Uber and Ola have created a duopoly in India
But BluSmart is on its way to destroy them!
The best part? Ratan Tata and Mukesh Ambani have joined hands to back them
Here’s how this Indian electric ride-hailing startup is changing the world:
But BluSmart is on its way to destroy them!
The best part? Ratan Tata and Mukesh Ambani have joined hands to back them
Here’s how this Indian electric ride-hailing startup is changing the world:
Ride-hailing companies Uber and Ola revolutionized the way we commute.
But now, complaints about Uber and Ola’s bad customer service are at an all-time high. Indian customers are sick of their surge pricing and cancellations.
But why are they failing? Where did they go wrong?
But now, complaints about Uber and Ola’s bad customer service are at an all-time high. Indian customers are sick of their surge pricing and cancellations.
But why are they failing? Where did they go wrong?
They took the Airbnb approach where their customer is the driver, and the driver’s customer is the rider.
That works for homestays, but not so much in ride-hailing. So Uber and Ola must be very driver-centric?
Actually, NO. And this has a direct impact on customer experience.
That works for homestays, but not so much in ride-hailing. So Uber and Ola must be very driver-centric?
Actually, NO. And this has a direct impact on customer experience.
Their job is to make sure that the drivers get their job done anyhow, and the drivers are overworking to meet targets.
Even their asset-light model is fundamentally a burden on the drivers.
BluSmart solves this! It provides an end-to-end solution for both riders and drivers.
Even their asset-light model is fundamentally a burden on the drivers.
BluSmart solves this! It provides an end-to-end solution for both riders and drivers.
This makes it an extremely profitable venture for the drivers and they are happy working with BluSmart.
In the case of Uber and Ola, the onus is on the driver.
They try to take care of the drivers on the surface level, but don’t really solve their fundamental challenges.
In the case of Uber and Ola, the onus is on the driver.
They try to take care of the drivers on the surface level, but don’t really solve their fundamental challenges.
When BluSmart started, they saw two main challenges:
👉 Congestion
👉 Pollution
And they understood the inefficiencies in the business models of dominant ride-hailing companies in India:
👉 Driver-focused rather than customer-focused
👉 Suitable for the west, but not India.
👉 Congestion
👉 Pollution
And they understood the inefficiencies in the business models of dominant ride-hailing companies in India:
👉 Driver-focused rather than customer-focused
👉 Suitable for the west, but not India.
BluSmart's mission is to provide reliable, zero ride denials, zero surge, zero emission, affordable and sustainable mobility.
Suppose you’re a person who doesn’t care about EVs and saving the environment, Greta’s voice makes you physically sick, then what’s in it for you?
Suppose you’re a person who doesn’t care about EVs and saving the environment, Greta’s voice makes you physically sick, then what’s in it for you?
As we said, everyone hates surge pricing — a mechanism that kicks in when demand is more than supply due to special occasions or during peak hours.
Unregulated surge has become rampant.
Again, this is a driver-centric approach to provide earning opportunities from the surge.
Unregulated surge has become rampant.
Again, this is a driver-centric approach to provide earning opportunities from the surge.
The government has been proactive in looking into solutions against it, and Ola and Uber have been told to cap the surge price at 1.5 times the base fare.
With BluSmart, irrespective of the demand, you get the same estimated price or flat fare every time you schedule a ride.
With BluSmart, irrespective of the demand, you get the same estimated price or flat fare every time you schedule a ride.
Unlike Uber and Ola, BluSmart’s driver partners don’t need to own the vehicle and finance it themselves.
Only 30 per 1000 people in India own a car.
So in the Indian context, the driver-ownership model poses a challenge for drivers who can’t afford to own or lease the vehicle.
Only 30 per 1000 people in India own a car.
So in the Indian context, the driver-ownership model poses a challenge for drivers who can’t afford to own or lease the vehicle.
Had BluSmart adopted this model, it would have only aggravated the challenge, given the high cost of EVs.
Company-provided vehicle model solves this challenge for drivers.
This model also helps BluSmart optimize the driver-car ratio, which is instrumental to its profitability.
Company-provided vehicle model solves this challenge for drivers.
This model also helps BluSmart optimize the driver-car ratio, which is instrumental to its profitability.
Multiple drivers can operate the same vehicle in shifts, and this will reduce driver fatigue and churn.
Doing so impacts the lifespan of traditional cars, but that’s not the case for EVs.
So, high vehicle utilization translates to low running costs and thus high profitability.
Doing so impacts the lifespan of traditional cars, but that’s not the case for EVs.
So, high vehicle utilization translates to low running costs and thus high profitability.
To cut more costs, BluSmart gets EVs on a fixed monthly lease and avoids upfront capital investment.
Also, leasing helps minimize the technology risk since they can return low-performance vehicles after the leasing period and replace them by high-performance vehicles.
Also, leasing helps minimize the technology risk since they can return low-performance vehicles after the leasing period and replace them by high-performance vehicles.
It avoids significant capital expenditure and instead uses that to improve its platform.
This enables them to offer drivers a min earning guarantee and bonus.
Drivers can simply go to the nearest BluSmart hub, pick up a car, work, drop the car back at the hub, and get paid.
This enables them to offer drivers a min earning guarantee and bonus.
Drivers can simply go to the nearest BluSmart hub, pick up a car, work, drop the car back at the hub, and get paid.
This creates a regular touchpoint to train the drivers and monitor necessary self-hygiene and vehicle sanitization standards.
So, unlike Ola and Uber drivers who are upset because of the high workload and commission charged per ride, its drivers are happy.
So, unlike Ola and Uber drivers who are upset because of the high workload and commission charged per ride, its drivers are happy.
Moreover, ensuring that drivers are happy further ensured end-customer satisfaction.
And all of this has resulted in a 20% increased revenue per vehicle for BluSmart.
Besides its ride-hailing business, BluSmart also has an EV Charging business.
And all of this has resulted in a 20% increased revenue per vehicle for BluSmart.
Besides its ride-hailing business, BluSmart also has an EV Charging business.
Currently, there is limited availability of public EV charging infrastructure in India.
BluSmart has partnered with its lead investor, Jio-BP, to set up charging stations.
BluSmart has partnered with its lead investor, Jio-BP, to set up charging stations.
They have over 1,150 charging stations that deliver charge management solutions and Li-ion batteries for all segments of vehicles.
This ensures charger availability in desired locations and reduces the risk of vehicles running out of charge during operations.
This ensures charger availability in desired locations and reduces the risk of vehicles running out of charge during operations.
Meaning fewer chances of a higher dry run which can lead to lower profitability.
Not only can drivers reliably charge their vehicles at dedicated charging hubs during operations but any EV owner can find and reserve a charging location to charge their EV and pay directly on app.
Not only can drivers reliably charge their vehicles at dedicated charging hubs during operations but any EV owner can find and reserve a charging location to charge their EV and pay directly on app.
BluSmart is the perfect example of how a business in the sustainability sector should be built, and they couldn’t have launched it at a better time.
Indian Renewable Energy Development Agency (IREDA) has financed BluSmart â‚ą268 crores to purchase 3000 electric cars.
Indian Renewable Energy Development Agency (IREDA) has financed BluSmart â‚ą268 crores to purchase 3000 electric cars.
Presently it is operating in NCR and Bengaluru and will scale its fleet to 5000+ by the end of this year.
The BluSmart fleet consists of vehicles from Mahindra, Tata Motors, Hyundai Motors, and many more.
The BluSmart fleet consists of vehicles from Mahindra, Tata Motors, Hyundai Motors, and many more.
BluSmart’s strategies will surely help them attain superior unit economics and generate greater revenue.
Even Deepika Padukone backed them coz they're creating job opportunities for 1000s of drivers, including women drivers.
Even Deepika Padukone backed them coz they're creating job opportunities for 1000s of drivers, including women drivers.
BluSmart, India's first electric ride-hailing company, believes that when an energy transition is happening at such a massive scale, nobody should miss out.
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