and the frustration of driving on congested roads. This shows that the cab-aggregator industry is targeted only towards a section of society that drives and is not accessible to all socio-economic segments. Basu(2019) adds that Indian consumers are smart, very demanding and are highly price-sensitive with no brand loyalty. In such a market, smart service providers have to innovate constantly to maintain their customer base and optimise cost at all levels. The growth of Ola Cabs(launched in 2010) has been phenomenal. It's network of over 200,000 cars with about 600,000 drivers(Virkus, 2017) across 102 cities in India handles on an average 150,000 booking requests per day(Sharma, 2015). Though Ola has the majority share of all app-based cab services, it is presently facing very stiff competition from Uber(launched in India in 2013). In order to cater to a wider customer base, Ola introduced auto-rickshaw services in Bangalore city (Abudheen, 2014) and currently Ola auto services are available across 10 cities(Shukla, Chandra and Jain, 2017). It also provides different types of cab services to its passengers ranging from economy rides to luxurious ones catering to different kinds of demand, however, none of their services cater to the poorer sections of society. By 2016, Uber Cab services were available in 545 cities across 66 countries(Shukla et al., 2017) and about 26 cities in India. It also allows cash payments for its services, takes away the barrier of online payment, and becomes more accessible to people who either do not have access to online payment platforms or do not wish to use them for some reason: a large proportion of the Indian population is not very comfortable with online transactions. Mulukutla(2021) points out that radio-frequency identification tags may be used for digital payments/ automated fare collection. In India, the National Common Mobility Card is a single smart card that commuters can use for booking travel. It is yet to be accepted in all the states and cities as system up­gradations are needed. This is one way of including technology in mobility. At the same time, he says that without increasing transport service levels and access to all sections of society, smart mobility is not really smart. To attract more users from different economic sections, some mobility services—such as UberPool, OLAShare, Lyft line, Didi Chuxing and Hitch—are also offering on­route ride sharing to multiple commuters like paratransit 2 route ride sharing to multiple commuters like paratransit modes. Ride-sharing services are cheaper than ride­hailing services and can be attractive to more people. In the beginning, cab-aggregators attracted drivers by offering incentives as high as INR 5,000 for a single trip per day but as the business gained ground, tips have come down drastically— to INR 750 for a minimum of 10 trips per day. This has irked drivers and they do not feel as enthusiastic about this business model anymore. From the professional point of view, aggregator companies carry out a background check, collect personal and professional information and run police verification checks for all drivers. In some cases, a training programme is also conducted for drivers involving behavioural training, etiquette, grooming, etc. They also encourage micro-entrepreneurship by offering drivers huge discounts on cars and an affordable repayment scheme. However, drivers then have to stay with the same company for the loan period. Singh(2021) says that most of these smart mobility services are offered by private companies, whose priorities are earning profits. Social sustainability, equality or equity is not integral to their business models. These mobility systems are just like any other business venture, they also have a target customer group, and as some reports have confirmed, these services target customers from Generation Y and Z(Roland Berger, 2014). These people are young, more conversant with smartphones, their applications, social networks, and are also more accustomed to swapping and sharing over smartphones and apps. They are also very choosy, less adaptable and long-lasting loyalty is not their major concern. There is also little predictability about which service will come next, which will be pulled off the market, which will continue and what changes will be made to services or continuing them. Docherty et al.(2017) finds that advocates or sellers of smart mobility services portray these services to be crucial inventions leading to reduced wastage of productive time spent in congestion, improved well­being, reduced carbon footprint, etc., whereas in reality these benefits are secondary outcomes and not the primary goals of mobility. The primary goals of mobility include equitable distribution of transport resources by giving everyone equal access to opportunities in cities. Smart mobility providers' claim that they will eventually primary goals of mobility. The primary goals of mobility Smart mobility in India from an equity perspective