The Indian Taxi Industry - The competition intensifies

Hi Guys,

It has been nearly 8 months since I wrote a post on the increasing competition in Indian Cab Industry and how players are pumping in lot of money to attract customers. While the discounts and free rides have come down, the competition is yet to settle and the major players are trying hard to attract customers and most importantly retain them. While attracting has been easy, retaining has been difficult. Let me provide you two scenarios that I faced along with my friend.

1. We go for a team dinner. Come out at night 10 pm. Check out Ola. The app says you will be charged 1.4X as it is peak time. Check Uber. No additional fare. Uber wins
2. We are working on a Saturday and want to leave around 5 pm. Ola has a discount of Rs. 50 on that particular day. We check Ola. Again the app says that it is peak time and you will be charged 1.4X times, meaning the discount is virtually useless. Again we check Uber. No additional fare. Uber 2 –  Ola 0

The point to be noted is that we checked Ola first before going to Uber. Ola had created that First Mindshare, but sadly they weren’t able to convert prospects to customers.

Regional players like Fastrack and NTL are also hitting back strongly at the new entrants targeting the Peak Time gimmick and over reliability of technology. When people thought that the regional players are out of Business, I think they have their own set of customers – Old timers without a smart phone, pre booked rides (Ride Later is very poor in Ola and Uber doesn’t have one), etc. Now, these players are also getting smarter and are rising their service levels.

The cost side of the Business is reducing as the driver acquisition is no more a high priority. When I went to Bangalore a few months back, had a friendly chat with one of the drivers who has tagged himself with one of these services. He said the company has stopped giving additional incentives for staying with them. For every km, a customer is charged Rs. 10. The service provider gives him extra Rs. 3. The commission is 10% which is Rs. 1.3. So in effect the service provider is making a loss of Rs. 1.70 for every km a customer rides. This is to keep both the customer and driver happy. He said before tagging himself with the service provider, he was riding for a travels which paid him Rs. 8 per km. So, he is getting at least 30-40% more and he is also getting more rides per day.

With introduction of peak time charges and increasing number of rides, I guess these players would no longer be pumping in money. Recently Ola has reduced their charges in Chennai by about 20%. The reason given is that there has been optimal usage of fleets leading to ‘economies of scale’. A quick search reveals that Ola has around 13000 Cabs in Chennai against Fastrack’s 4000. Uber’s figures remain unknown.

The other issue faced by Ola and Uber is the reliability of the drivers. A viral news spreading in the Social networking sites questions the authenticity of the fares as the drivers might start a trip well before they arrive at your place. This might be happening at a few places, but it raises a big question about the credibility of the Cab services.

A few months back, Ola and Uber looked very cheap and affordable. The customer acquisition phase is nearly over as the customers are used to the new age players by now. The key now is to retain the customers without affecting the trust. It is the trust factor that the new age players seems to be losing.

Competition is also good for the end customer as they get the best out of it. While the dust might have settled, the road ahead doesn’t look smooth. Lets see if someone can become a market leader, or if the industry would remain fragmented.

Happy Reading!

The Indian Taxi Industry - A Cost gulping Business?

Hi Guys,

TaxiForSure, Ola Cabs, Uber – three names that have been dominating the headlines of Startup sites in India. If you are living in any of the metro cities of India, there is a lot of possibility that you would have used their services or at least downloaded their App. While Uber is an international phenomenon, the other two startups are home based and are heavily funded by investors.

As the articlein Live Mint today rightly points out, these players are doing the same as that of ecommerce companies. Throwing huge discounts in order to win Customer Loyalty. Deep down, I feel there is a flaw in the entire model of winning the customer loyalty.

There have been too many organized cab models in India before the advent of these firms – Meru, Easy, Fast Track, etc. Many of them were regional players. Though there was some customer dissatisfaction, generally customers were happy since they got a Taxi on call. The price model was good enough that everyone in the model – the owners, the drivers, the customers were happy and satisfied.

Now enter the new arrivals. To disarm the existing players, what can you do? Offer better services – Mobile App, GPS Tracking, etc. Still, Customers don’t switch? Well, then there is only one thing you can do. Play with the cost (in most of the marketing case studies, students’ first option would be cut the price. And any professor would advise not to use that option unless other options are exhausted as price directly hits your margin). All the new entrants reduced the cost by nearly 25-30%.

As the articlein Mint points out, these firms provide the discount to the taxi drivers. That is if the actual fare was Rs. 500 and the passenger paid just Rs. 280 due to discounts, then the driver would have got Rs. 200 less. Ideally the owner should have got Rs. 100 (20% of 500) as commission. But instead they now give Rs. 120 as discount. Imagine the situation – Cost: Rs. 120. Revenue: Rs.0. For the driver, it doesn’t make a difference, the customer wins, the owner loses.

Why are these firms doing it then? All in the hope of gaining Customer Loyalty. If you travel in Ola cabs today and like it, you will become a customer of Ola is their thought process. So, the Rs. 120 they lose today would be compensated if you travel twice tomorrow (when they increase the fares back). But then, what is the logic behind the fact that you would stick with them in future?

Michael Porter in his famous five forces strategy would look at the five forces that drive the competition. A simple analysis of the five forces for the Taxi Industry looks like this (pardon me for the very simple analysis).

What can we arrive based on the analysis?

• Too low switching costs
• No Product Differentiation
• Industry operating completely based on cost factors.

Even if these players can consolidate at some point down the line and increase the price, what is the probability that a new player who has Deep Pockets won’t jump in and give low fares?

Is there Economies of scale in this business? With no Fixed Assets, no employees (in the form of drivers), the Economies of scale boil down to the marketing spends. It does help when you have a large market share, but it’s nothing compared to the economies of scale enjoyed by the retail industry or manufacturing industry.

With virtually no costs associated for the driver or the customer to switch players at a later stage, the industry looks like another cost gulping business, where you are going to lose a huge chunk of money in the name of gaining a false market share. Well the investment might look like a solid pillar, but then the pillar might well be laid on a sand dune waiting for a storm to wash it away.

Till the storm, I think as customers we might well enjoy our share in gulping the money.

Happy Reading!