Comedian Kunal Kamra has once again stirred a public conversation—this time taking a jab at Ola Electric and its founder, Bhavish Aggarwal, over the company’s newly announced “Hyperservice” initiative. The move, which Ola Electric claims will revolutionize its vehicle servicing model by allowing open access to genuine parts and independent mechanics, has been met with both praise and pointed criticism. Kamra’s reaction encapsulates the frustration many customers have expressed over the years regarding Ola’s after-sales service, while also highlighting a larger debate about corporate accountability and customer experience in India’s growing electric vehicle (EV) market.

The Announcement: Ola’s Big Shift Toward Openness

On Monday, Bhavish Aggarwal, chairman and managing director of Ola Electric, announced on social media that the company was expanding its “Hyperservice” programme. The initiative, according to Aggarwal, aims to “open source” Ola’s proprietary service infrastructure and technology. For the first time, Ola customers will be able to purchase genuine parts directly from the company’s app or website. Furthermore, any mechanic—regardless of whether they are part of Ola’s official service network—can now self-train and perform maintenance or repairs on Ola vehicles.

“Starting today, @OlaElectric parts are openly available on our app and website,” Aggarwal wrote on X (formerly Twitter). “Every Ola customer can now buy genuine parts directly, and any mechanic can self-train and service Ola vehicles. For our 1mn+ customers, this means more freedom and faster service. You can now choose where to service your Ola — at our centre, your local garage, or on your own. Genuine parts, full transparency, no middlemen.”

This announcement marks a significant change in how Ola Electric manages its customer service ecosystem. For years, Ola’s service centres have operated as exclusive hubs where customers had limited repair options, often facing delays, logistical hurdles, and high costs. By opening up its parts and training modules, the company hopes to not only empower vehicle owners but also build a decentralized service network that could boost efficiency and lower costs.

Kunal Kamra’s Reaction: A Stinging Critique

While the announcement was positioned as a customer-friendly innovation, comedian Kunal Kamra’s response on social media struck a different tone. Known for his sharp wit and commentary on social and political issues, Kamra posted a caustic remark that quickly went viral.

“Are you asking people to buy your parts online, then go to any mechanic they can find?” Kamra wrote. “This solution comes after years of pain/suffering that customers have faced. No apology, not even a ‘Sorry for the inconvenience.’ They could have done this years ago. This happens only in India.”

Kamra’s statement echoed the frustrations of many Ola users who have complained about the company’s service delays, poor customer communication, and lack of responsiveness. His post gained traction across social media platforms, with users sharing their own experiences and debating whether Ola’s latest move was a long-overdue fix or merely a reactive measure to years of criticism.

The Broader Context: A Customer Pain Point

Ola Electric, one of India’s most high-profile EV startups, has often faced backlash from customers over post-sale issues. Since launching its S1 series of electric scooters, the company has received mixed reviews—praised for its innovation and affordability, but criticized for its inconsistent service network and software glitches. Many customers have reported long waiting times for parts, difficulties in booking service appointments, and limited access to trained technicians outside metropolitan areas.

In this context, the Hyperservice initiative could be seen as a response to a long-standing problem. By decentralizing service access and allowing independent mechanics to participate, Ola aims to address one of its biggest bottlenecks—service reach. However, as Kamra pointed out, this shift raises questions about why such a solution took so long to implement, and whether customers who endured years of frustration will ever receive acknowledgment or compensation.

Ola’s Strategic Motivation: Strengthening Unit Economics

Beyond the customer-facing narrative, Ola Electric’s decision also appears to be rooted in financial strategy. According to the company, the Hyperservice model will strengthen its “unit economics” by expanding its high-margin spare parts and accessories vertical—a business segment that tends to grow organically as the customer base increases.

In its financial disclosures, Ola Electric has not separated “spares and accessories” as an independent line item. Instead, it is included under the broader automotive segment, which covers the sale of vehicles and related services. However, the company’s financial data offers some clues about the potential impact of this move.

In the first quarter of fiscal year 2026 (Q1 FY26), Ola Electric reported automotive revenue of ₹828 crore with an implied gross margin of 25.6%, according to figures available on its website. This represents a significant improvement over Q1 FY25, when the company reported ₹1,464 crore in revenue but with a much lower gross margin of 8.4%. The growing contribution from higher-margin segments like parts and accessories likely explains this shift in profitability metrics.

Despite these improvements, Ola Electric has yet to post an operational or overall profit. Like many young tech-driven companies in India’s EV sector, it continues to invest heavily in scaling production, developing charging infrastructure, and expanding its retail footprint. The Hyperservice initiative could, therefore, serve dual purposes—improving customer satisfaction while also opening a new revenue stream that doesn’t depend entirely on vehicle sales.

Market Reaction: Cautious Optimism Amidst Stock Dip

The market’s reaction to the announcement was muted. On Monday, shares of Ola Electric fell by 2.08%, closing at ₹51.75 apiece on the Bombay Stock Exchange (BSE), even as the benchmark Sensex rose 0.67% to 84,778.84 points. Analysts noted that while the Hyperservice programme signals a positive step toward improving operational efficiency and customer trust, it may take time for investors to see tangible results.

Industry experts suggest that opening up access to parts and enabling third-party servicing could reduce costs associated with Ola’s centralized service model. However, they also caution that the company must ensure strict quality control and warranty protocols to avoid inconsistent repair standards, which could damage the brand’s reputation if not carefully managed.

A Turning Point or Too Little, Too Late?

For many observers, the Hyperservice initiative represents a critical turning point for Ola Electric. It shows a willingness to adapt and innovate beyond the company’s original model, potentially setting new standards for transparency and customer empowerment in India’s EV market. Yet, the timing and framing of the announcement remain contentious.

Kunal Kamra’s criticism underscores a deeper issue: the lack of acknowledgment of customer grievances. By not explicitly apologizing for years of service challenges, Ola risks alienating those who view this change as a reactive measure rather than a proactive improvement. As Kamra’s post highlighted, the frustration of users who faced repeated delays, poor communication, and unresolved complaints is not easily forgotten.

Still, the move may ultimately prove beneficial if executed effectively. By integrating open access with digital tools, Ola could build a hybrid service ecosystem where customers, local mechanics, and the company itself coexist in a more balanced, transparent framework. If successful, it could redefine how EV companies in India approach after-sales service—an area that has long been a weak link across the industry.

Conclusion: The Road Ahead for Ola Electric

Ola Electric’s Hyperservice announcement reflects both ambition and necessity. It is a strategic attempt to regain customer trust, streamline operations, and expand revenue opportunities in a highly competitive market. But as the company charts this new course, it will have to balance its financial goals with genuine customer engagement and accountability.

Kunal Kamra’s pointed remark may have been comedic in tone, but it captured a truth that many corporations often overlook: innovation means little if it doesn’t address the human experience behind the product. For Ola Electric, the success of Hyperservice will depend not only on its technical implementation but also on whether it can repair more than just vehicles—whether it can repair trust.