e-scooter.co launches import intermediary platform for micromobility businesses in đ˛đ˛ ááźááşááŹ
áááá á áááş á ááž ááąáŹáşááąáŹáşáááŻááşáááş ááááşá¸ááąáŹááşThe international electric micromobility promotion platform e-scooter.co launched an import intermediary platform that enables local sellers and international logistics specialists to service customers that want to import an electric vehicle from other countries.
e-scooter.co started to accept import purchase requests about á.á years ago and over áá,ááá people have submitted a request since, with over á,ááá requests pending from the countries ááźááşááŹ, áááŻááş, ááŹáĄááŻ, áááŻááşá¸, áááşášáááŹá¸ááąáˇáážáş áážááˇáş áĄááášááá with a combined revenue of á á,ááá,á áá,ááá K, which excludes revenue from additional services that can be sold to customers such as insurance, finance, maintenance service and the primary import service fee, which may double the revenue potential with a high profit margin.
Why Electric Vehicles Face Difficulties
There are various reasons why electric micromobility products face great difficulties to enter the market despite their great advantages such as significant cost-saving for owners.
For example, electric scooters and mopeds literally save up to 90% of maintenance costs which undermines the business model of the existing sales infrastructure of petrol-engine based vehicles, hindering those established outlets to sell electric models.
Manufacturing Disruption
While the existing petrol-engine based service infrastructure can't financially sustain itself with electric models from established brands, the brands themselves face profound disruption from the much bigger component industry that enables smaller startups to create high quality mobility products.
For example, the đŠđŞ German brand Bosch has been developing advanced and reliable electric motor kits that includes a dashboard and electrical system and the innovative startup Edison Motors from đšđ Thailand launched a scooter barebone platform
that enables other startups to create new models.
The manufacturing scale 3D printing industry causes further disruption in this space.
Big Petrol Brands Not Motivated to Enter The Market
The manufacturing disruption trajectory caused big brands early on in 2010-2015 to make a hard decision to not enter the electric vehicle market, or to enter it in a way that didn't unlock its full potential for the greatest possible market.
Some have criticized đŽđš Italian Vespa-Piaggio for example for introducing an electric model that costs twice as much as the petrol version for an effective driving range of only áá ááŽáááŻááŽáᏠwhile advertising a driving range of ááá ááŽáááŻááŽááŹ, and while not having a removable battery.
By comparison, the petrol version of the same Vespa model has a reliable
driving range of ááá ááŽáááŻááŽáᏠand Vespa is unlikely to have failed to deliver on the electric driving range by accident.
In practice, this electric vehicle largely stimulated the sales of petrol models on economic grounds and is likely to have been introduced for that purpose despite that some people have been happy to pay áá ,áá á,ááá K for an iconic electric Vespa while the petrol version costs á,ááá,ááá K.
Scared away from both ends
Small disruptors scared of going global
While established big brands were financially reluctant to enter the market in the first place, smaller startups (manufacturing disruptors), due to scale-ing and logistics related problems, often remained limited to sales in a single country or a small region.
As an example, the unique Carver scooter-car or the GiGi foldable moped from the đłđą Netherlands are not yet sold internationally while there has been a significant demand for over a decade. In the đşđ¸ US alone over á,ááá,ááá,á áá K in orders for the Carver were sent in on e-scooter.co and someone from đŽđł India sent the following message in his purchase request on March 1, 2025.
I want carver in India
An interaction with the founder of Dutch startup GiGi learned that the company initially had high ambitions but ultimately was scared away from selling internationally.
Selling can be easy but what if something breaks? Then there has to be a local party that can provide service. We do have the EEC certificates but we only want to enter a market when we are financially ready for it.
This line of reasoning makes sense and is common from the perspective of small manufacturers but the problem for international access for customers is that this line of reasoning intensifies over time when a manufacturer aspires to improve its quality and service.
In practice, this results in a high potential vehicle not becoming available in other countries, despite potential high demand.
GiGi, one of the first electric moped pioneers in the Netherlands with high international ambitions and EEC certificates, now decades later, never went beyond the Dutch border.
A Solution For The Market
Connecting Buyers with Import Intermediary's
The simple function of the e-scooter.co platform is to connect import intermediary's
(sellers, importers or logistics specialists) with buyers. Quality service and reliable business are ensured through Escrow payment by the customer.
An example customer review reveals how the service might work in practice:
(ááá°ááŹááŻáśá¸áááşááťááş) ááťá˝ááşáŻááşáááş ááŽáááşáááşááž áááŻááşáááşááž ááąáŹáşááŹáááşáááŻáˇ áááŻáˇááąáŹááşááŹáá˝ááş ááąááŹáá˝ááşáĄáááşá¸áááşáážááá˛áˇááąáŹ áááŻáˇááąáŹááşáá°áá áşáŚá¸áážááˇáş Uship.com áááşáá°áááŻáˇááąáŹááşááąá¸á áŽá ááşáážáŻáážáá áşáááˇáş áááşááŹáááşáááŻááşááśáá˝ááş Gogoro Pulse Hyperscooter ááąáŹááşááŻáśá¸ááąáŤáşááᯠáááąáˇááážááá˛áˇáááşá
á áá°ááŹááᯠááťá˝ááşáŻááşááĄáááşááśááŤá¸ááááŻáˇ áááŻáˇááąáŹááşááąá¸áá˛áˇááźáŽá¸ e-scooter.co áá˝ááşáááşáá˝ááşá¸áá˛áˇááąáŹ áááşáá°áážáŻááąáŹááşá¸áááŻááťááşááᯠááŻáśáˇááźááşáá˛áˇáááˇáş áá˝ááşá¸ááŻááşááźáŹá¸ááśáážááˇáş áážááážááŻááşá¸ááŹá¸áááˇáşáĄáááŻááşá¸ áááşáá°áážáŻááŻááşáááşá¸á ááşáĄáŹá¸ áĄáąáŹááşááźááşá á˝áŹááźáŽá¸ááŻáśá¸áá˛áˇáááşá
áááşááŹáááşáá˝ááş á áá°ááŹáážááşááŻáśáááşááźááşá¸áááş á áŹáá˝ááşá áŹáááşá¸áĄáááşá¸áááşáááŻáááŻáááŻáĄááşááąáŹáşáááşá¸ ááąáŹááşááŻáśá¸áá˝ááşááźáŽá¸ááŻáśá¸áá˛áˇáááşá ááťá˝ááşáŻááşááąá¸ááťáąáá˛áˇááąáŹ á áŻá áŻááąáŤááşá¸á áťáąá¸áážáŻááşá¸áááş ááťá˝ááşáŻááşááááŻááşááśáážá Vespa Elettrica áĄáá áşáá áťáąá¸áážáŻááşá¸áááşááťáąáŹáˇáááşá¸ááŤáááşá
áááąáˇáááşááŹáááşáá˝ááş á¤á áá°ááŹááᯠáááááŻáśá¸áĄááźáááşááąáŹááşá¸áážááşáááŻááşáááşáážáŹ áĄáśáˇááźá ááŹááąáŹááşá¸ááŤáááşá Gogoro Pulse Hyperscooter áááş áááşááŹáááşáážá ááŹá¸áĄááťáŹá¸á áŻáááşáááŻáááźááşáááşá á˝áŹáĄáážáááşááźážááˇáşáááşáááŻááşááźáŽá¸ Gogoro áááş áĽááąáŹááĄá áááşáĄáááŻááşá¸ááťáŹá¸ááźááˇáş ááąáŹáşááąáŹáşáááŻááşáá˛áˇáááŻáˇááąáŹááąááŹááťáŹá¸áá˝ááş ááźáŻááźááşááááşá¸ááááşá¸áááşáá˝ááşáá°á áąáááş áĄáŹááŻáśá ááŻááşááŹá¸áááźááˇáş ááźáŻááźááşááááşá¸ááááşá¸áážáŻá ááááşáááşááŹááźáŽá¸ áá˝ááşáá°ááŤáááşá
á áááşáááŻááşá¸ááťááąáŹááşáááş!
A Simple Business Model
ááášááŹáá áşáážááşá¸ááž ááąáŹááşááŻáśá¸ááąáŤáşááąáŹáşáááşááťáŹá¸ááᯠááá°áááŻááşáááş ááąáŹááşáááşááťáŹá¸á áááşá¸áááŻáˇáááŻááşááśáážá áĄáŹáááśá áááşááąáŹááşáážáŻáážááˇáş áážááşááŻáśáááşááźááşá¸ááŹáááşáĄáŹá¸ááŻáśá¸ááᯠáá°ááąáŹááşáááşá ááŻááşááŻááşáá°á ááŽá¸áááˇáşáááŻááşááśáá áşááŻáá˝ááş áĄáŹáááśáááşááąáŹááşáážáŻááᯠááźááşá¸áááşááŤá ááąáŹááşáááşá ááŻááşááŻááşáá°ááĄáŹáááśáááşááąáŹááşáážáŻááᯠá á˝ááˇáşáá˝ážááşáááş áááąáŹáá°ááŹá¸áááşá
ááááşáĄááąááźááˇáş áááŻá¸áážááşá¸ááąáŹáá˝áąááźáąá¸áá˝ážá˛ááźáąáŹááşá¸áážáŻá áŽá¸áá˝áŹá¸ááąá¸ááŻáśá áśááźá áşáááş - ááąáŹááşáááşá ááŹááşááážááááş áá˝áąááąá¸ááťáąáááşá áááŻáááşááąáŹááşáážáŻááźáŽá¸ááźáąáŹááşááŤá ááŻááşáááşá¸áááşáááşáážáŻááźáŽá¸ááŻáśá¸ááźáŽá¸ ááąáážááşááąáŹááşáááşááťáąáááşáážáŻáážááˇáş áááşááąáŹááşáážáŻáááŻááşááŹááźáżááŹááťáŹá¸áĄáá˝ááş áĄáášáááŹááşááážáááąáŹáˇááŤá
ááąáŹááşáááşááťáŹá¸ ááťáąáááşááźáŽá¸ áááşá¸áááŻáˇááááşáá°áááŻáˇááąáŹááşááąá¸ááźáąáážááşá¸áááşá¸ááťáŹá¸ ááááąáŹááşá áąáááş
áááşáá˝áąáˇáá˝ááş ááťážááşá á áşááŹááşááťáŹá¸áááş áĄáá˝ááşááŻáśááźááşá áááşááťáááźáŽá¸ ááźáŻááźááşááááşá¸ááááşá¸áážáŻ áá% áĄáá ááťážáąáŹáˇááťáááŻááşááźáąáŹááşá¸ áááşááąááźááŹá¸áááşá
áĄááźáąááśááźáŻááźááşááááşá¸ááááşá¸áážáŻáážáá˝á˛á ááťážááşá á áşá áá°ááŹáážááˇáş ááąáŹáşááąáŹáşáááŻááşáááşáĄááťáŹá¸á áŻáááş ááąáŹááşáááşááźáŻááźááşáážáŻááááŻáᲠáááşá áŻáážá áşááťáŹá¸á á˝áŹ áĄááŻááşááŻááşááąáŹááşáááŻááşáááşá ááťážááşá á áşá áá áşááťáŹá¸áááş áĄáá˝ááşááá°áááťááşá áŽá¸áᲠááąááşááŽááŹááşááťáŹá¸áááş ááąáážááˇáşááŻááşáážáŻááᯠIP-certified áĄáŹáááśááŹá¸ááąáŹááźáąáŹááˇáş áááşá áŻáážá áşááťáŹá¸á á˝áŹ ááśáááŻááşáááşáážááááşá
áááŻááşááááŻáááşáá°áááŻáˇááąáŹááşááąá¸áá˝ááş ááťážááşá á áşááąáŹáşááŹáááş áááşáááˇáşáĄááŤááž áááťááşá áŽá¸áᲠáááŻáˇááąáŹááşááŹáá˝ááş ááźááŻáááşááźáżááŹááážáááŤá ááťážááşá á áşááąáŹáşááŹáááş ááźáŻááźááşááááşá¸ááááşá¸áážáŻááááŻáᲠáážá áş á á ááťáąáŹáşáĄáá áĄááŻááşááŻááşáááŻááşáááşá
ááąááşááŽááťážááşá á áşááŹááşááťáŹá¸áááş ááŻááşááŻááşáá°ááž ááąááźáąáŹááşá¸ááźááˇáşááźáŻááźááşááááşá¸ááááşá¸áážáŻáááşááąáŹááşáážáŻááťáŹá¸ ááážáááźáŽá¸ ááąáŹáˇááşáá˛áĄááşááááşááťáŹá¸áážááˇáş ááŹááşááťááşá¸ááŹááąá¸á áąáŹááˇáşááźááˇáşáážáŻááťáŹá¸ ááŤáááşáááşá á¤áááşáážáŹ á ááşááŻáśáĄáŹáááśáááşááąáŹááşáážáŻááážáááťážááşáááş ááąáŹááşáááşááťáŹá¸áĄáá˝ááş áááşáá˝áąáˇáá˝ááş ááźáŹáážááşááśááźáŽá¸ ááááąáŹááşááąáŹ áááşáá°áááŻáˇááąáŹááşááąá¸ááźáąáážááşá¸áááşá¸ááᯠáááşááśáĄáŹáááśááąá¸áááşá
áááŻááşááśáááŹáááşáá°áááŻáˇááąáŹááşááąá¸ááᯠááąááşááŽáááşááąáŹááşáážáŻááťáŹá¸ááźááˇáş ááŹááşáááşáááşááźááşá á˝áŹáĄááŻáśá¸ááźáŻáááŻááşáááş
UShip.com áá˛áˇáááŻáˇáááşááąáŹááşáážáŻááťáŹá¸áááş ááášááŹáá áşáážááşá¸áážá ááŹááşááťáŹá¸ááᯠá áťáąá¸áážáŻááşá¸ááťááŻááŹá á˝áŹááźááˇáş áááŻáˇááąáŹááşáááş áá˝ááşáá°á áąáááşá Uship áá˝ááş áááŻááşááśáááŹáááşáá°áááŻáˇááąáŹááşáá°ááťáŹá¸áááş áááŻááşá¸áááŻááşááśááž ááŻááşáááşáá áşáŚá¸ááśááž ááťáŹáááŽáááŻááşááśáážá ááąáŹááşáááşáá áşáŚá¸ááśáááŻáˇ ááťážááşá á áşá áá°ááŹáááŻáˇáááŻááş ááąáŹáşááąáŹáşáááŻááşáááşáá˛áˇáááŻáˇ ááąáŹááşáááşááťáŹá¸ááá áşáŚá¸ááťááşá¸áážáŹáá°áážáŻááťáŹá¸ááźááˇáş áááşá¸áááŻáˇááááşáá°ááąááŹáá˝ááşááťáŹá¸ááᯠááźááˇáşáááŻááşáááşá
áá áşááťááŻáˇáááŻááşááśááťáŹá¸áá˝ááş ááŹááşááťáŹá¸áážááşááŻáśáááşááźááşá¸áááş áááşáá˛áááŻááşááąáŹáşáááşá¸ áĄáąáŹááşááźááşáážáŻáá áşááŻá áŽáááŻááşá¸áá˝ááş ááąáŹááşáááşáááŻá¸áááşáážáŻááťáŹá¸ ááźááşáááşááŹááźáŽá¸ ááąáŹááşáááşááťáŹá¸áĄáŹá¸ á¤áááşááąáŹááşáážáŻááąá¸áááş ááááŻáĄááşááŤá
áĄááźááşáĄá á˝ááşá¸ááťáŹá¸ááźáŽá¸ áĄááźááşáá˝áąááťáŹá¸á á˝áŹááááŻááşááźáą
áááŻááşááśáá áşááŻáá˝ááş áááážááááŻááşááąáŹááąáŹáşáááşááťáŹá¸áááşáá˝ááşá¸ááźááşá¸áááş ááąáŹááşáááşááťáŹá¸áĄáá˝ááş áĄáá°á¸ááŽá¸áááˇáşááźá áşááźáŽá¸ áááşá¸áááŻáˇáááŻááťááşááąáŹááąáŹáşáááşááᯠáááąáˇáá˛ááážááááş á áťáąá¸ááźáŽá¸ááąá¸áááş áááąáŹáá°ááźáááşá
áĄááźááˇáşáĄáááááşá¸ááťáŻááşáážáŻ
The intermediary is in full control and owns the customer relationship from the start.
e-scooter.co is not involved in financial transactions between businesses and the customer. A third-party Escrow service is strongly advised by the platform to protect both buyers and sellers, but when customers trust the intermediary they may decide to pay to them directly.
Access to Customers
e-scooter.co charges intermediary's a yearly subscription fee for ongoing access to new customers. On a daily basis, many new customer requests are sent in that can be serviced, resulting in a multi-million USD business opportunity.
Businesses can apply for access on the following URL:
https://mm.e-scooter.co/requests/
A list with top requested models and basic market analysis is available on this page