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In this significant history of over 100 years, it is interesting to note that automobile has
always been looked at as an aspirational product rather than just an object of mobility.
The Original Equipment Manufacturers (OEMs) of Automobiles exercised an iron-hand
in controlling the prices of the vehicles. Automotive Marketers played on the emotional
appeal of automobiles, selling imagery beyond just the product. Designers in companies
such as BMW saw cars as extensions of a persons personality and character,
designing cars that made people believe in certain specific attributes of who the owner
was as a person.
There used to be a perception globally that the real answer to survival in the auto
industry was scale. As Mr. Anand Mahindra recounted in a recent interview, I remember
that when we launched the Ford Escort in the joint venture we had with Ford and
Jacques Nasser (former Ford Motor CEO) was in the car with me when we rolled it out
from our assembly line. I remember Nasser saying in another five years, there will be
only five car companies left in the world. I hardly need to stress that he was clearly off
the mark. Many leaders like Mr. Nasser believed that Scale was the palaces for all
carmakers, and without scale it is impossible to survive. Even today, there are reports of
Mr. Sergio Marchhione, Chief Executive of Fiat Chrysler Automobiles, looking at
merging with large companies to gain scale. But newer Automobile companies like Tesla
seem to think the exact opposite - believing it to be a game of identifying the point of
disruption in Mobility, rather than about scale.
All this appears to be changing in the last decade. Ever since Steve Jobs launched the
iPhone in 2007, overthrowing global leaders Nokia and Blackberry out of business,
millions of Apps - tiny programs that prey smartly on information - got created. Tiny as
they were, the apps started creating a revolution in the way we live, eat, shop and
travel. Opening the proverbial Pandoras box, Apps soon started doing everything for
smartphone users, from checking into a plane or hotel, helping them buy groceries, to
getting around in unknown places. In just 18 months after the iPhones launch, Garrett
Camp and Travis Kalanick received USD. 200,000 as seed funding to start Ubercab for smart-phone based hailing, tracking and paying of Taxis. By mid 2016, Uber grew to
over 66 countries spanning 449 cities, attaining a valuation of USD. 62.5 Billion.
Controversial as it was, Uber made car companies sit up and take notice, even in an
evolved Automotive market like the US. India too had a slew of rival apps such as Ola
and TaxiForSure, apart from Uber itself.
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