REVA: DRIVING TECHNOLOGY ADOPTION 
    THROUGH STRATEGIC INNOVATION1
  With the commercial launch of the Reva in June 2001, 
  fulfilled a seven-year old dream to bring an electric 
  car to the Indian market.
  But by March 2002, it was clear that while the car was 
  technologically sound, he still faced a number of 
  challenges.
  In order  to counter  the challenge , capital 
  investments to a minimum , product design and 
  manufacturing strategy, by outsourcing wherever 
  possible where some of the statergies implemented.
   CONT….
   Government had not come forth with 
    subsidies as expected which prevents price 
    effectively.
   Also has to face long-term challenge of 
    maintaining the technological leadership 
    of his company.
   CONT
   Indian cities with dense traffic, scarcity of 
    parking space, pollution problems, and high fuel 
    costs, Chetan believed that there could be a 
    market for a small, environment-friendly.
   Chetan’s family runs the Maini group, that 
    consists primarily of a precision component 
    manufacturing.
   Maini Precision Products (MPP) exported 
    components with a 2 micron tolerance to Bosch.
           BUSINESS MODEL
        •
         Assembly and outsourcing
        •
         Tie ups
        •
         Manufacturing strategy
              1.  The investment  cost reflect projected cost  peak to volumes of 
                  15000-16000
              2.  Efforts were made to redesign car
              3.  All resulted in  low project cost and an operating break-even
              4.  Pay-back  period of  3.5%
   Raising finance was major hurdles
       Battery management
       AEVT system
     •  Other strategies
       Reva team made trade-off  b\w cost and convenience
       Company gave free installation of charging infrastructure