What were unique selling propositions of tazzo

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Reference no: EM133613799

Tazzo planned to expand the fleet size to 3,000 vehicles and 100,000 monthly rides by 2020. They also had plans to transition to a fully bike-sharing model in the next three years, introduction of more electric/CNG bikes into the fleet, bringing down the commute cost to INR 2-3 per km and to expand to other cities such as Delhi NCR, Pune, Mumbai, Ahmedabad, Kolkata and Chennai in the next three years. Priyam believed that: if they could provide easy access to self-ride vehicles in a nearby radius, it would precisely eliminate the need for an individual mode of transportation. Also, a self-driven mode of commute eliminated the need for a chauffeur and hence provided much better unit economics. Would it be possible for Tazzo to keep up the pace of growth in the midst of increased competition? Would the company be able to ward off the challenges from its competitors? What were the unique selling propositions of Tazzo with respect to its competitors which would enable it to fulfil its prospective goals?

Reference no: EM133613799

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