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1|
GRABTAXI’s Strategy
In Southeast Asia Context
What’s going on and what’s ahead?
Vincent Chan – Dec 2015
2|
UBERvsGrabtaxiinSoutheastAsia
Started by competing with taxi offering UberBlack limousine Started by partnering with ta...
3|
http://blogs-images.forbes.com/liyanchen/files/2015/09/0908_uber-map2_2000.jpg
http://b-i.forbesimg.com/parmyolson/file...
4|
SouthEastAsia
Anuniqueregion
Singapore
• Taxis are in low supply and high demand during peak hours
• Car ownership cost...
5|
Industry’sChallenge
Rivalry
among
existing
competitors
Threat of
new
entrants
Bargaining
Power of
Suppliers
Threat of
S...
6|
Positioning,What’sNext? Global Market
Local Market
DiversificationSpecialization
Logistic Company
Transportation
Compan...
7|
What’sahead?ProfitMarginRisk
Revenue
Cost
Revenue
Cost
Risk of Cost Increase
• Additional R&D & talents investment to r...
8|
The3PillarsofFocus
SAFETYSPEED CERTAINTY
Superior App and Platform to ensure fastest ride matching
Continue to increase...
9|
Whilefocusingongrowth,
GrabTaxiisfacedwith
Constant pressure to
remain ahead of the curve
in matching taxi/ride to
dema...
10|
FeedbackfromTaxiDrivers
withmeasaCustomer
Grabtaxi App has lesser
MIA passengers
compared to Comfort
App
Grabtaxi App ...
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GrabTaxi Strategy

An overview of GrabTaxi's strategy and business.

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GrabTaxi Strategy

  1. 1. 1| GRABTAXI’s Strategy In Southeast Asia Context What’s going on and what’s ahead? Vincent Chan – Dec 2015
  2. 2. 2| UBERvsGrabtaxiinSoutheastAsia Started by competing with taxi offering UberBlack limousine Started by partnering with taxi Aggresive + Corporate-ish Friendly + Neighbourhood-ish image Globalization Strategy Localization Strategy Seen as hostile competitor by taxi operators, regulators Work as partner with regulators, taxi operators, community Majority of fleet comprises of private cars currently Larger car fleet with taxis + private cars
  3. 3. 3| http://blogs-images.forbes.com/liyanchen/files/2015/09/0908_uber-map2_2000.jpg http://b-i.forbesimg.com/parmyolson/files/2013/11/top-3-messenger-apps-copy.jpg The ride sharing competition may evolve similarly to social messaging app, with no global clear winner but local leader in each region. Acquisition may occur (Eg. Facebook acquired Whatsapp) to reduce competition and increase user base. WhoisLeading?
  4. 4. 4| SouthEastAsia Anuniqueregion Singapore • Taxis are in low supply and high demand during peak hours • Car ownership cost is unlikely to go down • Public transport is barely coping with demand • Government is supportive to reduce cars on road and improve taxi/ride sharing availability • Mobile network and infrastructure are mature Malaysia • Taxis have bad reputation among locals and visitors with safety issue and service attitude • Public transport is not well planned • Traffic congestion is a problem • Mobile network and infrastructure are developing As a whole • Each country has their own language and culture, coupled with different regulators. • Western based companies are not able to penetrate South East Asia with a single unified strategy. • Market favours local players
  5. 5. 5| Industry’sChallenge Rivalry among existing competitors Threat of new entrants Bargaining Power of Suppliers Threat of Substitutes Bargaining Power of Customers Moderate Previously a low upfront cost game, attracting new players Moderate Taxi drivers are relying on Grabtaxi’s large driver fleet. Competitors do not have big fleet at the moment Moderate Taxi operators may overhaul their taxi booking app and some users still use SMS booking. High Customer has multiple alternatives (Uber, EasyTaxi, Taxi operators) Moderate Current rivalry within South East Asia is moderate with Uber and EasyTaxi Provide more sign up bonus and incentive to keep barrier of entry high Leverage on knowledge of local market and fleet size to reduce the effectiveness of competitors Relentlessly grow fleet size and upgrade taxi job matching speed & accuracy to keep switching cost high. Expand the functionality of apps and product offering to keep switching cost high. Introduce reward system for loyal customer Expand the functionality of apps and product offering SMS booking functionality GrabTaxi’s possible response strategy
  6. 6. 6| Positioning,What’sNext? Global Market Local Market DiversificationSpecialization Logistic Company Transportation Company UberX UberTaxi UberEats UberCargo UberRush GrabTaxi GrabCar GrabHitch GrabBikeTaxi Operators Taxi Hailing Platform GrabTaxi’s current strategy is more likely to experiment with new complementary service offerings that leverage current strength in South East Asia Expanding into global market is unlikely at this stage with limited funding to take on competitors in their established turf.
  7. 7. 7| What’sahead?ProfitMarginRisk Revenue Cost Revenue Cost Risk of Cost Increase • Additional R&D & talents investment to remain technologically competitive • Potentially higher sign up cost and incentives to acquire and retain drivers to maintain barrier of entry • Potential private fleet insurance requirement • Potential change to classify driver as partial employee • Potential more cost for legal and lobbying fee Pressure on Revenue • Potential price war from competitors who may introduce 100% revenue to be kept by drivers to squeeze out competitors. • Competitors to band together to create non- GrabTaxi network • Macroeconomic conditions First mover advantage for South East Asia Local market favours local player Low cost of entry, Low CAPEX Minimal infrastructure investment Moving Forward
  8. 8. 8| The3PillarsofFocus SAFETYSPEED CERTAINTY Superior App and Platform to ensure fastest ride matching Continue to increase size of fleet Adequate investment in IT infrastructure for growth Data Analytics and data privacy safekeeping for users and drivers Never compromise on strict taxi driver screening during growth
  9. 9. 9| Whilefocusingongrowth, GrabTaxiisfacedwith Constant pressure to remain ahead of the curve in matching taxi/ride to demand Customer may permanently switch to other app which can work faster, even by seconds. Drivers want the fastest match possible. Constant pressure to improve customer satisfaction, even not within GrabTaxi’s responsibility Any dispute between drivers and passengers will be part of Grabtaxi’s customer experience. Risk of accidents and criminal cases Such events will create negative publicity even though it may not be within control of the company. Possible regulatory change Drivers may be considered partial employees in the future, demanding more compensation. Car insurance price may increase.
  10. 10. 10| FeedbackfromTaxiDrivers withmeasaCustomer Grabtaxi App has lesser MIA passengers compared to Comfort App Grabtaxi App has lesser MIA passengers compared to Comfort App I can now rent taxi from taxi companies other than Comfort. Lower rental I can now rent taxi from taxi companies other than Comfort. Lower rental I have to ensure my service attitude is right, as customers may rate me via the app I have to ensure my service attitude is right, as customers may rate me via the app Taxi Company’s APP: Whoever fast fingers get the job. Grabtaxi’s APP: Whoever nearest get the job Taxi Company’s APP: Whoever fast fingers get the job. Grabtaxi’s APP: Whoever nearest get the job With GrabTaxi’s booking, I know where the customer want to go before accepting, so I can plan my route. With GrabTaxi’s booking, I know where the customer want to go before accepting, so I can plan my route.

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An overview of GrabTaxi's strategy and business.

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