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Vishu Bheda

ย โ€ขย 

Medialย โ€ขย 4m

๐——๐—ฎ๐˜† ๐Ÿฏ ๐—ผ๐—ณ ๐—ง๐—ต๐—ฒ ๐—œ๐—ป๐—ฑ๐—ถ๐—ฎ๐—ป ๐—ฆ๐˜๐—ฎ๐—ฟ๐˜๐˜‚๐—ฝ ๐—ช๐—ฎ๐—ฟ ๐—ฆ๐˜๐—ผ๐—ฟ๐—ถ๐—ฒ๐˜€: ๐—ข๐—น๐—ฎ ๐˜ƒ๐˜€. ๐—จ๐—ฏ๐—ฒ๐—ฟ โ€“ ๐—ง๐—ต๐—ฒ ๐—•๐—ฟ๐˜‚๐˜๐—ฎ๐—น ๐—ฅ๐—ถ๐—ฑ๐—ฒ๐˜€๐—ต๐—ฎ๐—ฟ๐—ถ๐—ป๐—ด ๐—ช๐—ฎ๐—ฟ ๐Ÿฎ๐Ÿฌ๐Ÿญ๐Ÿฏ โ€“ ๐—ง๐—ต๐—ฒ ๐—”๐—ฟ๐—ฟ๐—ถ๐˜ƒ๐—ฎ๐—น ๐—ผ๐—ณ ๐—ฎ ๐—š๐—ถ๐—ฎ๐—ป๐˜ Uber had already conquered cities like New York, London, and San Francisco. Now, it was time for India. Armed with billions in funding and an aggressive expansion plan, Uber landed in India in 2013, confident it would dominate like everywhere else. But there was a problem. India wasnโ€™t the US. Here, roads were chaotic, credit card usage was low, and government regulations were unpredictable. And Uber wasnโ€™t alone. An Indian startup, Ola, had been building its empire since 2010. Unlike Uber, Ola knew India wasnโ€™t about luxury ridesโ€”it was about affordability. A war was about to begin. --- ๐—ง๐—ต๐—ฒ ๐—™๐—ถ๐—ฟ๐˜€๐˜ ๐—ฆ๐˜๐—ฟ๐—ถ๐—ธ๐—ฒ โ€“ ๐—ข๐—น๐—ฎโ€™๐˜€ ๐—Ÿ๐—ผ๐—ฐ๐—ฎ๐—น ๐—”๐—ฑ๐˜ƒ๐—ฎ๐—ป๐˜๐—ฎ๐—ด๐—ฒ While Uber targeted premium customers, Ola went after the masses. Uber required credit cards. Ola accepted cash. Uber focused on big cities. Ola expanded into Tier 2 & 3 cities first. Uber had only cars. Ola introduced autos, bike taxis, and rentals. Ola wasnโ€™t trying to beat Uber at its gameโ€”it was changing the game. Within two years, Ola had already taken the lead in ride volume. Uber had no choice. It had to adapt. --- ๐Ÿฎ๐Ÿฌ๐Ÿญ๐Ÿฑ โ€“ ๐—ง๐—ต๐—ฒ ๐—ฃ๐—ฟ๐—ถ๐—ฐ๐—ฒ ๐—ช๐—ฎ๐—ฟ ๐—•๐—ฒ๐—ด๐—ถ๐—ป๐˜€ Both companies had billions to spend. And they spent it. โ‚น49 rides. โ‚น1 offers. Free trips. Drivers getting โ‚น50,000+ per month in incentives. Every ride booked meant a company was burning money. The goal? Kill the competition first, make profits later. Investors kept pouring in cash. Both companies kept bleeding. But something else was happening in the background. --- ๐—ข๐—น๐—ฎโ€™๐˜€ ๐—ฆ๐—ฒ๐—ฐ๐—ฟ๐—ฒ๐˜ ๐—ช๐—ฒ๐—ฎ๐—ฝ๐—ผ๐—ป โ€“ ๐—ฃ๐—ผ๐—น๐—ถ๐˜๐—ถ๐—ฐ๐˜€ & ๐—ฅ๐—ฒ๐—ด๐˜‚๐—น๐—ฎ๐˜๐—ถ๐—ผ๐—ป๐˜€ Uber assumed money and technology would win. Ola knew India runs on relationships. Ola lobbied the government to create new regulations. It worked with transport authorities to block Uberโ€™s expansion. It formed alliances that Uber couldnโ€™t. Every time Uber faced a ban, Ola was there to take its place. When Karnataka banned Uberโ€™s bike taxis, Ola quickly launched Ola Bike. When Delhi banned high fares during peak hours, Ola followed the rules, but Uber resisted. Uber kept hitting legal roadblocks. Ola kept expanding. --- ๐Ÿฎ๐Ÿฌ๐Ÿญ๐Ÿต โ€“ ๐—ง๐—ต๐—ฒ ๐—ช๐—ฎ๐—ฟ ๐—ฆ๐—ต๐—ถ๐—ณ๐˜๐˜€ By 2019, the battle had changed. Investors wanted profits. Discounts were cut. Drivers were unhappy. Uber went public, struggling with global losses. Ola pivoted into electric vehicles (Ola Electric) and food delivery (Ola Foods). Today, both companies exist, but their territories are clear. Uber dominates airports, premium rides, and metros. Ola owns small cities, auto-rickshaws, and rentals. But Ola proved one thingโ€”global giants donโ€™t always win in India. --- This was just Day 3. Tomorrow, we uncover PhonePe vs. Paytm โ€“ The Payments War That Changed India. Follow Vishu Bheda nowโ€”because the biggest battles are still ahead.

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