6 months ago
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Ola Electric has initiated a large work reboot, deploying a 250-member rapid-response squad crossed the state to code its after-sales backlogs and stabilise lawsuit support, arsenic per institution sources.
The squad comprises technicians and operational specialists led by the halfway enactment team, to wide pending repairs and amended spare-part availability for the company's fast-growing electrical scooter base.
"The company's Hyperservice inaugural is aimed astatine fundamentally transforming however electrical two-wheelers are serviced successful India. The institution has astir cleared work backlogs successful Bangalore nether this initiative, and volition replicate this model successful different cities crossed the country," said a root progressive successful this work effort, connected information of anonymity.
The recently mobilised taskforce has been coordinating intimately with work centres, backed by real-time connection channels to code each kinds of delays ranging from artillery replacements to regular repairs, the root said.
As per Ola Electric laminitis Bhavish Aggarwal's societal media posts, helium has besides been progressive successful these efforts connected the ground.
Ola's work web has been nether heightened unit since scooter deliveries surged successful 2023, starring to longer hold times and inconsistent spare-part supply.
The company's latest propulsion is aimed astatine reversing that inclination by pairing contiguous operational fixes with longer-term structural changes.
A cardinal portion of this displacement is the precocious launched PAN-India In-App work assignment and genuine parts store connected the Ola app and website, allowing customers to straight acquisition often required components, bypassing accepted bottlenecks astatine work centres.
According to highly placed sources, interior targets person been acceptable to dramatically trim hold times arsenic the institution works to rebuild assurance and fortify its presumption successful India's competitory EV market.
