In a country where traffic fatalities claim over 150,000 lives annually, Yulu is looking to transform safety training for delivery riders through an innovative WhatsApp campaign—reaching them directly on the platform they already use daily.
Why does this matter?
*Quick-commerce growth has put thousands more untrained riders on roads
*Delivery personnel traffic violations have become a growing public concern
*The initiative demonstrates how everyday technology can solve critical safety challenges
Yulu created an interactive WhatsApp journey where riders learn four critical traffic rules through video tutorials, demonstrate knowledge through quizzes, earn virtual safety badges, and submit personal video pledges—all through a gamified approach that makes safety engaging rather than forgettable.
The programme it said has generated 3,600+ safety badge earners and 1,200+ video pledges across major delivery platforms (Blinkit, Zepto, Zomato, Swiggy), spanning multiple cities including Bengaluru, Mumbai, and Delhi. Delivery partners displaying safety badges, interactive WhatsApp journey screens, before/after behaviour at traffic signals, and riders demonstrating proper road behaviours.
This grassroots behavioral change campaign bridges the gap between corporate responsibility and on-ground reality for gig workers, providing accessible tools for riders who support families through delivery work to protect themselves while earning. Medianews4u.com caught up with Ankit Taparia, Head of Marketing, Yulu
Q. How did the WhatsApp campaign aimed at transforming road safety for India’s delivery riders come about?
Delivery riders provide a valuable service in cities, swiftly bringing groceries, food, medicines and other items to our doorsteps. Many riders spend 10-12 hours on the road daily, increasing their potential exposure to road safety risks and traffic rule violations. In some cases, violations may stem from a limited knowledge of rules or the pressure to complete deliveries quickly.
At Yulu, rider safety is more than a checklist; it is a shared responsibility. For the past two years, we have been conducting on-ground Safe Rider workshops. While impactful, these workshops have limited reach as they are designed to be localised events. We wanted something more scalable and engaging. So, we asked ourselves: What would be the easiest way to help delivery riders (who are always racing against time) learn about the top traffic violations to avoid? Could we do something that helps them learn in 2-3 minutes, while they wait for their next order?
The final spark of inspiration came from observing how deeply embedded WhatsApp is in riders’ daily lives — not just for chatting with friends, but for staying in touch with the rider community, getting updates, and learning new things. That insight, coupled with WhatsApp’s ability to support user journey flows gave us the idea to reimagine safety training as an experience rather than a lecture.
Q. Could you talk about the brainstorming sessions that were held with the creative agency and is the campaign the result of an effective collaboration?
The campaign was conceptualised, designed and executed in-house: a shining example of collaboration between team members with diverse skills united by a common purpose.
Having zeroed in on WhatsApp as the platform, we designed a mobile-first learning module with three language options. The initiative had an easy step-by-step learning flow that included short, video-based lessons followed by a dynamic quiz. If a rider got an answer wrong, they could loop back, revisit the lesson, and try again. The goal wasn’t just to finish the learning programme; it was to make the learning stick.
To boost engagement, we added digital safety badges as a gamification element, a personal video pledge, and a message from a senior traffic police officer. We also conducted limited group rollouts in Bengaluru, Mumbai, and Delhi to test and improve the initiative before scaling it up to users in other locations.
What began as a question turned into a journey, and delivered exciting results:
– Over 3,600 riders earned their safety badges.
– 1,200+ riders submitted video safety pledges.
– The initiative engaged gig workers across platforms (like Blinkit, Zepto, Zomato, and Swiggy) and from diverse age groups and backgrounds.
Q. How effective has WhatsApp become as a marketing medium? Last year a variety of tools were introduced.
WhatsApp’s huge reach and user base makes it apt for several business and marketing use cases. Yulu’s marketing team uses multiple Customer Relationship Management (CRM) and Online Reputation Management (ORM) tools to understand and reach our users — and WhatsApp has become an important part of this mix. It has grown from a communication app to a strategic tool for knowledge-sharing, community-building and creating customer journeys. Having seen the engagement and completion rate of our safety learning module, we see WhatsApp as an important medium for most of our important campaigns.
Q. What other marketing vehicles will be used to get the message across? Is traditional media also in the pipeline?
Yulu has been conducting offline safe rider programmes for delivery executives for some time. We extensively use app-based communication, push notifications and WhatsApp messaging to nudge our users towards safety. As our audience is digitally connected and active, we prefer digital channels over traditional ones.
It’s important to note that changing entrenched attitudes and behaviours towards road safety requires a multi-pronged and multi-stakeholder approach. In the case of gig workers, fleet operators, delivery and e-commerce companies, and city traffic departments will have to collaborate on outreach strategies to build awareness and reinforce the importance of road safety.
Q. What other marketing campaigns and innovations can we expect from Yulu in the months ahead?
Yulu continues to prioritise user safety and compliance with traffic rules. We will achieve this through a mix of creative storytelling, gamified learning modules and technology-led nudges, and by using new-age communication platforms. Beyond enforcing rules, we also want to engage our users and build a wider culture of safe riding.
At the same time, as a leader in shared goods mobility, we recognise that riders seek, but often don’t get, empathy and societal recognition. These individuals are the unsung enablers of modern urban life, and yet their challenges and mental well-being rarely get the spotlight. We are planning campaigns and brand films that humanise their journeys and nudge the public to see them with more respect and care. We see this as the brand’s responsibility.
Q. Hyper personalization is a key theme across categories. What are Yulu’s plans in this regard through its app and other areas?
Hyper-personalisation isn’t just a buzzword at Yulu; it is embedded into how we design user experiences. In recent times, we have made significant progress in getting a ‘unified view’ of our users by integrating data from internal platforms, communication channels, and third-party tools. Doing this has allowed us to automate our marketing efforts with real-time intelligence that responds to users’ behaviour, preferences and context.
The broader technology ecosystem is also rapidly evolving with the emergence of new tools that allow sharper and faster targeting of users. We actively experiment with these innovations to deliver contextual nudges, offers, and content, making every user feel like the experience was built for them.
Q. How important is positive word of mouth and influencer marketing?
Word-of-mouth has always been a powerful driver of brand success, since it is deeply rooted in human connections and mutual trust. It is even more crucial in our category, since several delivery riders enter the gig workforce through recommendations from their friends or acquaintances. But meaningful word-of-mouth cannot be manufactured; it is earned by consistently delivering a great user experience and living up to the brand’s promise.
Marketing’s role is to recognise, shape and amplify this positive sentiment at scale. Influencer marketing is a valuable lever within this framework. It helps create authentic content and build trust with a wider audience.
But like any channel, it must be used with clear intent. Influencer marketing works best when aligned with a defined objective in the larger marketing strategy — be it awareness, education or conversion.
Q. Yulu says that no other company has a business model like it. There is no direct competition. Does this make it easier to scale and innovate?
While Yulu does not have direct competitors, the market for two-wheeler rentals for delivery is quite dynamic and has a plethora of players who are all targeting the same core user base. What differentiates Yulu from them is our technology-driven approach towards maximising customer delight and operational efficiency.
That said, scaling a business like ours, where user experience is deeply tied to physical infrastructure, brings unique challenges. Each stage of growth demands a new playbook. The strategies that helped us get our first 10,000 users had to evolve by the time we reached 30,000 users, and are evolving again as we aim to triple that figure. That is why we stay focused on continuous innovation to solve real customer problems better, faster, and more sustainably.
Q. The company’s achieving profitability is tied to scale and operational efficiency. What role has AI played in getting there?
AI and automation are deeply embedded in our roadmap for profitable growth. Yulu uses machine learning models across its operations, from demand forecasting and supply optimisation to network planning and manpower allocation.
On the customer-facing side, AI helps us personalise our user engagement approach, automate campaigns and drive higher retention. Therefore, for Yulu, technology isn’t just a tool; it’s a fundamental layer that enables a superior customer experience and operational excellence.
Q. What prompted the decision to shift to goods mobility?
The shift to goods mobility was the outcome of strategic foresight, with a touch of serendipity. As we observed the rapid acceleration of doorstep deliveries, our EV platform — originally built for shared mobility — was already well-aligned with the needs of the goods segment.
Our tech stack, vehicle design, and operations model was a natural fit for this use-case. Beyond the business potential, we saw a chance to deliver environmental impact and create livelihoods for gig workers. This opportunity to create impact on multiple fronts made it easy for Yulu to decide to double down on goods mobility.
Q. Is infrastructure a challenge in the electric mobility space in the country?
It is a challenge, but that is expected. Every major transition comes with growing pains, and the shift to electric mobility is one of the most transformational changes in transportation’s history.
The pace might feel slow, but it’s encouraging to see innovation happening across the value chain, on both the product and business fronts. What’s equally heartening is how policy is evolving to support this momentum.
The good news is that everyone — startups, traditional players, policymakers — is now aligned on the direction of change. That collective push will not just accelerate this transition, but also make it more inclusive and sustainable.
Q. Where is the whitespace for growth? Is it consumers or gig workers with companies like Blinkit, Zepto?
India is fundamentally underserved when it comes to mobility — whether in terms of quantity, quality, variety or efficiency. That creates whitespace across the board: in consumer mobility, in business logistics, and especially in last-mile fulfilment.
For Yulu, the biggest opportunity right now lies in powering last-mile delivery for gig workers and businesses. This space sits at the intersection of rising consumer expectations, the rapid growth of e-commerce and quick commerce, and the urgent need for sustainable urban mobility solutions.
Yulu’s strengths in technology, operations and user experience design are best aligned to solve this use-case, which is why we are doubling down on it.
