While incumbents like Uber and Ola have long dominated the market, inDrive is carving out its niche with a human-centric approach. It rejects algorithmic pricing in favor of direct negotiation between riders and drivers. Currently, the cab-hailing EV company doubles down on expansion in cities like Kolkata and Chandigarh.
'Ride-Hailing Needs More Humanity Than Algorithms', Says inDrive's Pratip Mazumder
With its 'people over algorithms' philosophy, inDrive is carving a distinct niche in India’s price-sensitive mobility market. The platform empowers drivers and passengers to negotiate terms directly—fostering trust and fairness
Pratip Mazumder, Country Manager, India at inDrive
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"A fixed fare doesn't always reflect fairness. Our model creates space for negotiation, transparency, and choice—especially relevant in India’s price-conscious, trust-driven market," Pratip Mazumder, Country Manager, India at inDrive told Outlook Business.
How does inDrive plan to adapt to emerging trends in the Indian ride-hailing market, such as the increasing demand for electric vehicles or shared mobility solutions?
We are acting on our commitment to sustainability by integrating electric vehicles (EVs) into our global ride-hailing operations, with a focus on regions where EV adoption is both economically and practically feasible.
EVs are taking off everywhere across India. We welcome EV drivers to our platform, and will highlight their services to our users. We are also looking to provide our drivers with special discounts at the charging stations, as an incentive. Moreover, we don't charge EV drivers any service fees for their first couple of trips, and after this, we give them bonuses in the form of coins that they can use to pay their service fees.
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Given the competitive landscape, how does inDrive plan to differentiate itself and attract both drivers and rider?
InDrive is a ‘People Driven’ company that believes that there is no technology in the world that can replace human empathy. inDrive exists to prove — ride-hailing apps can and should be more human because a fair price is something you can agree on, not hope for.
There are no fixed tariffs - the fares for rides are set by the passengers themselves. A driver can always find a ride request that suits them in terms of price and route. If they are not satisfied with a potential passenger’s suggested price, then they are able to suggest a more suitable one.
Unlike other ride-hailing apps, where algorithms determine pricing, inDrive offers a unique service by allowing passengers and drivers to independently negotiate the fare of the ride. If the passenger receives multiple offers, they can take their pick based on the driver's estimated time of arrival, rating and price. The driver can also choose a particular order based on the price and distance, the passenger's rating, the pick-up location and the number of inDrive trips the customer has already taken.
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With Uber adopting models similar to smaller rivals to stay competitive, how does inDrive plan to maintain its unique value proposition?
We firmly believe that healthy competition benefits everyone involved - the drivers, the passengers, the industry as a whole, and the broader regulatory landscape. Emphasising this belief, we remain dedicated to running lean and efficient operations. Our primary goal is to ensure the long-term sustainability of our business in the region, fostering an environment where competition drives innovation.
Our business model is different, where we put greater control, transparency, and choice back in the hands of our users. This effectively challenges many injustices that characterise mobility providers, including impersonal algorithms, unfair conditions for drivers, and price manipulation.
During peak hours, the price of cab rides usually gets higher. How does inDrive manage pricing on high-demand situations, especially given the absence of traditional surge pricing?
We follow a peer-to-peer model where passengers and drivers negotiate the price of rides directly. This allows for flexibility and potentially more personalised pricing based on individual needs. This model is both innovative and highly suitable for the Indian market. This model of transparency and fairness is a significant advantage for us and reflects the innovation we aim to bring.
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How does inDrive navigate the regulatory environment in India, especially with new government initiatives like the 'Sahkar Taxi' service aiming to compete with private operators?
inDrive stands out in the mobility and urban services space by being driven by its "supermission": challenging injustice. The passenger can offer their own price and then select the driver based on their rating, arrival time and car model. Drivers have complete freedom to choose ride requests that are convenient for them, since they are able to see complete information about each ride request, including point B and full amount of fare amount.
In addition, they can respond with counter-offers to passengers and are not penalized for declining requests. The company has applied the same principles to other verticals such as delivery, intercity transportation, and financial services.
India is a very price-sensitive and dynamic market --- are there any particular features for the Indian market? How do you assess success here?
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inDrive champions fairness, offering service providers and users equitable alternatives across all business verticals in the 48 countries it operates in. It is a platform rooted in fair play, continuously working to create solutions that drive social and economic equity.
We embrace a people-first approach. Our “fair deals” model, which minimises commissions for drivers, empowers users with freedom of choice. Drivers pay commissions as low as Rs 10. This model not only ensures fairness but also enhances user loyalty and trust.
What cities in India are your key focus areas for expansion or profitability, and why? How do you assess the growth potential of tier 2 and 3 cities?
We operate in 13 cities, our key cities are Kolkata and Chandigarh. Both cities have a large commuter base that values cost-effective and transparent pricing—an area where inDrive’s negotiation model fits particularly well. The increasing demand for flexible, affordable transport solutions in Kolkata and Chandigarh aligns with our mission to challenge unfair pricing in mobility services.
We aim to deepen our presence and improve operations in the cities that we operate in. We envision sustainable growth focussed on profitability instead of focusing on market share.
Are you planning to diversify into other verticals like 2Ws, deliveries, or financial services?
We provide services beyond ride-hailing, including financial services, courier delivery, city-to-city transportation, and globally we are transitioning into a super app (starting with selected geographies).
Our strategy for inDrive over the next five years is to evolve into a superapp, integrating a variety of services that extend beyond transportation.
This transition is driven by our aim to enhance user convenience, providing a single platform for multiple everyday needs, which will help us increase user engagement and establish a stronger global presence. inDrive verticals in India, includes ride hailing (cab, moto, auto), outstation (city to city), delivery (courier), and freight.
How does the Aurora Tech Awards initiative influence inDrive’s own internal culture when it comes to diversity, inclusion, and leadership opportunities for women?
The Aurora Tech Award, an initiative of inDrive, is a global award for the boldest tech founders building scalable, high-potential businesses, who just happen to be women. But this isn't just about recognition--it's a launchpad.
Aurora provides winners with direct access to the right investors, industry experts, and a global network--everything they need to scale faster, grow smarter, and dominate their industries. It's not just a competition, it's a partnership that accelerates success and opens doors to the resources that truly matter. This year, Shreya Prakash, CEO and cofounder of FlexiBees, has been awarded third place in the 2025 Aurora Tech Award.
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