Bhavish Aggarwal Quotes
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There are many people who think we had the first-mover advantage. But actually, when Uber came to India, Ola was doing only 2,000 rides per day . We had less than half a million dollars of funding.
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Global companies can raise capital much easier than local Indian companies can because they have access to many more markets than we do, and this ends up distorting competition.
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In the U.S. or in the West, mobility means owning your own car. Cities are designed around spread-out suburbs, societal customs are that kids get a car after a certain age, and car ownership is very high.
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Compared to Uber, we have a much local business model. We allow the customers to pay in cash as well as use our prepaid wallet. We allow them to book through call centres and pre-book for future travels.
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We profile drivers based on their riding behavior, driving behavior to make sure we weed out the bad-performing drivers, which are considered unsafe in terms of their driving profiles.
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Mobility in India is going to be different from the West. In America, people would look at an autorickshaw and say, 'This is a passing thing.' But in India, you know it will stay because it is fast and convenient.
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Millions of Indians undertake their daily commute in our cities using their own vehicles, cabs, or other modes of personal transportation. With Shuttle, we intend to create a comfortable and reliable commute experience for them at the tap of a button on their smartphones.
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With a strong focus on driver-partners and the community at large, we aim to create a high-quality and affordable travel experience for citizens and look forward to contributing to a healthy mobility ecosystem in Australia.
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Challenges keep evolving as you move into different stages. When you are at a prototype stage, it's about getting that sustenance money. Then, talent becomes an issue; your early hires are difficult to get when you aren't too big. Later, it's about handling growth; then, you have competition.
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Safety is top priority for us, and all our drivers are fully certified; all of them are checked. Their addresses are checked. Backgrounds are checked. To whatever extent the Indian system makes it possible to check.
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Raising capital is not the toughest part. The toughest part is building a great team and making sure it's growing with the company.
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In so many ways, our business is very, very unique. For example, in India, people pay with cash, and we accept cash from day one. And a lot of people in India pay with cash. And that's part of our business model.
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Three-wheelers are a vital means of transportation and a source of livelihood for millions of people every day.
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If we want, we can be profitable, but we are focusing on growth. We don't comment on profitability, but we do look at it internally. And many of our Ola cities are profitable. But our focus across all cities is growth.
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As we scale, we will be able to drive the business with more efficiency, which will allow us to pass on more benefits to the consumers.
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I got to travel a lot and meet amazing people. That was a lot of fun.
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We believe that electric vehicles can transform transportation completely in India by enabling lower cost of operation and ownership.
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In 10 years of being together - 6 while dating and 4 in marriage - my wife has never once complained about my physical or mental absence in our relationship.
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All of us have an entrepreneur in us.
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I don't think of competition as much as journalists think I do. Our strategy has been very different from Uber. We are very focused on building as per the Indian dynamics.
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We are very excited about launching Ola in Australia and see immense potential for the ride-sharing ecosystem in a country which embraces new technology and innovation.
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If we launch a new product, we have to time it right. It's not about how soon you can do it but how well we can do it.
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I don't have a car and have decided never to own one.
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We have built many of our systems with maps as the foundation. We are seeing that a lot of intelligent businesses are doing the same.