Improving Customer Experience and Driver Engagement

The assignment provides a comprehensive overview of strategies for enhancing the Customer Relationship Management (CRM) system of Ola, focusing on both customer experience and driver engagement. It identifies key areas such as technology, proper background checks for drivers, attention to car cleanliness and maintenance, behavioral training, customer focus through surveys and rewards, and listening to drivers' concerns. The solution aims to improve customer satisfaction and loyalty by directly interacting with customers and drivers, addressing their needs promptly and professionally.

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Jaipuria Institute of Management
CRM GROUP PROJECT
2019-2021
Submitted To: Submitted By:
Dr. Rekha Attri Sushmita Rathore
Sudeeti Maroo
Rana Pratap Singh
Shabhahat Khan
Sonika Kachhawaha
Swayam Kapoor

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INDEX
Table of Contents
1. INTRODUCTION .................................................................................................................................. 3
1.1 CRM ............................................................................................................................................. 3
1.2 Types of CRM solutions ................................................................................................................ 4
1.3 Taxi Industry and its major players in India…………………………………………………………………………………..4
1.3.1 OLA……………………………………………………………………………………………………………………………………5
a) Ola customer segment…………………………………………………………………………………………………..6
b) Value propositions of ola……………………………………………………………………………………………….6
c) Channels of ola………………………………………………………………………………………………………………7
d) Key Activities of Ola…………………………………………………………………………………………………..….7
1.3.2 UBER……………………………………………………………………………………………………………………………………8
a) Different cab models to cater to everyone……………………………………………………………………9
b) Key Activities of Uber………………………………………………………………………………………………… 10
c) Value propositions of uber………………………………………………………………………………………….11
2. COMPARING UBER VS OLA CABS ...................................................................................................... 12
3.CRM USED IN CAB SERVICES- OLA & UBER ......................................................................................... 14
3.1 How Uber uses CRM?......................................................................................................................14
3.2 How OLA uses CRM?....................................................................................................................... 14
3.3 CRM software used in cab services……………………………………………………………………………………………..15
4. SUGGESTIONS TO ENHANCE THE CRM EFFECTIVENESS…………………………………………………………………..17

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1. INTRODUCTION
1.1 CRM
Customer iRelationship iManagement iwas iinvented iin ithe iancient icommercial iworld iand
ihas ibeen iconstantly ievolving ithroughout ithe iyears iunder idifferent inames iuntil ithe iend iof
ithe i20th icentury. iThere iare iseveral iantecedents icontributed ito ithe idevelopment iof
irelationship imarketing isuch ias ienergy icrisis iof i1970’s iand itotal iquality imovement.
iHowever, ione iof ithe imain iforces, ithat ihas ibeen iconstantly ishaping iand iimproving ithe
ibusiness ienvironment, iwas ithe iadvent iof idigital itechnology. iThe iInformation iTechnology
i(IT) irevolution ihas iplayed ia ivital irole iin irapid igrowth iof ithe imarketing ifield iand ihas
iforever ichanged ithe iunderstanding iabout imodern iCRM. iIn ithe inew iera iof idigitalisation,
iwhich icovers ivirtually iall iexisting iindustries, iCRM iconnects icustomer idata iwith itarget-
group ioriented icommunication iactivities isuch ias ie-mail iand imobile imarketing. iIn iother
iwords, iCRM ihas ibecome ian iintegral ipart iof ithe icustomer ilifecycle imanagement. i(Sharma
i& iGupta i2003, ipp. i8-15; iPiskar i& iFaganel i2009, ipp. i199-200; iChakravorti i2006, ipp.
i20-28.) iFurthermore, ionline ishopping iand ibooking ihas igrown isteadily iduring ithe ipast
idecade i(Statista i2018). iIt iplays ia isignificant irole iin isocio-economic idevelopment iby
istimulating icompetitiveness ion ithe imarket. iFrom ithe ibusiness iperspective, iit iimproves
icompanies’ iperformance iby ireducing itransaction icosts iand iproviding iglobal iaccess ito ithe
igreater inumber iof icustomers. iAround-the-clock iavailability, idiversity iand ispeed iof iaccess
iare ithe ikey ifeatures iallowing icompanies ito imake imore imoney ithan iever ibefore.
However, ithe isuccess iof iany ibusiness iis iheavily idependent ion icustomer iloyalty itowards
ia ibrand ior iservice. iAs ia iresult, iСRM iimplementation ihas ibeen iadded ito ithe iagenda iof
imany ie-businesses. iFor iinstance, ithe iride-hailing iindustry iis ia ifastgrowing imobility
iservice iprovider, ithe ioverarching iidea iof iwhich iis ito ienable icab irequests ithrough ia
imobile iapplication i(Wang i2015, ipp. i2-4). iCompanies ioperating iin ithis ifield iattract iand
iretain itheir icustomers ipredominantly ivia ionline icommunication, iwhich imakes iCRM iand
ionline imarketing ithe ibackbone iof itheir idaily ioperations.
In irecent iyears, ithere ihas ibeen ian iincreased ifocus ion iCustomer iRelationship iManagement
iand iits iinfluence ion icompany iperformance. iPrior istudies ihave igenerally ifound ia ipositive

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irelationship ibetween iCRM iimplementation iand icustomer iacquisition ias iwell ias iretention
irations. iFor iexample, iDutu iand iHalmajan i(2011) ipointed iout ithat ithe iimprovement iof
ibusiness iperformance ican igenerally ibe iexplained iby ithe ifact ithat icustomer iretention itends
ito ibe iless iexpensive ithan ithe icustomer iacquisition iprocess.
1.2 iTypes iof iCRM isolutions
CRM isystems ienable icompanies ito istore iand iprocess idata, igenerate ireports iwhen irequired,
iand iperform imarketing iactivities. iHowever, iunderlying icompany ineeds idepend ion ithe
iindustry iin iwhich ithey ioperate. iThus, ithe idifferent itypes iof iCRM isystems iwere icreated.
iThese isystems imay ivary iin itheir imain ipurpose iof iutilization, ifunctionality, ilevel iof
iinformation iprocessing, iand imethod iof iorganization. iThere iare ithree imain itypes iof iCRM
iapplications:
• Operational
• Analytical
• Collaborative
1.3 iTaxi iIndustry iand iits imajor iplayers iin iIndia
Gone iare ithose idays iwhen ipeople iwaited ito irickshaw ito itravel iinside icity, inow ithe
igloblization ichanged ithe iface iof iindian ibusiness. iIn ithe iquick ispan iof iyears, itaxi iservices
ihas ibecame ithe imajor itransportation imedium iin imany icities. iIn iIndia, itaxi ibooking iapps
iare imaking imillions iof iturnover iwhich ilisted ias ione iof ithe imajor igrowing iindustry.
In imajor icities iin iIndia ilike iMumbai, iDelhi, iBangalore, iChennai, iKolkata, iHyderabad iand
imore, ipeople iare iprefer ito ichoosing icab iservices ias itheir iprimary itransport imedium ifor
itravelling ito ioffice, ishopping, ihospital, iairport iand iall iother iplaces. iWith itechnology itook
iplace ievery isector iand ithe iinnovation iof imobile iapp idevelopment, itaxi ibooking iapps iin
iIndia imakes ilife ieasier ifor iusers. iBy iinstalling ithe itaxi ibooking iapps iand ilocating
idestination iusing iGPS, iuser ican ibook ithe icab iinstantly ifrom imobile iphone. The ionline
icab ibooking iservice iproviders icharges ithe icost iof itravelling ibased ion idistance iof itravel
iand itype iof ivehicle, itraffic iand iwaiting icharges. iThere iare imultiple iapps iavailable iin
iandroid iplay istore iand iapple iapp istore ifor icab ibooking iin iIndia i:

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1. iOla iCabs
2. iUber
3. iMeru iCabs
4. iCarzonrent
5. iSavaari iCar iRentals
6. iFasttrack iTaxi iApp
i7. iMega iCabs i
8. iTab iCab
9. iNTL iTaxi
10. iMy iTaxi iIndia
1.3.1 iOLA
iABOUT iTHE iCOMPANY
• When iit icomes ito ireaching iyour idestinations ion itime, iseveral ion-demand itaxi
iservices iwould iprobably icome iinto iour imind. iUndoubtedly, ione iof ithem iwould ibe
iOla. iIndia’s ilargest idomestic iride-hailing iservice icompany iand iUber iis igreatest
CEO Bhavesh iAggarwal
Year iit iwas ifounded 2010
Headquarters Bengaluru
Number iof iemployees 8134
Product iand iservices ioffered Online iride-sharing iservices- iFood ideliver iservice-
iMobile iwallet
Competitors Uber-Swiggy- iPaytm- iUber iEats

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irival iin iIndia, iOla iwas ifounded iin i2011, ioffering iefficient itransportation iservices
ito ipeople.
• Ola iis ibased ion ithe itwo-sided inetwork imodel; iOla iconnects icustomers iwhose
iseeking ion idemand itransportation iwith idrive ipartners ithrough ia imobile iapp.
• Ola iservices iare iprovided ito imillions iof icustomers ievery iday iin iover i169 icities.
iOla iservices iare ialso iactive iin iAustralia, iNew iZealand, iand iUK.
A) OLA iCUSTOMER iSEGMENT
There iare itwo itypes iof icustomer isegment iin iOla i– i
1. iUser iof iTaxi iService:
City iTaxi: i- iwhich imeans iRegular isuburbanites iwho ineed ito ibook ia itaxi ito ireach ifrom
ione ispot ito iother, iindividuals iwho ido inot icare ito idrive irather iappreciate iworking iwhile
iin ia ihurry.
Outstation ior iintercity itaxi: i- iin ithis iola iservice iwhere ifriends iand ifamilies iwho iwant ito
itravel ito isome iplace itogether ifor ioutstation itravel.
Ola iCorporate: i- icorporate icustomers iwho iwant ito imanage iemployee itravels ilike ipick,
idrop iservices, ior iinsurance, iexpenses, iand iinvoice ithrough ia icentralized iportal ior
idashboard.
2. iDrivers i(Taxi iService iproviders)
Drivers iservice iwhich imeans idriver ipartners iowning icars iwho iprovides itaxi iservices iand
iearn ithrough ithe iOla iplatform.
B) VALUE iPROPOSITIONS iOF iOLA:
For iPassengers i
• Ola ifair iis iaffordable iand ilean ifares
• High iquality iservice iand iconvenient irides
• Certified idrivers
• Criminal ibackground icheck

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• Advance ibooking
• Cashless irides
• Multiple istops ifacility i
• Hourly ipackage ifor irental icabs, ishare iand iexpress irides
For iDrivers iPartners
• Choose iown iworking ihours
• Access ito imore icustomers
• Instant ibooking
• Daily ipayments
• 24/7 ihelpline isupport
• Lease icars iget ifree icar imaintenance iand i
• Run iand imanage ithe ifleet iof icars
C) iCHANNELS iOF iOLA
The ichannels iof iOla iinclude:
• Self-Serve i– iits ihi-tech imobile iapplication iavailable ion iiOS, iAndroid, iand
iWindows. iIt ialso iutilizes iSMS iand iemails inotifications ito iwork iwith icustomers
iand idriver ipartners.
• Partner iChannel i– iOther idelivery ichannels iare iits iextensive irange iof ivehicles ithat
iinclude iautos, ibikes, imicro, imini, iPrime iSedan, iPrime iSUV, iPrime iPlay, iLUX, iE-
Rick, ietc.
• Social iMedia i– iIt ialso iefficiently imanages iits isocial imedia ipages iand ithrive iin
icommunications iwith icustomers. iIt ikeeps iasking ifor ifeedback ifrom icustomers ito
iimprove itheir iservices
D) IKEY IACTIVITIES IOF IOLA
Major ikey iactivities iof iOla iare igiven ias ibelow

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• Platform igrowth i– iManaging iand iupdating imobile iapp ion ia iconstant ibasis
• Manage idaily ioperations, iwhich iincludes i–
• Manage irelationship i– iManaging irelationships iwith icustomers, ipartners, iand
iinvestors
• Government iCompliance i– iUnderstanding iand icomplying igovernment iregulations
iand iRTO irules iin ithe iareas iwhere iit’s ioperating
• Sales i& iMarketing i– iPlanning iand iexecuting ipromotion iand imarketing itechniques
i– iboth ionline iand ioffline.
The itaxi-based imodel iof iOla ihas iserved iit iquite iwell ias itheir iservices iare iearnestly
iwelcomed iby ialmost ieveryone. iAn iultimate isolution ito ireach idestination ipromptly,
iconveniently, iand isafely, iOla ihas itruly iredefined imobility ifor ibillions iof ipeople
iworldwide.

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1.3.2 UBER
ABOUT iTHE iCOMPANY
Founders Travis iKalanick iand iGarrett iCamp
Company iHeadquarters San iFrancisco, iCalifornia, iUnited iStates.
Funding ireceived iby iUber : i$22.2 iBillion. i(as iof iDecember i2017)
Company iValuation Over i$70 iBillion
Number iof iUsers : iMore ithan i50 iMillion. i
Number iof iregistered idrivers Approximately i7 iMillion i(as iof iNovember i2017).
Average inumber iof idaily
iUber iTrips
1 iMillion i
• Uber iis ian ion-demand itransportation iservice iwhich ihas ibrought ia irevolution iin
ithe itaxi iindustry iacross ithe iworld. iThe ibusiness imodel ihas imade iit ipossible ifor
ipeople ito isimply itap itheir ismartphone iand ihave ia icab iarrive iat itheir ilocation iin
ithe iminimum ipossible itime, ileaving ia ilot iof ibudding istartups iyearning ifor ian
iApp ilike iUber.
• Uber iis ione iof ithose ifew itech icompanies iin ithe iworld ithat ihas ibeen ivalued iover
i$70 iBillion. iUber ihas ialready ireceived ian iequity ifunding iof i$22.2B iand iis
ipresent iin i633 icities iworldwide. iThese ifacts isurely ishow ithe itrust iof iinvestors iin
ithe ibusiness imodel iand imake iit ieasy ifor iUber ito iimagine ihow imuch irevenue
iwill ithe iorganization ibe imaking ionce iit iattains iliquidity.
A) iDifferent icab imodels ito icater ito ieveryone:
• Uber ihas inot ilimited iitself ito ia iparticular isegment iof icars ior ito ia iparticular
isegment iof ipeople. iThere iis iUber iX, iUber iBlack ifor ithose iwho ilove ito itravel iin
ia iblack icar, iUber iTaxi ifor ithose ilooking ifor icost-efficient isolutions iand iUber
iSUV ifor ithose iwho iwant iluxury.

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B) iKey iActivities iof iUber
• Remove ifriction i(search icosts) ifrom iall iinteractions. iThis iincludes ithe imany
iimprovements iaround ipick-up ipoints, ie.g. ilocation iaccuracy, ispotlight iand imany
iother i(non-technological) iways
• Improve ithe itechnical ilead ion ithe iproprietary itechnologies
• Improve ithe iApp ias iwell ias ithe iinvolved iprocesses ibased ion iuser ifeedback
• Develop inew iproducts: iUber iEats, iUber iFreight iand imany iother ispecific ivalue
iproposition irelated ito iRides iand iEats
• Expand iand igrow iinto imore icities iand icountries i(more ion ithe igrowth istrategies
iin ithe ipremium iresources)

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C) iVALUE iPROPOSITIONS iOF iUBER:
Value iproposition ito iriders
• Custom iride: ithe i“exact iride” ithat ithe iuser ineeds i(i.e. ipick-up iand idrop-off ipoint
iwithout itransit ion ieither iside)
• On-demand ifrom ithe iApp, ino ineed ito ischedule ia ipre-order i(though ipossible).
iUber iaims ito iprovide ireliable irides iin ithat ipeople idon’t ihave ito iplan itrips iahead
iof itime
• The iApp igives iyou iestimated ipick-up, iduration iand iETA iof ithe iride
• Affordability: itypically ilower iprices ithan ia icomparable itaxi iride i(exception: isurge
ipricing); ian iestimated ifare iis iprovided iprior ito ithe iride
• Ease iand iconvenience: iremoving ifriction ifrom iall iinteractions ito ithe iextent
ipossible, ie.g.
1. Fast ipick-ups i(often i3-5 imins) iand itracking ithe idriver iarriving
2. Choice iin iterms iof ivehicle itype i(economy, ipremium, ietc)
3. No ineed ito itell ithe idriver ithe idestination ior iroute
4. Cashless itransactions i(exceptions iexist)
• Rating isystem ithat iallows ifor ifeedback
Value iproposition ito idrivers
• Income igeneration iand ilow iidle itimes idue ito ithe ilarge iamount iof iactive iriders
• Flexible iand ipredictable iwork ihours ias iwell ias iself-determined ishift idurations i(at
ileast iin itheory i– ithe iactual iincentive isystem ican ilead ito iother ibehaviours)
• Tracking ione’s iearnings i(in ireal-time) iand iability igenerate iimmediate iearnings iand
iability ito iget ipaid iout ifrequently i(esp. iin ithe iUS)
• 24/7 isupport: iability ito icontact iUber ianytime, ie.g. iin ithe icase iof iissues iwith ia
irider ias iwell ias iproviding ia irider irating
• No iboss
• The idriver iapp ithat ihelps iwith inavigation, ialerts, iplanning, iearnings, ietc
• Ease iof ijoining: irequirements ito ijoin ican ibe imet iby imost idriver icar-owners
i(mainly: iidentification, ibackground icheck, ivehicle iinspection, i4-door icar)

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2. COMPARING iUBER iVS iOLA iCABS
• EASE IOF ITHE IAPP’S IUSE
Both ithe iapps iare iquite istraightforward ito iuse. iWith iuncomplicated idesigns, ieven
ia inew iuser ishould ibe iable ito ifind itheir iway iaround ithe icab ibooking iapp. iWhen
iopened, iboth ithe i‘Uber’ iapp iand ithe i‘Ola iCabs’ iapp ifeature ia isimilar ilanding
ipage, ia imap ithat iplots iyour igeographical iposition ias iwell ias ithat iof ithe icabs
inearby ito iyou.
• EASE IOF IBOOKINGS
Both iUber’s iand iOla iCabs’ iapp ibring icomfort ito ihailing ia icab. iBe iit ia iluxurious
iride ior ia isimple icab, iall iyou ihave ito ido iis ienter ithe idestination iyou iwould ilike
ito igo ito. iOnce iyou ihave iselected iyour idestination iand ithe itype iof icab iyou iwould
ilike ito iride iby, iboth iproviders iwill igive iyou ian iestimate ifor ithe ifare iyou iwill
iincur.
• PRICES
Many iwould itell iyou ithat iUber iis icheaper ithan iOla iCabs. iBut iif iyou ido inot ifind
ian iUber iaround iyou iand ihave ito isettle ifor ian iOla iCab, iknowing iwhat iyou iwill
ipay ihelp. iOla iCabs ioffers ia ibasic icab iat ia iflat irate iof i80 ifor ithe ifirst i4 ikms
iand iRs.10/km, ia iflat irate iof i100 ifor ithe ifirst i4kms iand iRs.8/km, ia iflat irate iof
i100 ifor ithe ifirst i4 ikms iand iRs.11/km iin iBangalore, iDelhi iand iMumbai
irespectively.
Uber ioffers iits imost ibasic icab iat ia ibase irate iof iRs.35 iand iRs.7/km, ia ibase irate
iof iRs.40 iand iRs.7/km, ia ibase irate iof iRs.45 iand iRs.8/km iin iBangalore, iDelhi iand
iMumbai irespectively. Both iproviders icharge iRs.1/min ifor ithe iduration iof iyour iride
iand iUber ihas ia icancellation ifee iof iRs.15 iin iBangalore, iRs.60 iin iMumbai iand
iRs.80 iin iNew iDelhi.
• EXPLICITLY ISHOWING ITHE IDIFFERENT ITYPES IOF ICABS
IAVAILABLE I

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Uber ishows ithe itype iof ioptions iavailable ionly iafter ithe iuser ihas iselected ithe idrop
ipoint. iOla, ion ithe iother ihand, ishows ithe itypes iof icabs iavailable, ialong iwith itheir
iapproximate itime ito ireach ithe iuser ion ithe ihome ipage. iToday, ithis itime ithat iOla
ishows imay inot ibe ivery iaccurate. iBut iassuming iit iwas, iit idoes igive ia isense iof
ithe itime itrade-off ivery iearly ion.
• EXPLICITLY ICOMPARING ITHE ICOST IOF ITHE IDIFFERENT ITYPES IOF
ICABS IAVAILABLE
Uber idoes ia igood ijob iin ishowing ithe ioptions iwith ithe iprice itrade ioffs ionce ithe
iuser ihas ientered ithe idestination. iOla ionly icompares imicro iwith ishare ito inudge ia
icustomer ito ishare ior imini iwith iprime ito iupsell. iBut ithe itrade-off, isay ibetween ia
iprime iand ishare ior ishare iand iauto idoes inot icome iout iclearly.
• SHARE IFEATURES ION IOLA i
Ola idoes ia ibetter ijob iwith ipromoting ipool ioption. iBe iit ithe ishare ipass ito ilock
iusers ior ishowing ione’s irelative ipick-up iand idrop iwith irespect ito ithe iother iriders
imakes ia iperson ibetter iprepared iwhen iin ia ishare icab. iIn iUber, iwe imostly iend iup
iasking imy idriver iwhose idrop iis iit ifirst. iWhen iwe iwant ito ibook ia ishare icab, iI
igenerally iprefer iOla ijust ifor ithis ireason.
• OLA IMICRO IFOR ISHORT IRIDES, IUBERGO IFOR ILONG IRIDES
Ola iis ithe icheaper iride ishare ifor ishort irides, iwhile iUber iis icheaper ifor ilong irides.
iThis iholds itrue ifor imost iof ithe imajor icities iof iIndia ilike iDelhi, iBengaluru,
iAhmedabad ietc. i i i i

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3. CUSTOMER iRELATIPONSHIP iMANAGEMENT iUSED iIN iCAB
iSERVICES- iOLA i& iUBER
3.1 How iUber iuses iCRM?
• Listening ito iits icustomers i-Uber’s iCRM iextracts idata ifrom ipeople iengaging iwith
ithe icompany ion ikey isocial imedia isites ilike iFacebook iand iTwitter. iThe iCRM
isystem ican ithen istore ithem ias icontacts. iThis ienables iUber ito iget iback ito iany
icomplaints iwith ihaste, iensuring iit imaintains ian iexcellent ipublic iimage.
• Targeting ithe iright icrowd- iBy ihaving ia ihandle ion ikey idemographic iinformation
iabout iits icustomers, iUber ican icreate imore ipersonalized, itargeted imarketing
icampaigns. iIf iyou ilike ia ifew idrinks ion ithe iweekend, iyou imight iget ia inotification
iat i9pm ion ia iFriday iwondering iif iyou ineed ia iride. iIf iyou itake iUber ito iwork,
iyou imight isee ian iemail ipop iup ion iSunday ievening ireminding iyou ito ibook iyour
iride ifor ithe imorning. iBy itapping iinto ithe ibehaviors iand iriding ihabits iof iits
icustomers, iUber igives iits imarketing ia ihighly ihealthy ichance iof isucceeding. iAnd
ifrom ithe icustomer’s iside, ithey iget ia isuperior, imore itailored iservice i– iand iwill ibe
imore ilikely ito iuse iUber iagain.
• Cultivating icustomer iloyalty-CRM isystems ilet iyou icreate iloyalty ischemes ito
ireward iyour imost ifaithful icustomers. iTake iUber iRewards, ifor iexample. iUber’s
iown iloyalty ischeme ilets iyou iearn ipoints ievery itime iyou itravel ior ieat ithrough ithe
iapp. iThese ipoints ican ilater ibe itraded iin ifor ibenefits iand i‘Uber icash’.
• Uber iincentivizing iits imost iloyal icustomers inot ionly imakes ithem ifeel ivalued, ibut
iit ikeeps ithem iusing ithe iservice.
3.2 How iOLA iuses iCRM?
iThe icustomer irelationships iof iOla ican ibe igauged iby ithe ipleasant iexperiences iand
isatisfaction iof ithe icustomers iand idriver ipartners.
1) Self-Serve iApp i– iOla iapp iis imostly ia iself-serve iportal iwith i24/7 icustomer
isupport.
2) Promotions ioffer i– iit imaintains irelationships iwith icustomers iby ioffering ithem
ireferrals icredit ipoints, ivarious ioffers ifor itheir ifirst iride, icredits ipoints iif ia itrip iis

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idelayed ior icanceled iby iany ireason, iand imany iother ipromotions iand idiscount
ioffers.
3) In-App iand iLive iServices i– iOla iprovides i24/7 icall iand iemergency i(SOS) ialert
ibutton iin ithe iapp ifor iexceptional icustomer iservice iand isupport.
3.3 CRM iSOFTWARE iUSED iIN iCAB iSERVICES
• Salesforce iCRM, iExperian iCheetahmail, iSendgrid, iSalesmate, iSage iCRM iare
isome iof ithe iCRM iwhich iare igenerally iused iof ithem. i
• UBER iuses iSalesforce iCRM. iOLA, ion ithe iother ihand, ihas inot ispecified iexplicitly
iwhich isoftware ithey iuse.
Cab iservice icompanies iconsiders ifollowing ipoints iwhile ichoosing ithe iCRM isoftware:
1) Manage iand isave idetails: iSave icritical idetails iof iyour iinventory ialong iwith ithe
ivendors iand idrivers iin ia icentral irepository ialong iwith icontract idocuments iand
icommissions. iWith iInventory imanagement iand itracking, itracking iof iall iinventory
ibecomes ieasier iand iso idoes ipre-booking. iThe icompany ican ialso isave idetails iof
itheir imost iregular iclients iand ioffer ithem ispecial ioffers ithrough iloyalty
imanagement iand imake imost iof ithe iCRM.
2) Customer iFeedback: iA icall ifor ia ifeedback ican ionly iwork iin ia ifavor iof iyour
iservice. iSage iCRM ican ihelp iyou irecord iand imaintain ithese ifeedbacks iwhich ican
ibe ihelpful ito ianalyses iand irectify ithe iflaw iin iyour iservice. iFeedback imany itimes
ialso ihelps ithe icompany ito iintroduce ia inew ivalue iaddition ito itheir iservices iand
iincrease ithe icustomer ibase. iPositive ior inegative, iall idata ineeds ito ibe irecorded ias
ianalysis iin ithe iyear iend ibecomes ieasier iand irelevant.
3) Go iSocial: iPeople ilike ito ifollow ithings ithey ilike ion isocial imedia, ia ipresence iin
isocial imedia ican itell imore iabout iyour iservice ilike ifeatures, ioffers, iupdates ietc. ias

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iwell ias ihelp iin imarketing. iWith ithe ihelp ifrom iSocial iCRM ifrom iSage iCRM, iyou
ican iknow iwhat ithe iconsumers iare italking iabout ithe ibrand iand irecord ithem iall
ifor ifurther ianalysis ior imarketing ipurpose.
4) Analytics: iAnalysis iof iall ithe iprocesses iin ia iB2C iis ias icrucial ias ithe iprocess
iitself. iTo iidentify iwhat iregion iis igiving igood irevenue ior iwhat iregion ineeds ito ibe
imonitored. iThere imay ibe isome iTier iII ior iTier iIII icities iwhich imay ibe istill inot
iready ifor iadopting ito ithis inew imethod, ihence, ipulling iout iof ithem iis ifar iwider
ichoice ithan iinvesting imore iin ithem. iFinding ifor iany idata iduplicity iand ichecking
ifor idata ileakages ican iprovide ithe icompany iwith imore iauthentic isales iforecasting
iand ipipeline.
Integrating ia iCRM iwith iyour icab iportal igives iyou ia iwider icontrol ion iyour iprocesses
ialong iwith ivisibility iand isales iforecasting. iIt ibrings iall ithe istakeholders iof ithe icompany
ifrom iinvestors ito ivendors itogether ifor iproviding ibetter iservice ito ithe icustomer. i

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4. iSUGGESTIONS iTO iENHANCE iTHE iCRM iEFFECTIVENESS
• In iride ihailing icompanies ilike iOla iand iUber, ithere iare itwo icustomers ifor ithem
iwhich iare:
o Drivers
o Customers i(passengers)
• These itwo iare ithe icritical istakeholders ifor ithe icompany iso iif ithe iorganization iwants
ito ienhance itheir iCRM, iit iis iimportant ifor ithem ito ilisten ito iboth ithe isides.
• If iwe italk ifrom ithe icustomers ipoint iof iview ithen ithe imajor iproblems iwhich iare
ifaced iby ithem ican ibe iidentified ias- ino idifferentiation iin iMicro iand iMini icabs ias
iboth isends iWagon iR iand ipush inotifications ifrom iOLA isends ithe ioffer ibut ithat iis
inot isaved ianywhere, ihence igets imissed ior iremain inon iutilized iwhen ineeded. i
• On ithe iother ihand, iif iwe isee ifrom ithe idrivers iprospective ithen ithe iissues iwhich
ithey iface iare imainly ithat ithey idon’t ihave ienough icash ifor iday ito iday iworking iand
ithe ithing iwhich iis imost iimportant ihere iis ithe ifuel. iIf ithey iwill inot ihave ienough
icash iso ithey iwill inot ibe iable ito irefuel ithe ivehicle iand ithus ithey iend iup
imanipulating ithe ilast idrop iof ithe iday ito imeet itargets iand iearn ibonuses.
• In iour iopinion, ithe iright iway ito ireach ito ithe iroot icause iof ithe iproblem iis ito idirectly
iinteract iwith ithe icustomers iand idrivers. iBut ihere iwe ilist isome iof ithe isuggestions
iwhich ican iprove ito ibe ihelpful iin ienhancing ithe iCRM iof ithe icompany: i
1. Technology
• Customer icare icontact ion iapp
• Correct/Realistic iEstimated iTime iof iArrival iof idriver iat ipickup ipoint
• Alternate iroute isuggestions ifor ioptimized itravel
2. Driver ion iboard
• Proper ibackground icheck
• Attention iand itraining itowards icar icleanliness iand imaintenance
• Behavioral itraining

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3. Customer iexperience
• Trained icustomer iservice iagent
• Issue iresolution istrictly iwithin idefined iService iLevel iAgreements.
4. Customer iFocus i(Survey)
• Listen ito icustomer iproblems iand ihold ihands ito iresolve iissues
• Run icampaigns ilike i#MyOlaDay iand ireward ifor ibest iselfie ipost ion isocial imedia
• Put icustomers ion ispotlight, iappreciate ithem iand imake ithem ifeel iimportant
• Surprise iupgrades ion icab
• Take iadvice iand icredit ithem ifor iit
• Make iquality ia ipriority
5. Listen ito idrivers i(Survey)
• Drivers iare ithe iemployees iwho iare iOla’s iface ivalue. iInvest iin iaddressing itheir
iconcerns
• Meet iand igreet ior isaying iHello iand iGoodbye ito icustomers ishould ibe ia ivalue
isystem ithat ishall ibe iinculcated iin ithe idrivers
• Reward ithem ifor icustomer-oriented iapproach
To iconclude, ithe ionly ithought ithey ihave iis ion icreating ivalue iproposition. iCompanies
ishould ihave ithe imotto- iFor iyoung ior iold, imale ior ifemale iand ieveryone iwho iseeks ia
icab iand iare idissatisfied iwith icab iservices, ithey ishould ilook iat ito ideliver iexperience iand
ileave ia imark iin ithe iform iof isatisfied i& ihappy icustomer iwith ievery idrop ithat iit imakes.
iThat iexperience iwill ibring iin icustomer iloyalty iand iwill igive ino ireason ito icustomers ito
ilook iout ifor ialternate iservices ifrom iits icompetitors. i