You are a Product Manager at Ola. The CEO and co-founder wants to make Ola users more loyal and increase the stickiness of users to the brand/product. He thinks it is time for Ola to become a larger part of the customer life. Your mission is to see his vision to completion.

Certainly, I understand the task at hand. I'll provide a detailed, strategic answer to the product growth problem for Ola, demonstrating deep product thinking, leadership, and growth strategies. I'll use a first-person perspective as if I'm directly addressing the interviewer. Let's begin.

Thank you for presenting this growth challenge. I understand that as a Product Manager at Ola, my mission is to increase user loyalty and stickiness, ultimately making Ola a larger part of our customers' lives. This aligns with the CEO's vision for the company's future. I'll outline my approach to tackle this challenge.

Step 1

Clarifying Questions

• Based on the growth challenge described, it seems we're focusing on existing Ola users rather than new user acquisition. Is this the correct focus, or should we consider both existing and new users?

Why it matters: This helps determine whether we should prioritize retention strategies or balance them with acquisition efforts. Expected answer: Focus primarily on existing users, but consider new user acquisition as a secondary goal. Impact on approach: Would emphasize retention and engagement strategies while keeping acquisition in mind for long-term growth.

• Are there any specific growth metrics or timelines the CEO has in mind for this initiative? For example, are we aiming to increase daily active users by a certain percentage within the next quarter?

Why it matters: Clear targets will help us prioritize strategies and measure success. Expected answer: Increase daily active users by 20% and improve 30-day retention by 15% within the next six months. Impact on approach: Would focus on short to medium-term strategies that can deliver quick wins while building towards long-term loyalty.

• Considering Ola's current market position, are there any geographic or regulatory constraints we need to be aware of when developing our growth strategy?

Why it matters: This helps us understand the scope of our growth initiatives and any limitations we need to work within. Expected answer: Focus on tier 1 and 2 cities in India, with potential expansion to select international markets. Impact on approach: Would tailor strategies to local markets and consider phased rollouts based on regulatory environments.

• Do we have any data on current user behavior patterns or engagement metrics that could inform our growth strategy?

Why it matters: Existing data can help us identify pain points and opportunities for increasing engagement. Expected answer: Yes, we have data on ride frequency, peak usage times, and common destinations for different user segments. Impact on approach: Would use data-driven insights to personalize offerings and target specific user behaviors for improvement.