, connecting drivers, passengers, ratings, payments, refunds, etc.
  • An ability to connect across large groups of potential drivers and motivate them with the right policies and incentives, to join the Ola movement,
  • Continuing engagement with government bodies, municipalities, trade unions etc. to manage the permissions and policy matters, around their services,
  • Investors and investment management, since a business of this kind, with the scale they are driving at, and while keeping consumer rates to a reasonable level, would keep demanding investments and cash burn for a long time.

At a different level, one can say that the business is about efficient consumer mobility management, and doing all that it takes, to manage this operation.

This being the core, and being the skill strength that the business would have built over time, ideally, an expansion of their services, which plays to these same strengths, and continues to provide them scale growth opportunities, would be ideal to pursue.

What kind of such expansion opportunities, then, come to mind?

  • Getting to other modes of transport – say, small aircraft, helicopters, yachts, luxury vehicles like limousines, etc., maybe. With the same fundamental intent of consumer mobility management
  • Getting to other geographies, maybe, beyond India
  • Perhaps investing into driverless cars as their business dependence on drivers is huge; some day, even in India, driverless cars can be a thing (hard as it may be to visualise that today!)

There is significant ground that Ola needs to cover in its current business and then there are these other ones that make for more natural extensions, that Ola could get into.

What then, makes them get into 2-wheeler EV manufacturing, and that too at a scale that is way bigger than their own needs, as a mobility service provider?? As far as I can see, this is a completely independent, new project, and has almost nothing in common to whatever businesses they are currently in.

Let’s consider other companies who make such moves. Put in large investments and get into business areas, that appear to be vastly away from anything that they are into, at that point.

Companies like Reliance, or the Tatas come to mind in India.

The thing with these industrial groups though, is that they are otherwise into traditional, organic growth kind of businesses, which are currently driving nominal single or low double digit growth rates. And yet, due to their business size, and earlier reserves in their balance sheet, they are sitting on large pools of cash, that need to be deployed.

In such cases, the concerned industrial groups do consider and invest into completely new areas of business, as a means to diversify and perhaps looking for higher growth rates in such businesses, compared to their current areas of business.

Any company with significantly large base of reserves, earned out of profits over the years, can potentially contemplate such completely new and diversified areas of investment. Names like Microsoft and Apple come to mind, as companies who may have the luxury to get into new areas of business, on account of the large pools of cash they are sitting on. But in reality, even they choose their battles with care, and are generally seen to go into areas of relevant interest and extension.

A company sitting on a large pool of cash that it has got in the form of investment capital (and not accrued out of its profits) does not sound like a perfect candidate for someone who should be putting that cash into completely new areas of expansion! Ordinarily, the investors who have put in their moneys, would find this to be a problem. They would have put the money with the idea that the company is going to thrive in their identified area of focus and leadership, and not into something totally new!

Which is where this move of Ola seems to be a surprise, to say the least.

Why would the investors agree to let a mobility business to get into hardcore manufacturing in this manner??

Maybe the major investors, including Softbank, want to make 2-wheeler EVs in India, and use this as a hub, to supply these to other geographies? And think of using Ola as a vehicle (pun unintended!) to be that manufacturing hub? While I am trying to digest this possibility, I still find it questionable since the investors would typically prefer China as a manufacturing hub, rather than India?!

If that is not the case, WHY should Ola be getting into this??

2-wheeler EVs may be thought as a very exciting business to get into. But why should a company specialised in a consumer business like Ola, with software skills, skills of managing drivers and trade unions, and managing payment gateways, etc., be thought of as the perfect business / management, to handle a large scale manufacturing facility, with assembly lines, robots, supply chains, battery tech, sales distribution logistics, etc. etc.??

Yeah, everyone’s response to such questions is that if Elon Musk can straddle an EV company, a space vehicle business, a batteries business and what not, all of which are at high growth, why can’t Ola do so too? Fair question. But it’s like the typical question we marketers get asked that if Apple can manage such fandom and get traction for their brand and business, from its consumers, why can’t their business do so too? Just like Apple is exceptional, so is Elon Musk. One cannot make that as a reference, and reckon that “we too can do it”. And at least not until the point that your own core business provides enough growth opportunities that you have not fully exploited and until you have not given a profitable return to your existing investors!

So, clearly the move by Ola to get into hardcore 2-wheeler EVs manufacturing surprises me, and I would be happy to hear logical perspectives to some of the points raised by me, here, to challenge my thoughts on the subject.


March 9, 2021 - Posted by | Uncategorized


  1. Does Ola, like Uber and DoorDash and others have an ambition to deliver anything and everything? Today it’s moving people but eventually it may move groceries, flowers, mobile phones, etc.? In other words, if they have a goal to be a logistics company they need a fleet and if they can own the fleet they benefit from an incremental advantage with margins. Not sure if they can succeed but at least it seems like a good idea on paper.

    Comment by Romit | March 9, 2021 | Reply

    • I am not sure. They may have those ideas. Not sure though, whether this move is for anything of that sort, or just to pursue a business opportunity in 2-wheeler EVs. I feel it’s the latter, and any use it can do, for it’s own services, is a bonus. The manufacturing project is large enough, to not be considered as an add-on to the current services, or it’s proposed extensions. That’s what I feel, anyway.

      Comment by Sanjay Mehta | March 9, 2021 | Reply

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