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Sales & Marketing

Case – EV charging infra solution

EV Market Overview

Production growth for the industry is

estimated at ~7% over the next 4 - 5 years

Passenger cars to see a higher increase in

new model launches compared to utility

The Indian EV Industry is in its nascent

stages with only 2 electric car
manufacturers, about 10+ players in 2
Wheelers and 3-4 OEM’s in Electric buses
Strategic Imperatives for EVs
Higher Carbon Lower Power
Fuel Security Risks
Emissions Demand
• One of India’s • Rise in EVs could • India currently
major development help grid stability depends on large
goals is the urgent going forward. A scale imports of
need to reduce our new source of crude to meet most
carbon emissions power demand in of its mobility fuel
and meet our the form of Electric needs
climate obligations. Vehicles will be • India can save 64%
• EVs could reduce beneficial for the of passenger
our CO2 emissions power sector and mobility related
by 37%. may lead to stable energy demand in
demand and a 2030 by pursuing a
‘paying customer shared, electric &
segment connected solution
Market Characteristic of EV chargers
• Nascent Market

• Unorganized / small players dominating now


• Low on technology mostly are A.C chargers


• Business model dependent on Auto OEM’s and their plans for

4 now

• Charging Services firms emerging now

Marketing Strategy for B2G
• National Thermal Power Corporation (NTPC) – plans for setting up 100,000 EV
charging stations in India
• Bharat Heavy Electricals Ltd (power equipment PSU) plans to make batteries in
India using the Lithium technology developed by ISRO
• Energy Efficiency Services Ltd (EESL – a national ESCO company, experienced in
large tendering process) has already issued tenders to source 10,000 EV and about
4,000 EV chargers in India
• Rajasthan Electronics (I) Ltd, (REIL) – plans to set up 200 charging stations in Delhi,
Jaipur and Chandigarh

• These are the major Govt clients which are pushed by NITI Ayog and ministry of power
Clients to setup EV charging stations

• Tata being such a trusted and powerful brand could find excellent opportunity if the
Channel plan is pitched directly through D2C or D2G channel

• Tenders are issued by the ministry of power through EESL for charging infra firms is
Entry the best opportunity to enter into B2G segment initially
Marketing Strategy for B2B
Ola and Uber are 2 national fleet operators, there is scope to
introduce new solutions and enter this space of shared mobility
in India

Limitations/ hurdles
• DC fast charging that takes around 75 min to charge
• The Ola cars are charged by the company under a subsidy
• Navigation and other apps are draining the battery
• Setting up charging stations in Tier I city is operationally not feasible

Future Plans
• Planning to launch the same in 2 Tier-I and 3 Tier-III cities
• Ola is in talks with Government for PPP for pilot projects on EV segment
• Looking to tie up with OEM’s like TATA and Bajaj in future

Channel to be followed should be D2C as Ola & Uber are have huge chunk of
share in EVs and will be highly interested in partnering with TATA if given a
win-win deal.
Costumer buying decision
Factors affecting purchase decision in B2B
• Brand influence
• Cost of installation or set-up cost
• ROI (return on investment) and their profit
• Threat of loss vs. opportunity for gain
• The no. Of stakeholder involved in the buying decision (less the number faster
the purchase)
Decision Process
Diagnosis of Contemplation
Awareness Consideration the & validation

Customer Acquisition
Customer Acquisition Strategy

• Keeping in touch with the target customer through calls, mails and
meeting in every month
• Scheduling a discovery call to ask crucial preliminary questions
• Personalising the solution to match the client
• Prepare a 30-minute presentation and pitch it impressively to the
• Giving reward Me stacks up against the competition
• Identify and profiled key decision makers in the target company
• Nurture and convert prospects through personalised, one-on-one
• Keep your sales person very well trained
• Play on the tools like MIST (Money, Image, Shoppers, Time)
Risk Involved & Risk Mitigation
• Policies are still in the making and due to multiple stakeholders, it may
take a while before a clear horizon for EV emerges.

• Existing strong domestic auto industry & ecosystem could pose a

challenge in terms of entry barriers. Local partnerships will be vital for
TATA to penetrate the Indian market especially in Tier-2 & Tier-3 cities.

• Indian EV market will face initial hiccups and will require some time to
stabilize. TATA need a longer view to succeed in India.

• ‘Value for money’ association is vital to succeed in any business in India –

same applies for EV business as well .

• As the market is in nascent stage, hence better relationship and better

deals would help to sustain TATA till the market grows.