Adjust inputs in each simulator tab to explore different commercial scenarios.
Model
Base fee/yr
Variable rev
Total/yr
vs Current
vs Current %
2-yr total
Status quo — no cut
₹10.99 Cr
—
₹10.99 Cr
+₹0.00 Cr
0.0%
₹21.98 Cr
Sim 1 · Switching cost(reference — TATA's real cost)
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Sim 2 · GF variable pricing
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Sim 3 · Performance incentive
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Sim 4 · VAS add-on services
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Sim 5 · Contract duration
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Sim 6 · Media % share
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Sim 7 · Slab pricing model
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Their ask — 30% flat cut, no offset
₹7.69 Cr
—
₹7.69 Cr
−₹3.30 Cr
−30.0%
₹15.38 Cr
Configure each simulator to see the live recommendation here.
Simulator 1 · The switching cost argument + FOMO
What does switching really cost TATA Motors?
Fee saving vs media waste from CPL degradation — PLUS the real cost of a new partner ramp-up. Backed by the May 2026 pilot failure data.
⚠️ REAL DATA — MAY 2026 PILOT FAILURE (200 LOCATIONS, 11 DAYS)
Green Forms lost
1,697
154 GFs/day × 11 days
Retails at risk
118 vehicles
@ 6.95% GF→retail rate
Revenue impact
₹12.97 Cr
118 vehicles × ₹11L avg
Media wasted
₹7.7 Lacs
200 locs × 11 days
Locations failed
200 / 2,528
7.9% of paid network
Downtime duration
11 days
Integration failure
The May 2026 pilot with a new partner failed for 200 locations over 11 days.
That is 7.9% of the network, for less than 4 weeks. Now imagine switching all 2,500+ locations.
At 2026 GF rates, a full network transition with 4–6 months of ramp-up means
₹110–160 Cr in media inefficiency before the new partner reaches parity.
That is not a procurement saving. That is a business risk.
New partner ramp-up timeline — what TATA would actually experience
Phase
Month
Efficiency
CPL premium
Cumulative media waste
GFs lost vs today
Switching cost calculator
Discount on platform fees
30%
New agency CPL uplift estimate (₹ extra per lead)
+₹70
Annual combined leads PV+EV
22.3L
Current annual platform fee (₹ Cr)
editable
A. Fee saved per year
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Procurement saving
B. Extra media spend (CPL delta)
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Marketing's hidden loss
C. Net loss to TATA
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Real cost of switching
Loss multiple
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Media waste ÷ fee saved
Cut %
Fee saved/yr
2-yr saving
Old CPL
New CPL (est.)
Media waste/yr
Net P&L/yr
Net P&L 2yr
Simulator 2 · GF variable pricing model
Accept base cut — charge per Green Form generated.
Lower base fee + ₹ markup per GF. At 2026 volumes this recovers the base cut and adds revenue on top. Adjust all parameters freely.
Base fee cut accepted
30%
PV GF markup per form (₹)
₹/GF
EV GF markup per form (₹)
₹/GF
Annual PV GFs expected
5.72L
Annual EV GFs expected
1.39L
Current annual platform fee (₹ Cr)
Current base fee
₹10.99 Cr
New base fee (after cut)
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PV variable revenue
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EV variable revenue
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Total GF variable
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Total annual revenue
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Channel
GFs expected
Current CPGF
Your markup
Variable revenue
Annual revenue
Simulator 3 · Performance incentive structure
Accept base cut — earn back on GFs above baseline.
The fairest pitch to TATA: you earn more only when they win more. Combined paid + organic GFs measured together.
Accept base cut — recover and grow through new technology services.
Toggle services on/off. All rates and adoption %s are editable. Revenue updates live.
Base fee cut accepted
20%
Current annual platform fee (₹ Cr)
ServiceRate/month (₹)Adoption % of 2,519 locs (slide to adjust)LocationsMonthly rev
Reduced base fee/yr
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VAS monthly revenue
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VAS annual revenue
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Total annual revenue
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vs current
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Simulator 5 · Contract duration trade
Give them a discount. Get years of revenue certainty in return.
Quantify exactly what a multi-year contract is worth to you — and what discount you can afford to offer for it. The negotiator's most powerful lever.
Contract length offered (years)
2 years
Discount offered for lock-in (%)
5%
Probability of renewal without contract (%)
60%
Annual fee escalation at renewal (%)
5%
Current annual platform fee (₹ Cr)
Locked annual fee
—
Guaranteed contract total
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Expected value without contract
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Certainty premium (value of signing)
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Annual cost of discount
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Contract years
Discount offered
Annual fee
Contract total
Certainty premium
Sweet spot?
Negotiator insight
Simulator 6 · Media growth share model
Charge a % of media managed. Revenue grows as TATA scales.
The structural long-term fix. No more annual renegotiations. As TATA's EV and PV media spend grows, your fee grows automatically. Present as the 3-year vision.
Reduced flat base fee cut (%)
20%
Media management fee (% of total spend)
3.0%
Year-1 annual media spend (₹ Cr)
₹ Cr
Media YoY growth rate (%)
15%
Current annual platform fee (₹ Cr)
Reduced base fee
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Media % fee year 1
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Total revenue year 1
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Total revenue year 3
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Total revenue year 5
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vs current (yr 1)
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Year
Media spend (₹ Cr)
Base fee (₹ Cr)
Media % fee (₹ Cr)
Total fee (₹ Cr)
vs Current
vs Current %
Why this model is strategically superior
Simulator 7 · Slab-based location pricing model
Keep current rates for 2,500 locations. Offer lower rates for every new location added.
A growth-incentive pricing model: TATA pays today's rates for today's network, and gets progressively better rates as they expand. Protects your base revenue while giving them a compelling reason to grow with you.