How can AE use the motivation process to present its offerings as need- and goal-fulfilling objects? COMPANY BACKGROUNDAE was co-founded in 2013. Its two co-founders were Mehta, a graduate from the Indian Institute ofTechnology (IIT) Madras (now known as Chennai) with a degree in Engineering Design, and his formerclassmate Swapnil Jain, who became AE's chief technical officer. AE's objective was to develop India'sfirst smart electric scooter (e-scooter), which would revolutionize the concept of two-wheeler driving inIndia. Although e-scooters were already available in India, smart e-scooters, which had a touch-screen andinteractive dashboard, responded to applications (apps), and could be controlled with a smart phone,represented a completely new market offering. AE had already gone through several rounds of funding (see Exhibit 1), and in June 2019, it had onemanufacturing centre with an installed capacity of 20,000–25,000 units. The manufactring centre waslocated in Bengaluru, which was also the only city in which AE sold its smart e-scooters. AE had alsocreated a comprehensive public charging network called AtherGrid, which was launched in May 2019.With 31 locations in Bengaluru and 7 more in Chennai, AtherGrid was designed to provide a charginginfrastructure within 4 kilometres (km) of any commuter. Over the next five years, AE planned to set up anew manufacturing facility and additional charging infrastructure in several more cities, with the goal ofselling 1 million smart e-scooters annually. The company also planned to begin accepting pre-orders inother Indian cities, such as Chennai, Pune, Hyderabad, and Delhi, with a mid-term plan to further extendits reach to 30 cities.*In July 2019, the firm sold two models: the Ather 340 and the Ather 450. These products, which were pricedupward of 7110,000,° had been designed from scratch, were made in India, and had been customized toIndian conditions and riding sensibilities. The firm's flagship model, the Ather 450, came with a top speedof 80 km per hour (kmph) and a range of up to 75 km. The top speed of a comparable petrol-poweredscooter was 85 kmph, with a mileage of 50 km per litre (kmpl) of petroi (see Exhibit 2 for more details).10The Ather 450 also came with a parking assist function that allowed riders to reverse into tight parkingspots, a notoriously regular phenomenon in India. In short, it ensured a riding experience that was ideallysuited for city commuters. Both of the AE models were elassified as smart e-scooters and were equippedwith a touch-screen, interactive dashboard, and an integrated app that provided on-board navigation, remotediagnostics, and over-the-air updates." The dashboard came pre-loaded with the Ather app, which enabledboth push navigation from a smartphone and reimote monitoring of the vehicle's maintenance needs andcharging status. According to Mehta, within one year, ihe imported product parts of both models woulddecrease from less than 50 per cent to less than 25 per cent." At present, consumers who wanted to purchaseeither AE model had a four- to five-month waiting period, and Mehta asserted that consumer interest in e-scooters was increasing.3AE did not follow a typical dealership format to distribute its products. Instead, AE products were displayedat the company's own thoughtfuliy designed experience centre, called AtherSpace, where AE productspecialists interacted directly with consuners to explain every detail of the vehicles to interested customersand to arrange test rides. Purchases were made online via AE's website, and charging stations were set upat each new customer's residence to provide overnight charging.4To attract more customers, AE had started offering leasing options on its premium battery-powered scooter,the Ather 450, wherein the customer made a down payment of 775,000 and was levied a monthly rental feeof 72,500. Under thìs option, the company would refund the entire down payment of 775,000 at the end ofthree years, in case the customer wanted to return the initially leased smart e-scooter. If the vehicle wasreturned before the end of the term, the leaser had to pay a certain amount to the company, depending onthe time remaining for the lease to end. The customer also had the option of purchasing the leased vehicle.To address consumer concerns about recharging EVs, AE had also earmarked 71.3 billion to set up 6,500charging stations across India by 2023. To enhance consumers' post-sales experiences, AE offered asubscription plan, named Ather One, that provided doorstep pickup and servicing options, 24/7 roadsideassistance, and free charging at home and at all public AtherGrid stations, among other benefits. 15In addition to vehicle sales, AE expected to gain new monetization streams from revenue from its charging stations,vehicle leasing programs, and the sale of software upgrades. AE had submitted more than 51 patent applications,11 of which were intermational, as well as 113 trademarks and 123 design registrations of their products."16

Question

How can AE use the motivation process to present its offerings as need- and goal-fulfilling objects? COMPANY BACKGROUNDAE was co-founded in 2013. Its two co-founders were Mehta, a graduate from the Indian Institute ofTechnology (IIT) Madras (now known as Chennai) with a degree in Engineering Design, and his formerclassmate Swapnil Jain, who became AE's chief technical officer. AE's objective was to develop India'sfirst smart electric scooter (e-scooter), which would revolutionize the concept of two-wheeler driving inIndia. Although e-scooters were already available in India, smart e-scooters, which had a touch-screen andinteractive dashboard, responded to applications (apps), and could be controlled with a smart phone,represented a completely new market offering. AE had already gone through several rounds of funding (see Exhibit 1), and in June 2019, it had onemanufacturing centre with an installed capacity of 20,000–25,000 units. The manufactring centre waslocated in Bengaluru, which was also the only city in which AE sold its smart e-scooters. AE had alsocreated a comprehensive public charging network called AtherGrid, which was launched in May 2019.With 31 locations in Bengaluru and 7 more in Chennai, AtherGrid was designed to provide a charginginfrastructure within 4 kilometres (km) of any commuter. Over the next five years, AE planned to set up anew manufacturing facility and additional charging infrastructure in several more cities, with the goal ofselling 1 million smart e-scooters annually. The company also planned to begin accepting pre-orders inother Indian cities, such as Chennai, Pune, Hyderabad, and Delhi, with a mid-term plan to further extendits reach to 30 cities.*In July 2019, the firm sold two models: the Ather 340 and the Ather 450. These products, which were pricedupward of 7110,000,° had been designed from scratch, were made in India, and had been customized toIndian conditions and riding sensibilities. The firm's flagship model, the Ather 450, came with a top speedof 80 km per hour (kmph) and a range of up to 75 km. The top speed of a comparable petrol-poweredscooter was 85 kmph, with a mileage of 50 km per litre (kmpl) of petroi (see Exhibit 2 for more details).10The Ather 450 also came with a parking assist function that allowed riders to reverse into tight parkingspots, a notoriously regular phenomenon in India. In short, it ensured a riding experience that was ideallysuited for city commuters. Both of the AE models were elassified as smart e-scooters and were equippedwith a touch-screen, interactive dashboard, and an integrated app that provided on-board navigation, remotediagnostics, and over-the-air updates.&#34; The dashboard came pre-loaded with the Ather app, which enabledboth push navigation from a smartphone and reimote monitoring of the vehicle's maintenance needs andcharging status. According to Mehta, within one year, ihe imported product parts of both models woulddecrease from less than 50 per cent to less than 25 per cent.&#34; At present, consumers who wanted to purchaseeither AE model had a four- to five-month waiting period, and Mehta asserted that consumer interest in e-scooters was increasing.3AE did not follow a typical dealership format to distribute its products. Instead, AE products were displayedat the company's own thoughtfuliy designed experience centre, called AtherSpace, where AE productspecialists interacted directly with consuners to explain every detail of the vehicles to interested customersand to arrange test rides. Purchases were made online via AE's website, and charging stations were set upat each new customer's residence to provide overnight charging.4To attract more customers, AE had started offering leasing options on its premium battery-powered scooter,the Ather 450, wherein the customer made a down payment of 775,000 and was levied a monthly rental feeof 72,500. Under thìs option, the company would refund the entire down payment of 775,000 at the end ofthree years, in case the customer wanted to return the initially leased smart e-scooter. If the vehicle wasreturned before the end of the term, the leaser had to pay a certain amount to the company, depending onthe time remaining for the lease to end. The customer also had the option of purchasing the leased vehicle.To address consumer concerns about recharging EVs, AE had also earmarked 71.3 billion to set up 6,500charging stations across India by 2023. To enhance consumers' post-sales experiences, AE offered asubscription plan, named Ather One, that provided doorstep pickup and servicing options, 24/7 roadsideassistance, and free charging at home and at all public AtherGrid stations, among other benefits. 15In addition to vehicle sales, AE expected to gain new monetization streams from revenue from its charging stations,vehicle leasing programs, and the sale of software upgrades. AE had submitted more than 51 patent applications,11 of which were intermational, as well as 113 trademarks and 123 design registrations of their products.&#34;16

Accepted Answer

"Motivation" is the key to the success of every business. AE is a new company in theautomobile…