Business Model 1

(PGPM 20-22)
MARKETING MANAGEMENT
Sr.no Enrollment No Name
1 20BSP3167 AMAN JAIN
2 20BSP0577 CHARUL SHAH
3 20BSP3177 MEDHA SUR
4 20BSP1377 NAMAN SAVLA
5 20BSP1892 RISHMA PRIYA
6 20BSP2033 SAIRIN BHOWMICK
BUSINESS MODEL
Online Cab Aggregators of
India
INTRODUCTION
The online cab aggregator industry in India had witnessed tremendous growth since
2013. This was not only in terms of customer growth, but venture capitalists had also
shown confidence in the industry by making investments of billions of dollars across a
few companies including start-up firms, which might take a longer time to pay back the
amount. What differentiated these cab aggregators from radio taxi operators was that
there was no need for them to hold inventory and they had to face fewer legal hurdles
as they neither owned the vehicles nor did they have any drivers on their payroll. The
online cab aggregator industry operated on a pay-for-performance business model,
where the cab drivers were paid for the pick-up and drop services of the cab aggregator
companies.
MARKET PLACE
‘CAB Aggregators Marketplace

tag a win – win development.’
During the early years of operation of OLA

and UBER, a series of rapes, among others
dubious incidence, created a stir, inviting
strong demands for several quarters to
regulate the online CAB aggregators.
CUSTOMER NEEDS
NO PEAK TIME CHARGES NO CANCELLATION CHARGES
Should not charge additional Cancellation charges should be waived
amount in times of high demand. off.
SAFETY AND SECURITY LOWER PRICES

Should implement measure to The prices for the premium cabs should
ensure safety and security of be reduced.
women especially.
BETTER CONDITION OF CABS

WOMEN DRIVERS
Cabs should be of a good condition
and be able to provide comfort to The online cab aggregators should
their passengers. hire more women drivers because
women would feel safe.
CREATING VALUE FOR THE TARGETED
CUSTOMERS
• CAB POOL
1. Select customers • PERSONAL CAB
to serve • OUTSTATION
• CAB POOL 40 %
2. Search their Value
• PERSONAL CAB 50%
Proportion • OUTSTATION 10%
3. Decide the value • PEOPLE USE MORE POOL & PERSONAL CAR
proportion
• INTRODUCE OFFERS LIKE PASS SYSTEM AND

4. Making Strategies FIX FARE FOR THE GIVEN KM
MARKETING MYOPIA
Marketing Myopia means making your pocket without thinking of customer needs.
• Charge high surge fee

• Low quality cabs
• Inefficient drivers
• Unnecessary bills
• Bad tracking system
• Promote unnecessary advertisement without the consent of its customers
The only reason Meru failed in the market is because they did not cope up with the
present market conditions. The fare were too high, low quality cabs.
MARKET PLAN
1. Marketing Objectives:- 2.Developing Market Strategies:-
-Online cab services plan to focus on & expand

in Indian Market
Product Place
x
-Operating like a market place similar to
business mode of E-commerce
Promotio
-To dominate the car-for-hire & wider Price
n
transportation market in the country
Segmentation Targeting Positioning
• Online cab services have • As the companies serves • Online cab services have
been using segmentation different customer segments positioned themselves as a
parameters to divide the i.e long route outstation company making mobility
market into urban & metro . customers, customers within easy convenient , affordable
• It segments customers on the some Kms, shuttle services and safe 24*7.
basis of customer income and shared services ,
profile such as luxury , therefore it uses
premium , sharing, autos. differentiation targeting
strategies.
CUSTOMER RELATIONSHIP MANAGEMENT
Manage Customer
and save Go Social Analytics
Feedback
details
x
Save critical details of A call for a feedback People like to follow Analysis of all the
your inventory along can only work in a things they like on processes in a B2C is
with the vendors and favour of your service. . social media, a as crucial as the
drivers in a central presence in social process itself.
repository along with media can tell more
contract documents about your service
and commissions. like features, offers,
updates etc. as well as
help in marketing.
CHALLENGES FACED IN 21 CENTURY. st
• Government regulations for Taxi Booking Service

• Competition in Taxi Booking Service
• Lack of professional drivers
• Funding – How top brands gets funding for their taxi booking business
• Taxi Booking App development cost
MICRO ENVIRONMENT
Micro Environment refers to the forces which are close to the company and are in direct contact with the company .
MEDIA
COMPETITORS EMPLOYEES
TEXT
SHAREHOLDERS
SUPPLIERS
CUSTOMERS
MACRO ENVIRONMENT
POLITICAL FACTORS
P • Role Local Governments Play

• Size of Government Budgets
• Government Regulations and Deregulations ECONOMIC FACTORS
E • Inequality Index / Ranking on Gini Index

• Foreign Exchange Rate
• Level of Household Income and Savings
Rate
S
SOCIAL FACTORS
• Attitude towards Leisure
• Power structure in Society
• Attitude towards health and safety
Continuation…
TECHNOLOGICAL FACTORS
T • Empowerment of Supply Chain Partners

• Transparency & Digital Drive
• E-Commerce & Related Infrastructure ENVIRONMENTAL FACTORS
Development
E • Per Capita and National Carbon Emission

• Level of Consumer Activism Regarding
Environmental Concerns
• Environmental Standards and
Regulations both at National & Local
Levels
L
LEGAL FACTORS
• Employment Laws
• Data Protection Laws
• Intellectual Property Rights Protection
GLOBAL ENVIRONMENT
Uncontrollable local and
11 international interactions
that influence how a
company operates.
Cab aggregator requires
22 low capital expenditure

and innovative cab
service delivery system.
It is base on companies globally
recognized for their unique offerings
to cab riders, which are forcing radio
33 cab service providers to change their
business model by adopting app-
based cab services.
RESPONDING TO THE ENVIRONMENT
Success of aggregators Adoption of in app payment It proposes prices on the basis of

(app) depends upon systems and integration with supply and demand or keeps it
the size of customer. digital wallets according to customer preference
It is posing real Threat from local cab

challenge to taxi market associations
THANK YOU

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(PGPM 20-22)

‘CAB Aggregators Marketplace

During the early years of operation of OLA

SAFETY AND SECURITY LOWER PRICES

BETTER CONDITION OF CABS

• INTRODUCE OFFERS LIKE PASS SYSTEM AND

• Charge high surge fee

-Online cab services plan to focus on & expand

• Government regulations for Taxi Booking Service

P • Role Local Governments Play

E • Inequality Index / Ranking on Gini Index

T • Empowerment of Supply Chain Partners

E • Per Capita and National Carbon Emission

Cab aggregator requires

22 low capital expenditure

Success of aggregators Adoption of in app payment It proposes prices on the basis of

It is posing real Threat from local cab

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