SMPP Grab Holdings Inc. Revised

THE PHILIPPINE WOMEN’S UNIVERSITY
Grab Holdings, Inc.
A Strategic Management Plan Paper
Submitted To:
Prof. Michael Bhobet Baluyot
Professor, Strategic Management
Submitted By:
Borres, Camille / BSBA Marketing – 3rd Yr.
Martinez, Ma. Antonette B. / BS Entrepreneurship – 3rd Yr.
Tan, Micah Faith/ BSBA Marketing – 3rd Yr.
Yuming, Jiang / BSBA Marketing – 3rd Yr.
1st Trimester, SY 2020 - 2021

ACKNOWLEDGEMENT
We would like to express our deep and sincere gratitude to our professor, Mr.
Michael Bhobet B. Baluyot for giving us the opportunity to do our strategic
management plan paper, for his endless guidance and assistance in helping us to
make our study possible, and to have an enough knowledge to accomplish our
strategic management plan paper. His intelligence, motivation and being
compassionate to his work have deeply inspired us.
To our friend and family, particularly our parents, for their prayers and faith on us
and understood the late nights to be able to finish this study. To our special
someone, for their undying support and love, and for giving us strength to conquer
the hardship to complete our study.
We are extending our gratitude to the online websites for the reliable sources that
we have used for the gathering and constructing our study. For the Grab PH
application for serving as a reference.
Lastly, we would like to thank our Almighty God for the enlightenment, wisdom,
overflowing ideas, courage and for endowing us spiritual, physical and mental
strength to strive in order to finish this study, for the continuous guidance and
blessings during this trying times we offer our success and fruit of our labor to Him.
ii
TABLE OF CONTENTS
Page #
Title Page i
Acknowledgement ii
Table of Contents iii
Executive Summary iv
Page #
I. STRATEGIC ANALYSIS
1.1 Background of Grab Holdings, Inc. 1
1.2 Introduction 3
1.3 Vision - Mission 4
1.4 Goals and Objectives 5
1.5 Overview of Grab Holdings, Inc. in the Philippines 6
1.6 External Analysis 13
1.7 Internal Analysis 23
II. STRATEGIC FORMULATION
2.1 Corporate Level Strategy 30
2.2 Business Level Strategy 32
2.3 Functional Level Strategy 37
III. STRATEGIC IMPLEMENTATION
3.1 Strategy Map 40
3.2 Operational Plans 41
3.3 Management, Systems and Practices 48
IV. STRATEGIC EVALUATION
4.1 Performance Measure and Indicators 51
4.2 Risk Assessment 52
Reference 54
iii
THE EXECUTIVE SUMMARY
Grab is a multinational ride-hailing taxi booking mobile app that provides real-time
ridesharing services by connecting taxis and hired private cars for nearby
commuters through a location-sharing system. Founded by Anthony Tan and Tan
Hooi Ling in 2012, Grab initially started in Malaysia then transferred its
headquarters to Singapore. Later on, its operations expanded to other countries,
including Philippines.
Grab’s vision is to drive Southeast Asia forward through innovation, grit and a
commitment to outserve. They are committed to achieve this vision by providing
the safest transport platform, making transportation accessible to all, and
improving the lives of its partners through a sustainable business. Through Grab
application, customers can book a ride then wait for the Grab car to arrive to bring
them to their destination. A flexible payment system is provided for customers for
the purchase of service. Grab earns its profits by taking a cut of the booking fees.
With the ambition of being Southeast Asia’s (SEA) first and everyday superapp,
Grab diversified its services to satisfy the needs of the customers. The application
has introduced more than 10 on-demand ride-hailing services including GrabCar,
GrabCar+, GrabTaxi, GrabShare, GrabCar (6-Seater) and other more. Grab is also
currently tapping into multiple consumer services sectors such as logistics, hotel
booking service, on-demand video platform, ticket purchasing, food ordering,
grocery shopping, and financial services.
While Grab has successfully acquired 93 percent share of the Philippines’ ride-
hailing market, it is currently facing some issues and challenges. There is a high
rate of deactivation of drivers, consequently, the shortage of drivers led to price
iv
surges, and difficulty in booking rides. The application is encountering a lot of
technical issues like glitches in the computation of fares and system downtime.
There are also safety and security issues.
Grab’s main goal is to strengthen its position as industry leader. To achieve this,
Grab’s strategy is to expand its operations to other areas outside Metro Manila,
thus, also increasing company revenues. Grab will upgrade its business
technology to address the issues that its application is encountering. To boost
customer satisfaction, Grab will provide better loyalty programs, increase its safety
& security measures, and improve pricing scheme for its services. Moreover, Grab
intends to work with LTFRB to open slots for potential drivers. Increasing drivers
in the system will address issues of prices surges and difficulty in booking a ride.
To reduce driver deactivation, Grab will lessen the commission it takes from the
drivers. Incentive programs for drivers will also be enhanced. Grab will facilitate
more face-to-face trainings to improve drivers’ skills and behavior. The
management will optimize internal efficiency by creating a cross-functional team
to focus on developing the company’s SBUs.
v
STRATEGIC ANALYSIS
1.1 Background of Grab Holdings, Inc.
Brief History of Grab Holdings, Inc.
GRAB, a taxi-booking mobile app that consists of transportation, food

delivery, groceries, delivery service and paying bills, initially started in
Malaysia during the year 2012. After a year, operations expanded to the
Philippines. Grab was founded by Anthony Tan and his classmate, Tan Hooi
Ling. Anthony Tan is the youngest son of the owner of Tan Chong Motors, an
authorized distributor for Nissan cars in Malaysia, while Ling, another
graduate of Harvard University, was a consultant at Mckinesey and
Company.
The idea of making a taxi-booking mobile app started when the friend of
Antony Tan was complaining about the taxi that he rode in Malaysia. His
experience was really bad. This led Tony Tan to use that problem as an idea
for his project at Harvard Business School. When he presented his business
plan, his professor gave him critiques that it won’t be a success, it is hard to
do and implement that idea, but Anthony Tan continued with his ideas and it
eventually won second place at 2011 Harvard Business Plan Contest. The
app was also chosen as the finalist at Harvard’s Minimum Viable Product
Funding award.
During June 2012, Anthony Tan resigned from his position as the Head of
Marketing of their family business Tan Chong Motors at Kuala Lumpur. With
the help of his classmate Tan Hooi Ling, they drew the business plan for
1|Grab Holdings, Inc.

promoting the app, since they both studied business administration and
general administration. Through their ideas and the prize money from the
contest, they were able to launch the “My Teksi” app in Malaysia. At that time,
other countries called it “Grab Taxi”.
My Teksi started with a US dollar of 25,000 from Harvard Business School

and the personal money of Anthony Tan. He went to different taxi companies
and showed his app business but there were lots of negative responses. On
to the fifth taxi company he went, only 30 taxis tried his app business.
During 2014, the headquarters of Grab moved from Malaysia to Singapore.

In August 2013, GrabTaxi expanded to the Philippines and in October 2013
in Singapore and Thailand. In February 2014, GrabTaxi reached Ho Chi Minh
City in Vietnam, then in Jakarta, Indonesia in June 2014. During the year
2014, they started to launch GrabCar, using personal cars instead of taxi. In
January 2016, the name GrabTaxi was changed to Grab which already offers
different services like motorcycle, delivery services, food and etc. They also
changed their logo.
When GrabTaxi expanded to the Philippines in 2013, Brian Cu, former

managing director at Zalora Philippines, shortly became the President of
Grab Philippines. He was one of the top Filipino technology entrepreneurs
who help successful business like PT Go-Jek in Indonesia and Zalora
Philippines. In 2018, Grab was able to beat its top competitor Uber in
Southeast Asia. Brian Cu was the one overseeing the operation in the urban
areas in the Philippines. With his help, Grab continued to make improvements
and keep on adding more services.

1.2 Introduction
Grab Holdings, Inc., formerly known as MyTeksi and GrabTaxi, is a

Singaporean multinational ride-hailing company. With a mission to create a
safer and smoother mobility of commuters, Grab created the largest online-
to-offline (O2O) ecosystem that is accessible in over 500 cities and towns
across Southeast Asia (SEA). Grab offers real-time ridesharing services by
connecting taxis and hired private cars for nearby commuters through a
location-sharing system. Through Grab application, customers can book a
ride then wait for the Grab car to arrive to bring them to their destination. A
flexible payment system is provided for customers for the purchase of service.
Grab earns its profits by taking a cut of the booking fees.
When Grab expanded to Manila, Philippines, one of its first international

markets, the application acted as a middleman between taxis and riders,
providing a mobile interface that assigned vacant drivers to commuters. It
initially charged a fee of PHP 70.00 to drivers, before adjusting to PHP 40.00.
Notwithstanding the regulatory difficulties, Grab became Philippines’ first ride-
sharing service given formal accreditation by the LTFRB.
In 2018, after the successful acquisition of Uber SEA’s operations, Grab

announced their regional ambitions to be Southeast Asia (SEA)’s first and
everyday superapp. A year later, Grab triumphantly acquired its rival Uber’s
entire ride-hailing service in the region.
Today, Grab continues to diversify its services to satisfy the needs of the
customers. Touted as the super app model, the application has introduced
more than 10 on-demand ride-hailing services including GrabCar, GrabCar+,
GrabTaxi, GrabShare, GrabCar (6-Seater) and other more. Grab is presently

tapping into multiple consumer services sectors such as logistics, hotel
booking service, on-demand video platform, ticket purchasing, food ordering,
grocery shopping, besides offering financial services.
It is currently operating in 8 countries across the region such as Malaysia,

Singapore, Indonesia, Myanmar, Vietnam, Cambodia, Philippines, and
Thailand.
1.3 Vision – Mission
Vision-Mission of Grab Holdings, Inc.
Vision
At Grab, our vision is to drive Southeast Asia forward through innovation, grit
and a commitment to outserve. We do this by solving real-world problems
that over 620 million people face across the region
Mission
 Providing the safest transport platform

Travel with confidence knowing that Grab’s top priority is your safety.
From driver safety training and vehicle safety checks, to personal accident
insurance coverage for all our drivers and passengers and government
partnerships to promote safety.
 Making transportation accessible to all

Take the transport option that fits your need. The most transport options,
at every price point, with comfort, speed and affordability – you can have
it all at the touch of a button.

 Improving the lives of our partners
A sustainable business that improves the lives of the people it touches –
passengers, drivers, employees, governments and society at large.
1.4 Goals and Objectives
Goals & Objectives of Grab Holdings, Inc.
Goals Objectives
 Keep up with the emerging trends by always being updated, and
observant. Conduct research on potential areas Grab can enter to
 To strengthen position be able to supply the needs of the people and make their lives
as industry leader easier.
 Conduct meetings every four months to discuss collected research
on future trends and brainstorm on how to adapt to it.
 Upgrade business technology by incorporating latest technology

 To enhance digital developments.
 Closely monitor recurring technical issues and provide reports with
services that would fit possible action plans in two months.
customer needs  Gather customer feedback (concerns and suggestions) every month
on Grab’s digital services (Grab App, cashless payments, etc.).
 Increase geographical coverage by entering new areas in 12

months.
 To increase revenue  Expand driver base (supply) by 57% to meet passenger demand for
active cities.
 Increase sales by 20% in 6 months by improving Grab services.
 To increase drivers in  Reduce driver deactivation by 10% by enhancing incentive system
 Open an initial 5,000 new slots for application of potential drivers in
the system
areas Grab’s operations will expand to.
 Facilitate more training programs for Grab drivers to improve skills
such as customer service skills, etc.
 To boost customer  Strengthen customer relations by speeding up response time on
satisfaction customer concerns and complaints.
 Further develop Grab’s loyalty programs for both customer and
driver by adding new rewards and incentives.
 Reinforce safety and security initiatives to protect customers and
drivers.

1.5 Overview of Grab Holdings, Inc. in the Philippines
Grab Philippines Geographical Coverage
Grab Philippines mainly operates in Metro Manila. It is also presently

available in 11 major cities around the Philippines; Cebu, Davao, Pampanga,
Cagayan de Oro, Bacolod, Baguio, Bataan, Naga, Iloilo, Tacloban, and Subic
Bay Freeport Zone.
Market Share
Grab has a 93 percent share of the Philippines’ ride-hailing market, up from

45 percent when Uber was active.
Customer Segments (by needs)
Users
 People who don’t own cars.
 People who can’t drive a car.
 People who don’t want to drive themselves to events/their destinations.
 People who like to travel in style and luxury.
 People who are looking for a cost-effective transport option.
Drivers
 People who own a car and looking for extra income.
 People looking for a flexible working environment.
Grab Commission Rate

Grab takes a maximum of 20% commission from its driver-partners.

Grab Ride-Hailing Services
Transport Services – Taxi
 GrabTaxi – for a convenient metered taxi ride. Drivers turn on the meter
once the passenger is inside the taxi. Passengers pay the metered fare
(based on LTFRB) and an additional booking fee, which varies per city.
For a maximum of 4 passengers only.
Transport Services – Car
 GrabCar (Sedan) - most affordable GrabCar service. For a maximum of

4 passengers only.
Sedans and Compact Vehicles: Toyota Vios, Hyundai Accent, Honda
City, Mitsubishi Mirage, Mitsubishi Lancer
 GrabCar (6-seater) – car service fit for 6 passengers.
Vehicles: Toyota Fortuner, Mitsubishi Montero, Toyota Innova, Isuzu
MUX, Mitsubishi Adventure, Suzuki Ertiga, Honda Mobilio
 GrabCar+ - premium sedans. For a maximum of 4 passengers only.
Executive Sedans, AUVs and SUVs: Toyota Fortuner, Mitsubishi
Montero, Nissan Teana, Hummer
Transport Services – Premium
 GrabCar Premium - luxury cars for business needs or a special

occasion. For a maximum of 4 passengers only.
SUVs: Toyota Fortuner, Ford Everest Mitsubishi Montero Sport, Hyundai
Tucson, or Mazda CX-5.

Premium features:
- Driver Appearance: tidy and presentable, collared shirt/top, smart

casual pants (slacks, chinos, dark jeans), closed shoes
- Car Condition: with aroma and scent, ensure cleanliness, music is
upon passenger’s request
- Air conditioning: kept cool and adjust upon passenger’s request
- Drivers have undergone specialized training.
- Premium kit: Grab umbrella, tissue box, complimentary mint candies
and bottled water, air freshener, and car charger.
Transport Services – Share
 GrabShare - a carpooling service, sharing of car more than one person

going in the same direction at a reduced cost.
Special Services
 GrabCar Family - for people with young children. A special feature for
6-seater.
Special features:
- Special car seat fit for children aged 1-12 years’ old
- Specially-trained GrabFamily drivers
- An in-car kit with tissue, baby wipes, and alcohol for a comfortable
ride
 GrabCar Pet - for passengers with pets. A special feature for 4-seater.
 GrabCar HatchBack - private car for 3 persons with a small hatchback
car.

Available Services During ECQ
 GrabBayanihan Shuttle - special transport service made for healthcare

workers of Grab’s partner hospitals and clinics in Metro Manila.
 GrabCar 2-seater – valid only for non-cash payments: GrabPay credits,
debit/credit cards linked to GrabPay.
 GrabCar 4-seater – 2 passengers per row only. Valid only for non-cash
payments: GrabPay credits, debit/credit cards linked to GrabPay.
Grab Fintech Services
 GrabPay - a mobile wallet to pay for Grab services. Users can opt for a
cashless payment transaction and earn GrabReward points for other
services offered by Grab. It is regulated by the Banko Sentral ng Pilipinas
for a safe and secure transaction. Users can transfer money from bank,
GCash, credit/debit card, in store, online banking, ATM with no added
charges.
Grab Loyalty Programs
Customer
 GrabRewards – customers receive rewards by earning points through

Grab-related transactions, such as taking a Grab ride or using GrabPay.
There are 4 member tiers (Member, Silver, Gold and Platinum), which
can be achieved by accumulating the number of points needed for each
tier. Users are entitled to a host of exclusive benefits depending on the
tier status.

Benefits include discount vouchers, food and ride reward vouchers,
priority services and partner exclusives.
Driver
 Ka-Grab Rewards Plus - rewards program for GrabCar drivers.
There are 3 tiers (Member, Silver, and Gold), which can be achieved by
the following criteria: monthly rides, completion rate and star rating. The
higher the tier, the more savings and rewards for drivers.
Rewards include fare rebates, lower effective commission rate,

GrabCare Package, life insurance, fuel discounts, and more.
Grab Driver Training Program
 New Drivers Training (Online Modules) - Topics: Defensive Driving,

How to Avoid Harassment Misunderstanding and Distracted Driving,
Painful Cancellations, Account Security, How To Get 5 Stars with
Positive Service and more.
 Grab Driver Training (Online Modules) – training drivers for each Grab
services.
 Grab Academy (Online & Face to Face) – Training: First Aid Training,
Safety Driving Seminar, Customer Service and Hospitality Training.
10 | G r a b H o l d i n g s , I n c .
Grab Drivers in the System
GRAB DRIVERS (January – March 2018) QTY (%)

Previous Grab Drivers 43,000 100%
Deactivated Grab Drivers 8,000 18.60%
Total Grab Drivers 35,000 81.40%
Daily Average Ride per Driver 12

Daily Bookings 600,000 100%
Met Demand 420,000 70%
Unmet Demand 180,000 30%
GRAB DRIVERS (January – June 2019) QTY (%)

Previous Grab Drivers 60,000 100%
Deactivated Grab Drivers 15,000 25%
Active Grab Drivers 45,000 75%
Daily Average Ride per Driver 12

Daily Bookings (increased during peak hours) 850,000 100%
Met Demand 540,000 63.53%
Unmet Demand 310,000 36.47%
The number of drivers needed to meet current demand is 25,833. This means
that Grab needs to increase its drivers in the system by 57.41%. The
estimated number of drivers needed when Grab expands its area coverage
is at least 5,000.
Reason for Deactivation
In 2018, LTFRB’s suspension of Grab’s PHP 2.00 per minute travel charge
led to numerous Grab drivers to deactivate. Many drivers also failed to
provide proof of provisional authority to operate from LTFRB forcing Grab to
deactivate thousands of its drivers. A continuous dilemma for Grab drivers
until now is having a low profit margin.
Effects of Deactivation of Large Number of Drivers
The shortage in TNVS units on the road led to surge pricing. According to a
survey, 78 percent of passengers suffered more frequent and expensive fares
due to surge pricing and 72 percent of TNVS passengers experienced
difficulty in booking.
Problems and Issues
Grab Application
Grab’s digital service faces numerous technical issues. The platform can
experience a glitch on its computation of fares. The Grab application also
often encounters system downtime. There is inaccuracy in the platform.
Customers are often unable to track a driver’s exact location. There is also
inconsistency in time of arrival at destination points. Some locations cannot
be detected by the application’s GPS.
Customer Relations
Safety and security issues with the Grab’s ride-hailing service sparked
concerns due to reported incidents. Customers suffer expensive fares due to
surge pricing. They also experience difficulty in booking a ride. Some female
passengers shared their uncomfortable experience during a Grab ride due to
a driver’s inappropriate behavior. A lot of customers are complaining about
unjust booking cancellations by Grab drivers.
For drivers, they have a low-profit margin. Every quarter, a high rate of drivers
leaves the service leading to shortages of available cars and drivers.
1.6 External Analysis
a. Industry Analysis
Porter’s Five Forces Analysis - Grab Holdings, Inc.
Threat of
New
Entrants
(Low)
Bargaining Intensity of Bargaining

Power of Rivalry Power of
Supplier Among Buyer
(Low) Competitors (Low)
(High)
Threat of
Substitutes
(Moderate)
Figure 2.6. Porter’s Five Forces Analysis - Grab Holdings, Inc.
Threat of New Entrants (Low)
It would be difficult for new entrants in the industry to acquire market share
and build an impact as Grab has strongly established brand equity over
the years with trust and convenience.
Consequently, the threat of new entrant is low for Grab due to its
outstanding technology used to facilitate the booking of Grab cars, its high
quality service that has appealed to the consumers and the loyalty
programs to retain loyal customers.
Bargaining Power of Supplier (Low)
The suppliers are perceived to be the developers of the application, the

drivers and their cars. The bargaining power of suppliers is low for Grab.
Developers must regularly upgrade the system to fix bugs and enhance
the speed and overall functionality of the application to ensure Grab’s
digital services operate smoothly. Yet this does not equate that
developers have the power to bargain and demand for anything as the
strong branding of Grab give them the benefit to rise in the technological
developer market. Should there be any disagreement between the parties,
Grab can still attract other well-known developers in the global market,
especially with its good reputation.
Grab heavily depends on its main suppliers which is the drivers and cars.
It is noted that Grab cars are owned by the driver partners. However, the
platform clearly controls the availability of jobs. This gives Grab an
incredibly high bargaining power because of the few alternatives for
drivers. Drivers have little power to push back on prices or policies. They
are caught between a powerful platform that controls the availability of
jobs and a price-sensitive rider, who expects low rates and fast pick-up
times.
Bargaining Power of Buyer (Low)
The buyers are perceived to be the people purchasing GrabCar services.

The bargaining power of buyer is low for Grab. With very few options
available in the industry to choose from, customers have little power to
bargain for the fixed fare rate set by Grab.
Threat of Substitutes (Moderate)
The substitutes are perceived to be the companies in direct and indirect

competition with Grab. Direct competitors are companies with the same
business model actively developing substitutes to provide the same
convenience but with lower price to the customers. Indirect competitors
such as other transportation companies are also considered substitutes,
offering slightly different quality and price to the customers.
Grab must ensure to keep up with the technology and the branding of its
company as it requires low costs for customers to shift to other transport
options, passengers can easily change because of the availability of
substitutes, therefore, the threat of substitutes for Grab is moderate.
Intensity of Rivalry Among Competitors (High)
Many players in the ride-hailing service have started to introduce the same
type of booking style through mobile applications, often with price wars
and relatively lower costs for rides. This creates a high level of intensity
between rivalries, as they must compete with each other through pricing
competition and available routes to outperform in the market.
b. Competitive Analysis
Grab U-Hop MiCab HirNa Owto Go Lag Hype
GRABTAXI,
GRABCAR,
GRABCAR (6-
SEATER),
HYPETAXI,
GRABCAR+,
SEDAN, SEDAN, HYPEPOOL,
TYPE OF GRABCAR
SHUTTLE TAXI TAXI OWTOSHA SEDAN HYPESEDAN,
SERVICE PREMIUM,
SERVICE RE HYPEAUV,
GRABSHARE,
HYPE SUV
GRABCARFAMILY,
GRABCAR PET,
GRABCAR
HATCHBACK
₱120.00
BOOKING FEE NONE NONE NONE NONE NONE NONE
(GRABTAXI)
₱40.00
(SEDAN)
₱40.00 (TAXI)
₱70.00 ₱40.00
₱40.00 (SEDAN)
(SUV) (SEDAN)
₱50.00 (PREMIUM
BASE FARE ₱100.00 ₱40.00 ₱40.00 ₱40.00 ₱40.00 ₱70.00 (SUV)
AUV/SUV)
(VAN) ₱100.00
₱30.00
₱3,999.00 (VAN)
(HATCHBACK)
(BUSINESS
PRICING)
₱13.50 (TAXI)
₱15.00 (SEDAN)
PER ₱13.50
₱18.00 (PREMIUM ₱14.75 - ₱13.50
KILOMETER PER ₱12.00 ₱14.00 ₱14.00
AUV/SUV) ₱15.75 PER 300M
CHARGE 300M
₱13.00
(HATCHBACK)
PER MINUTE
₱2.00 ₱2.00 ₱2.00 ₱2.00 ₱2.00 ₱2.00 ₱2.00
CHARGE
SURGE CAP 2X 2X NONE NONE 2X 1.5X 2X
₱50.00
CANCELLATI ₱50.00 (after 5
NONE NONE NONE (after 3 NONE NONE
ON FEE mins./ no show)
mins.)
CEBU, METRO METRO
METRO MANILA, METRO ILOILO, DAVAO, MANILA, MANILA,
METRO
LOCATION MAJOR CITIES IN MANILA, DAVAO, ILIGAN, BULACAN, BULACAN,
MANILA
PH CEBU METRO CDO CAVITE, CAVITE,
MANILA RIZAL RIZAL
Grab
When Grab made its debut in 2012, they did not see a significant growth
in market share as customers were not familiar with ride-hailing services,
until Uber, a major player in the industry, penetrated Southeast Asia (SEA)
in 2014, then people started to use this service. Grab realized the
importance of dominating the market.
From initially collaborating only with local taxi companies, Grab revamp its
business model to create a competitive advantage. Grab discerned the
trends in SEA, which led them to focus on three essential components:
comfort, low price, and time efficiency. To get ahead of the competition,
Grab lowered the cost of production (service). They opted to use family
car (such as Avanza) rather than use fancy cars, as their taxi-hailing
vehicles.
Another strategy is that Grab has set price fares. Traffic in Southeast Asia,
particularly, Philippines is frantic, congested and completely
unpredictable. With fixed fares, a customer is given a peace of mind
knowing that any delays will not increase the price of the ride. Setting
prices also make the services more reliable as Grab drivers wants to get
customers into their destination in the fastest, most efficient way possible
because the price is already established.
With these strategies, Grab’s market share has consistently shown rapid
growth over the years as they were able to offer services that provide
comfort and low price while at the same time able to slip through the
congestion during rush hours.
Presently, the platform is able to introduce more than 10 on-demand ride-

hailing services — including taxis, private cars, car-pooling, shuttle
services, and bike taxis. Customers can swipe into Grab’s mobile-based
application to hire anything that rides on wheels. In fact, Grab is mulling
into the mantra of providing everything in the consumer services sector,
too.
Grab further diversified its services by launching an QR-code based

mobile payments service, GrabPay, in January 2016. The payment
service is already accessible in several Southeast Asian nations. Aside
from accepting payments for Grab rides, GrabPay can also be used for
making in-store purchases, food delivery, and fund transfer.
In the Philippines, Grab was able to secure the position of industry leader.
It currently holds a 93 percent share of the Philippines’ ride-hailing market,
up from 45 percent when Uber was active. It mainly operates in Metro
Manila and is also available in 11 major cities; Cebu, Davao, Pampanga,
Cagayan de Oro, Bacolod, Baguio, Bataan, Naga, Iloilo, Tacloban, and
Subic Bay Freeport Zone.
Grab Fare Matrix in the Philippines
Booking Fee
Taxi ₱120.00
Sedans ₱0
Premium SUVs ₱0
Hatchbacks/Sub-Compact Vehicles ₱0
Base Fare
Taxi ₱40.00 (based on LTFRB)
Sedans ₱40.00
Premium AUVs/SUVs ₱50.00
Hatchbacks/Sub-Compact Vehicles ₱30.00
Meter Charges
Taxi ₱13.50 per km (based on LTFRB)
Sedans ₱15.00 per km
Premium SUVs ₱18.00 per km
Hatchbacks ₱13.00 per km
Per minute travel charge ₱2.00

Two times the fare and distance
Surge Cap
travelled
Cancellation Fee (Five minutes after
₱50.00
getting assigned a driver or no-show)
Direct Competitors in the Market
U-Hop
Among TNCs, U-Hop is the only company that offers shuttle services to
individuals and companies. When it launched in July 2016, U-Hop only
offered shuttle services with a capacity of 7 passengers. It now offers the
same services as Uber and Grab, which is to pre-arrange taxi, private car,
and social carpooling rides. It is operational in Metro Manila, Cebu, and
other major cities. But in February, U-Hop was suspended in Batangas,
with the local government requiring documents necessary for operations.
For companies, they charge a monthly membership of P3,999 for 40
prioritized rides.
Booking Fee ₱0
Base Fare
Sedan ₱40.00
SUVs ₱70.00
Vans ₱100.00
Shuttle Services (monthly) ₱3,999.00
Meter Charges
Per distance travel charge ₱14.75 – 15.75 per km
Surge Cap 2x the charge
MiCab
MiCab is a wordplay for Mobile Internet Cab, with the aim to modernize
taxi operations. With its accreditation, MiCab looks at venturing into the
Metro Manila market while maintaining operations in Cebu, Iloilo, and
Davao. The company supports its operations through MiAds or
advertisements placed inside its taxis.
Booking Fee ₱0
Base Fare Rate ₱40.00
Per distance travel charge ₱13.50 every 300 meters
Vehicle options: Taxi sedans
HirNa
Hirna is a transposed form of the taglish term “Here Na.” This company is
another taxi hailing solution that aims to bridge passengers and taxi
drivers easily. Their services are pretty much similar with the MiCab, but
they just have extra features to enrich the booking and riding experience
of passengers.
The company started in Davao City in 2017 as part of the city’s

transportation master plan. They are fully operating in Davao City. HirNa
is now looking at expanding to Metro Manila, Iligan City in Lanao del Norte,
and Cagayan de Oro in Misamis Oriental.
Booking Fee ₱0
Per distance travel charge ₱13.50 every 300 meters
Vehicle options: Taxi sedans or Taxi AUVs
Other features:
 Hirna also extends their services to people who does not have the
app or a smartphone for that matter. They have a 24/7 hotline service
for bookings to cater to commuters who need their service but are
unable to book it through the app.
 Their app can also connect commuters directly to the hotline of the
LTFRB with just a tap of a button.
Owto
Owto is a TNC from Ipara Technologies and Solutions Incorporated, which

was founded by former Grab and Uber drivers who wanted to make the
ride-hailing platform affordable for commuters and profitable for drivers.
Owto charges the least in terms of commission compared to other
companies (Grab). Instead of the usual 20%, Owto only charges 15% of
the driver’s earning. Their commission scheme spares incentives, too.
Like Uber and Grab, it offers transport network vehicle services for sedans
around Metro Manila, Bulacan, Rizal, and Cavite.
Their passenger related fees are closely similar to the government

approved fare structure for taxi cabs, but with some minor adjustments.
They also implement surges in rates according to the demand, and
cancellation fees.
Booking Fee ₱0
Per distance travel charge ₱12.00 per kilometer
Cancellation (if done after 3
₱50.00
minutes from booking time)
Surge Cap 2x the fare and distance travelled
Vehicle options: Private cars – AUVs and sedans
Other features: Pooling feature
Go Lag
Originally intended to serve the province of Laguna, Go Lag expanded its

intended market to Metro Manila, Cavite, Rizal, and Bulacan. Go Lag has
yet to launch its app, but is currently accepting driver applications. It will
be a ride-hailing platform for sedans.
Booking Fee ₱0
Per distance travel charge ₱14.00 per kilometer
Surge Cap 1.5x
Hype
Hype Transportation Systems Inc. is an all Filipino company that has

developed a transport app primarily to provide pre-arranged transportation
services between the passengers and duly enfranchised TNVS and taxi
drivers and operators and help improve the value and experience to the
riding public. Among the TNCs, Hype Transport Systems focuses on the
security of both drivers and commuters. Though the app is only available
on Google Play Store, for now, Hype will feature an “SOS” button in times
of emergencies. Unlike other ride-hailing services, their fees and fares
will vary depending on the type of vehicle passenger books.
Base Fare
Sedan ₱40.00
SUVs ₱70.00
Vans ₱100.00
Meter Charges
Per distance charge ₱14.00 per kilometer
Surge Cap 2x the estimated cost
Ride-sharing
Base Fare ₱30.00
Surge Cap ₱9.50 per kilometer
Vehicle options: Hype offers different vehicle types for commuters
ranging from taxis and sedans to AUVs and SUVs. It will also offer a ride-
sharing service for sedans.
Other features:
 SMS booking. This allows passengers to get a ride by simply texting
their pick-up location, destination, and preferred HYPE product.
 For added convenience, HYPE allows passengers to change their
destination while on a trip without having to book another ride.
1.7 Internal Analysis
a. SWOT Analysis
INTERNAL ENVIRONMENT
STRENGTHS WEAKNESS
 Well-Recognized Brand.  Heavily Dependent on Technology.
 Diversification of Services.  Security Concerns and Privacy Issues. Grab
 High Standard of Service. Grab hires only records where customer gets the car from and
verified drivers and cars. where they go with it. Grab collects personal data
 Flexible Payment System. Passengers can of Grab customers and drivers.
either pay directly to the driver or use GrabPay  Low Profit Margin for Drivers. The cost of
for cashless payment. operating vehicles is very high but the drivers do
 Dual Rating Systems. It promotes trust and not earn as much.
safety for both drivers and customers.  Drivers’ Attitudes and Behaviors.
 Low Operational Cost. Grab relies on customer- Inappropriate behaviors can make passengers
to-driver interaction. feel unsafe and uncomfortable and this can lead
 User-Friendly Technology. Grab App is easy to to a negative experience for them.
use and understand even for elderly.  Booking Cancellations by Drivers. Drivers can
 Grab App shows estimated charges and also reject unwanted clients.
summary of driver’s details once booking is
successful.
EXTERNAL ENVIRONMENT
OPPORTUNITIES THREATS
 Technological Advancement. With consumers’  Fraud. As new markets and drivers are joining,
reliance on technology, Grab can optimize its fraud and scandals are also increasing. It is
business technology to attract more customers. damaging the brand.
 Grab Drivers using Electric Cars for Cheaper  Cheaper Fare from other Competitors in the
Running Cost. Electric vehicles are cheaper to Market. Competitors do not charge booking fee
run and maintain. It can lessen operating cost for its customers leading to cheaper rates than
and increase driver’s profit margin. Grab.
 New Markets. Grab can tap growing markets in  Economic Conditions Leading to Change in
suburban areas where taxi services are not Consumer Bargaining Power. When the
available. economy is struggling, this can affect consumers’
 New Features for Grab Services. New features capability to purchase a product/service. This can
in Grab Application such as alerting Drivers if a lead customers to find other alternatives.
passenger is a PWD and needs special  Government Regulations Problems with local
assistance, or a panic button whenever a authorities can lead to fines. It can earn a bad PR.
passenger/driver senses danger. Local authority also regulates Grab services in
 Increase Number of Potential Drivers. It can favor of traditional cab companies.
lessen difficulty in booking and reduce Estimated
Time of Arrival, making time more efficient and
can increase revenue.
 Boost Customer Satisfaction. Enhance
customer support by providing other channels to
reach customer service, regularly seeking
customer feedback, speed up response time on
customer concerns. Improve driver behavior
through training.
 Expand Company’s Corporate Social
Responsibility. Partner with nonprofit
organizations focused on saving the environment
and helping the youth.
 Customer Dissatisfaction with Traditional
Cabs. This is due to high prices, long waiting time
or difficulty to call for one.
b. Value Chain Analysis
Value Chain Analysis - Grab Ride-Hailing Services
Payments
Ride Rating & Feedbacks
(cash & in-app payments)
Phone Phone
Grab Grab
Drivers Vehicles with
App GRAB App
with Customers
Internet Internet
Service GrabRewards Points
Figure 2.7. Value Chain Analysis - Grab Ride-Hailing Services
The value chain analysis for Grab’s ride-hailing services poses that the 2
key players are on each sides which are the drivers and customers. The
Grab application provides the platform to link the two key players. Grab
drivers will deliver a service to customers and customers will pay the fare
for drivers in return. Payment for Grab fare are either through cash or in-
app payment. After booking is confirmed and service is completed,
customers will give a rating and feedback to drivers, at the same time,
customers will earn GrabReward points for their account. However,
delivery of service will not be possible if drivers do not have the needed
resources such as their own registered vehicle, a phone with access to
internet, and the Grab application to apply for an account. While
passengers cannot use Grab’s ride-hailing services if they do not have a
phone with internet and Grab application on their phone.
Porter’s Value Chain Analysis
Primary Activities
Primary activities include all the actions that go into the creation of the
business’ offering.
1. Inbound Logistics
Grab mainly utilizes internet-based technology for their digital platform.

Grab Application can be accessed by both the driver and customers
with the use of a smart phone with internet data. Through management
information system, an interconnection between customers and
drivers is created, as based on GPS. Consequently, Grab attracts the
drivers so that they are available for the customer. Moreover, Grab
does not own a fleet of vehicles. It rents the vehicles from drivers.
Drivers are on a contractual basis.
2. Operations
The main service is matching demand and supply in mobility by using

a mobile app. With Grab, its main operations are the computer-
controlled system, which track and monitor the location of drivers and
link them to customers.
Additionally, Grab mainly operates in Metro Manila but is now also

available in 11 major cities around the Philippines. A large number of
Grab’s drivers are strategically located in Metro Manila where demand
is high, especially during rush hour.
3. Outbound Logistics
Through Grab Application, a customer can connect with a driver. A

customer will set the pick-up and drop off point. Once location is
determined by the application, the customer can book a ride. The
customer will also choose the type of GrabCar service and payment
method they want for the purchase of service. The Grab application
will find an available driver nearest to the customer’s pick up point. The
driver can go pick up the customer from its point of location once
booking is successfully accepted. The driver will use Grab’s digital
map as a guide to the drop off point. The main form of outbound
logistics is the arrival of customer at the destination. Consequently, the
customer will complete the transaction by making the payment via
cash or GrabPay.
4. Marketing and Sales
Grab utilizes word of mouth and social media marketing for its
advantage to increase brand awareness. It uses print and media
advertising, events, sales promotions, and public relations as it
strategy for marketing. Grab focuses on continually enhancing their
services to meet customer needs and improve customer satisfaction.
Additionally, Grab has launched loyalty programs such as
GrabRewards and Ka-Grab Rewards Plus to attract and retain more
driver-partners and customers in the service.
5. Services
For Grab’s post-purchase service, once the customer arrived at the

final destination and made the payment, the customer can rate and
give comments about the driver and the ride. Grab has different
channels where customers can relay their concerns and complaints
such as through Grab’s application, social media, hotline, and email.
Grab has also expanded its customer service team to allow easier
access to after-ride services.
Support Activities
Support activities help the primary activities in creating an advantage over

competitors.
1. Firm Infrastructure
Grab’s Business Development & Strategy studies the products,

services and operations and works with Marketing & Communications
on how to utilize growth opportunities and improve the company’s
sales and profits. Grab Relations Division focuses on enhancing
system for customers and drivers’ welfare and satisfaction. The
Technology-related Divisions continue to improve Grab application to
deliver quality service to the market. The Finance Division sets budget
for the company’s strategies and guides managers on which project to
pursue. Grab’s Legal Division continues to coordinate with LTFRB on
regulations that affect Grab’s operations.
2. Human Resource Management
Grab is committed to producing competitive driver-partners to maintain

the high standard of service to the market. Applicants undergo an
extensive procedure. Drivers are all screened and trained by sending
them to a mandatory training and development course, in preparation

for the launch of new service and also provide a consistently high level
of service at all times.
With Grab Driver Academy, drivers are continuously trained to improve

skills and behavior. Grab Code of Conduct stipulates the tasks and
traits of a responsible Grab driver-partner. Grab has also improved its
reward system to enhance driver performance standards.
3. Technology Development
Grab is heavily dependent on technology. The business enhances its

interface for iOS and Android for a cleaner, more intuitive application.
New features of Grab application such as new passenger booking
flow, emergency feature, and other more are also designed to improve
customer satisfaction and driver efficiency. Moreover, Grab partnered
with Google to utilize Google Maps as its digital map in the platform.
4. Procurement
Procurement refers to how an organization obtains the resources

needed to operate. For Grab, one of their ‘suppliers’ are their fleet of
driver partners. Human resources, together with the Marketing team,
launch activities to communicate that Grab finds, recruits, hires, trains
and retains potential drivers to work as their partners.
Grab acquires some its technological resources from its partner-

technology developer to lower cost and provide reasonable price to
customers.
STRATEGIC FORMULATION
2.1 Corporate Level Strategy
Grab Holdings Inc. strives to pursue its new stage of growth as the leading
everyday super app in the Philippines. The key element of Grab’s corporate-
level strategy will primarily focus on expansion. Pursuing growth strategies
will help the company strengthen its position as industry leader, increase its
profits and ensure long-term survival.
To achieve business growth, Grab will utilize three (3) intensive strategies:
MARKET PENETRATION:
Better Loyalty Programs
The business’s goal is to grow and retain its customer base, which comprise
of the drivers and users. By improving Grab’s loyalty programs and other
incentive schemes, it can attract more customers and help develop brand
loyalty.
Active Participation in Campaigns and Big Events
To maintain market communications, Grab will participate on city events,

other brands’ events, and strike strategic partnerships with organizers. Grab
will also launch its own campaigns such as celebrate driver associations by
rewarding highly rated drivers, or celebrate ride anniversaries.
Pricing
The business aims to offer a better pricing scheme for its customers. Grab
will reduce the percentage of commission it takes from the Grab drivers. For
customers, Grab will offer more discounts, vouchers, better fare rates during
peak hours and even monthly plans for regular travelers.
MARKET DEVELOPMENT:
Grab seeks to increase market share by offering its existing products and
services in new markets. The business will expand its operations in areas
outside Metro Manila to secure a larger market and increase its profit.
PRODUCT DEVELOPMENT:
GrabShuttle Services
Grab will partner with schools/universities to provide shuttle services for its
students and employees. Like GrabShare, it is also a carpooling service
where group of students and/ employees share the car going in the same
direction at a reduced cost.
Upgraded Grab Application
Grab will allocate a large part of its resources to enhance the business
technology. The company’s strategy is to drive digital innovation to boost
Grab Application as the primary platform for smooth mobility of commuters. It
will adapt new technologies to help eliminate system downtime and other
technical glitches. Grab will launch an application with a new interface design
and has more features that caters to customer needs.
2.2 Business Level Strategy
The business-level strategy of Grab Holdings Inc. primarily centers on

integrated low cost / differentiation. Grab will simultaneously focus on two
drivers of competitive advantage: cost and differentiation. With this hybrid
strategy of putting value in the product and price, Grab can incorporate new
technologies and attract more customers (user and drivers), accordingly,
supporting one of the company’s main goals which is to secure its position as
industry leader.
CUSTOMER RELATIONS:
Grab will continue to support the lives and livelihoods of its partners and
clients by expanding its network of community. It will also target at addressing
issues and challenges that drivers and customers are currently facing.
Drivers
To create more opportunities, Grab will coordinate with LTFRB to open

additional slots for TNVS drivers to meet demand in active cities and provide
supply in areas Grab’s operations will expand to. The business will work with
car companies for a rent-a-car program or easier registration of vehicle
ownership to those who want to apply for Grab but do not own a car. To help
drivers earn more, Grab will lower its commission rate from 20% to 18%. The
business will also seek partnership with companies that manufacture fuel-
efficient cars and electric vehicles. The use of electric vehicles can reduce
the daily operating cost of drivers, thus, improving their profit margin.
To maintain quality service in the market, Grab can facilitate more face-to-
face training programs to improve driver behavior and skills. Trainings can be
conducted every three months with an evaluation of driver’s recent
performance.
Users
Grab will strategically place many of its drivers in areas that have a high
demand especially during peak hours. By expanding its network of driver-
partners, Grab can meet the increasing demand for its ride-hailing services,
consequently, reducing difficulty in booking a ride, lessen waiting time and
avoid surge pricing for customers. Moreover, Grab will invest in Customer
Support Centers to speed up response time in customer complaints and
concerns.
The company will launch activities that involve both the driver and passenger.
For example, a driver can hand over or send through his Grab app account a
gift certificate, voucher or a small token (as supplied by Grab’s partner
companies) to his third passenger of the day as a thank you for using Grab
services. This can help stimulate a positive relationship between the driver
and customer
To attract more customers in the market, Grab will utilize pricing strategies;
Go-To-Market Strategy (Market Entry)
To cater to specific market demand, Grab can utilize a focused approach in

its product offering. Grab can offer cheaper fare rates in other areas outside
Metro Manila. Grab needs to observe and determine the distinct socio-cultural
needs in different markets and target local needs while ensuring global
service quality.
Subscription-Based Pricing Strategy
Grab will offer fixed price plans for regular travelers. People with a frequent
transport needs across 2-3 routes can be brought to the system with a
monthly fixed price. This increases loyal customers and word-of-mouth
promotion.
Priority Pricing and Cross-Subsidization
The price rises when the demand is above the supply. Grab can exploit
consumer’s inherent need for cheaper rides by offering discounts. Although
this can initially reduce the company’s profit margin in times of low demand,
it can maintain the driver’s profit at same levels. As more and more people
enjoy discount rides, the economics kick in with more people using these
discounted services, increasing the overall demand for Grab rides and
reducing the discount offering.
In times of heavy demand, customers are faced with a dilemma of no

availability of low-cost GrabCar (Sedan) while the higher cost services such
as GrabCar (6-seater)/GrabCar+ are available. In considering the price
difference in GrabCar services, customers prefer to take alternate options
rather than preferring the available GrabCar services. Grab can follow a
customer-first over profit-making approach in such circumstances by
following the concept of cross-subsidization. During low and normal demand,
Grab can have price differentiation between GrabCar (Sedan) and GrabCar
(6-seater) and GrabCar+ to target different customer segments and different
profit margins. During heavy demand over available supply, GrabCar (6-
seater)/GrabCar+ can be offered at a lower rate than usual. This will help
more customers avail GrabCar services and also help more drivers serve
more customers. Additionally, Grab can still gain by increasing more rides at
a lower profit margin than completely losing out on these customers.
PLATFORM AND TECHNOLOGY DEVELOPMENT:
Grab will expand its funds for R&D to study emerging trends and latest
technological developments. It will allocate a budget to invest in new
technologies. The company will collaborate with technology developers to
improve its digital services and lessen the occurrence of technical issues.
Grab will work with Google and other Map API (application programming
interface) providers to enhance its GPS Navigation System for a more
accurate pick-up and drop off points and locate more alternative routes.
Technological advancement in mapping services can limit driver fuel and time
costs.
Fundamentally, Grab will debut a new version of Grab Application which

promotes accuracy, and a user-friendly technology that can meet consumer
needs. Some features that Grab can incorporate in its platform:
 Special features for PWDs and Senior Citizens

 Detailed Pick-up Points: In booking a ride, after a passenger types in the
location, Grab app can provide a list of possible pick-up points and can
show them on the map right away. This is ideal if pick up points are in a
mall or any other place with several possible pick-up points.
 Detailed Driver Profile: Grab app can display a bit more details about the
driver like showing comments that other riders left for the driver or
‘personal’ recommendation from previous passengers.
SAFETY AND SECURITY:
Grab aims to strengthen its relations with its driver partners and customer by
building trust and confidence in Grab’s services. Grab will build up its safety
and security initiatives to protect drivers and customers.
Panic Button with Selfie Recorder
Grab application currently features an ‘Emergency SOS’ button where

users/drivers can have the option to call to the police and/or notify their
emergency contacts. However, the company can further enhance its safety
and security measures by implementing a ‘Panic’ button that immediately
streams selfie video to either a private security firm or the police. It will also
immediately alert Grab’s system to conduct quicker response. This might
serve as a deterrent for the criminal. He’s immediately made aware that the
police know what he looks like and it gives the driver a ‘weapon’ to wield.
Blacklisted Areas
Grab can disable auto-accept after hours or from requests in ‘blacklisted

areas’. It might give the drivers a chance to evaluate the situation for
themselves. Substantially increasing fares and limiting it to card payments
only for journeys to/from blacklisted areas may also make things safer.
Mandatory Installation of In-Car Cameras
Grab should mandate the installation of in-car cameras in registered

GrabCars so its system has access to live audio and video feed during a
driver and rider’s transit.
INTERNAL GROWTH:
Grab can optimize internal efficiency by creating a cross-functional team to

focus on developing the company’s SBUs.
2.3 Functional Level Strategy
Divisions Functional Strategy Proposal

 Research on potential companies Grab can collaborate with to diversify
Business its services and increase brand awareness.
Development &
 Look and meet with car companies manufacturing fuel-efficient cars
Strategy
and electric vehicles to create opportunities for driver-partners.
 Conduct study about potential areas Grab can penetrate, and which
could be the most profitable.
 Think of ways to increase brand awareness in areas Grab services
haven’t entered yet by incorporating their culture.
 Develop marketing strategies to promote Grab’s enhanced services to
Marketing & the market.
Communications
 Detect and react to evolving market trends.
 Utilize social media platforms to actively connect with the market.
 Produce incentives that will attract and retain more drivers for Grab.
 Launch creative advertisements such as, short films and eye-catchy
web design to caught the attention of public.
 Hire drivers living in areas that have limited Grab services.

 Facilitate regular trainings and seminars on proper etiquette, behavior
and professionalism for drivers.
 Segregate drivers who qualifies for Grab’s new services.
 Partner with third party companies to train drivers in operating electric
Customer Relations vehicles.
Division  Give higher incentives whenever reaching a certain quota to drivers
(User & Driver) who have stayed with Grab for a period of time.
 Speed up response times on customer queries, complaints, and
concerns.
 Establish avenues where customers can easily get in touch.
 Provide reports of customer concerns and suggestions to improve
Grab services.
 Work with Marketing Division to release a prestige e-card where

customers can avail points per transaction and convert it into
appliances, school supplies, and discount when purchasing in an
Operations & Sales online selling platform.
Division  Monitor day-to-day activities to ensure success of strategy goals.

 Set target quotas for drivers and passengers to reach new incentive
schemes.
 Work with Customer Relations Division to train and enroll Grab drivers
in several programs to increase competitiveness and professionalism.
 Provide or create new ideas on how to further optimize Grab

Application for both drivers and customers.
Engineering
 Revamp the Grab App system to reduce lag or system crash.
 Enhance interface design of Grab Application.
 Fully monitor installed in-car cameras inside vehicles to manage

unexpected uncertainties.
IT Services  Update the GPS by adding night mode feature in the map to reduce
eye fatigue to the drivers.
 Make the application much easier to navigate
 Tighten up security infrastructure to protect against cyber-attacks and

data breaches.
Security & Trust
 Regularly update security measures to protect collected personal
Division
information of Grab partners and clients and other confidential data of
the company.
 Conduct research on how to fully optimize technology for Grab
Data Science & services.
Analytics Division  Work with other divisions to gather feedback from drivers and
customers then use data to improve services.
 Research on additional features and services that can add value to

customer experience.
Product & Design
 Design products/services that blend with customer demands and
Division
production capabilities.
 Test the feasibility of concepts before launching services in the market.
 Support cross-functional teamwork.

Human Resource
 Lessen hiring and training expense by minimizing employee turnover.
Division
 Provide extensive training to decrease employee error.
 Prepare forecasts on how much will be the revenues of Grab in the

areas it plans to enter.
 Coordinate with the Marketing team on the budget set for Grab’s
promotions and advertisements.
Finance Division
 Assist team managers by providing information crucial in making key
strategic decisions such as the feasibility of a project, which project or
market to pursue, or which strategy is forecasted to be most profitable
 Allocate budget for new incentive programs of Grab drivers.
 Coordinate with government authorities on implemented regulations

for Grab services.
Legal Division  Construct contracts and agreements with Grab Partners.

 Check for legal status, potential issues, risks and contracting needs for
Grab’s services.
STRATEGIC IMPLEMENTATION
3.1 Strategy Map
Grab Holdings, Inc. - Strategy Map
3.2 Operational Plans
PRIORITY AREA: Changing Trends and Emerging Competitors in the Market

GOAL: To strengthen position as industry leader
PERFORMANCE MEASURES
Short Term Indicators Frequency
By having Grab service in 2-3 new places that Grab hasn’t operated yet in just a span
Annual
of 1 year.
Long Term Indicators Frequency
Grab from 93% ride hailing market share in the Philippines to 95% in a span of 3 years. Annual
OBJECTIVE #1:
Keep up with the emerging trends and identify potential areas Grab can enter to be able to supply the needs
of the people and make their lives easier.
Target Resources Lead Person Anticipated Product /
Activity
Date Required /Organization Result
- Regularly update and 12/10/20 - Technology - Marketing & - Grab will be able to
study emerging trends - Staff time Communications address and deliver the
through research and - People / - Engineering needs of the people,
survey to the people. Respondents - Finance Division which can attract more
- Survey customers for Grab and
- Funds emerging competitors
- Travel will have a harder time
- Social Media in acquiring market
share.
- Every four months 04/10/21 - Technology - Marketing & - There will be new Grab
there will be a meeting - Staff Time Communications services that will help
to brainstorm about the - Results of - Operation & people’s lives become
collected research on compiled Sales Division easier and satisfied
future trends and how surveys - Data Science & through Grab.
to adapt it. - Results of Analytics
Data - Product & Design
compiled Division
- Conduct a research on 2/12/22 - Technology - Marketing & - The life of the people in
potential areas where - Internet Communications other places without
there is a need for - Staff time - Engineering Grab before will now be
Grab. - People / - Finance Division easier. With Grab,
Respondents - Legal Division transportation will be
- Survey convenient, comfortable
- Funds and hassle-free.
- Travel
PRIORITY AREA: Technical Issues and Revamping the Business Technology

GOAL: To enhance digital services that would fit customer needs
By having a few new features of digital service and all recurring problems and
Annual
concerns are fixed in a span of 1 year.
By relaunching a new version of Grab Application that is more updated and has a lot
of new features that will address the needs, suggestions and feedbacks of the people, Annual
with very minimal or no glitches on the app in a span of 3 years.
OBJECTIVE#1:
Upgrade business technology and address the needs of the customer
Target Resources Lead Person / Anticipated Product /
Activity
Date Required Organization Result
- Make a research about 05/15/22 - Staff time - Engineering - There will be new high
the latest technology - Technology - Data Science & tech services in Grab
- Incorporate the latest Analytics and more people will be
technology - Product & Design satisfied with the
developments in Grab Division services. Technical
services. - IT service issues will have quick
- Finance Division action and easier to fix
because of the latest
technology.
- Closely monitor 07/04/22 - Staff time - Engineering - There will be less

recurring technical - Technology - Security & Trust problems in Grab
issues and provide - Funding Division Application. People will
reports with possible - Data Science & be satisfied of Grab’s
plan of action in two Analytic service since their
months. problem was fix
immediately and they
may become loyal
customers.
- Gather customer 12/02/22 - Technology - Customer - Grab will be able to
feedback (concerns - Social media Relations deliver and improve its
and suggestions) - Staff time Division digital services and can
every month on Grab’s - Customer - Data Science & cater the needs of the
digital services. Feedbacks Analytic Division people through updated,
convenient and non-
hassle transactions.
PRIORITY AREA: Earning More Profit

GOAL: To increase revenue
There is an increase in sales by 20% in 6 months because of the improved Grab
Annual
services.
There will be no longer shortage of drivers and Grab can serve more places in the
Philippines, at least 20 new locations in a span of 4-5 years. Sales will increase from Annual
20% to 50%.
OBJECTIVE#1:
Increase geographical coverage by entering new areas.
Activity
- Promotions through 1/15/23 - Staff time - Marketing & - People will be aware of
social media - Technology Communications the services that Grab
advertisement, - Social media - Operation & offers and will eventually
installation of Grab - Funding Sales Division try using it in their
booths and television - Product & Design transportation. Sales will
commercials about Division increase in new areas.
discounts and - Finance Division
vouchers for Grab
services for a short
period of time in new
areas, then eventually
put the price back to
normal. It is just for
people to be able to try
the Grab services.
- Grab will participate on 5/20/23 - Staff time - Business - Grab will increase its
city events, other - Funding Development & brand recognition
brands’ events, and - Social media Strategy especially to its new
strike strategic - Marketing & target areas. People will
partnerships with Communications appreciate Grab’s
organizers. Grab will - Customer celebrations and they
also launch its own Relations & will see how Grab values
campaigns such as Division their customers and
celebrate driver - Legal Division drivers which will
associations by encourage them to
rewarding highly rated always use Grab.
drivers, or celebrate Eventually, Grab’s profit
ride anniversaries. will increase, therefore,
business will grow.
PRIORITY AREA: High Rate of Driver Deactivation (shortage of drivers)

GOAL: To increase drivers in the system
There are at least 30,000 new drivers in a span of 1-2 years Annual
There will be less deactivation of drivers since they are satisfied with the service in a
Annual
span of 3-4 years.
OBJECTIVE#1:
Reduce driver deactivation and enhance incentive system
Activity
- Grab will coordinate 01/05/22 - Technology - Customer - There will be many
with LTFRB to open - Social Relations Division Grab cars and people
additional slots of at Media - Operations & Sales will not have a hard
least 25,000 for TNVS - Travel Division time to take
drivers to meet - Staff time transportation. A
demand in active cities solution to the price
and another 5,000 to surging because of
provide supply in areas limited drivers.
Grab’s operations will
expand to.
- Grab will partner with 04/10/22 - Staff time - Business - Those unemployed will
car companies for a - Travel Development & have jobs since anyone,
rent-a program or - Funding Strategy as long as they meet
easier registration of - Finance Division the requirements, can
vehicle ownership to - Legal Division be a Grab driver even
those who want to without having their own
apply for Grab but do car. It will increase Grab
not own a car. drivers. This can help
the economy.
- Grab will lower its 6/12/22 - Staff time - Marketing & - Grab will strengthen its
commission rate from - Funding Communications relationship with its
20% to 18% for new - Customer driver-partners. There
drivers. Relations Division will be more Grab
- Grab will provide more - Operating & Sales drivers in the system as
incentives and lessen Division driver retention will
commission rates for - Finance Division improve. They are
Grab drivers enjoying motivated to reach the
a tier status. Drivers quota and are happy to
can receive discount work with Grab and
vouchers from Partner- serve the customers.
Food Merchants. Grab drivers will also
earn more.
PRIORITY AREA: Satisfaction of Grab Customers

GOAL: To boost customer satisfaction
Less bad feedbacks about Grab services like recurring problems are already fixed in
Annual
just a span of 1 year.
There is an increase of people using the Grab app and even its services, the number
Annual
of people are doubled or tripled in a span of 4-5 years.
OBJECTIVE#1:
Strengthen customer relations and increase safety for driver and customer.
Activity
- Speed up response 2/22/21 - Staff time - Customer - Customers will be
time on customer - Technology Relations Division satisfied with Grab’s
concerns and - Engineering service and will become
complaints. loyal customers.
Feedbacks of - Data Science & Through word of mouth

the people Analytics Division and positive reviews,
Product& Design many people will want to
Division try Grab.
- There will be new 12/15/21 - Staff time - Customer - There will be a positive
rewards and incentives - Funding Relations Division relationship and the
for Grab customers - Partner - Operation & Sales feeling of happiness
like a driver can send Merchants Division and satisfaction
over, using his Grab (restaurant, - Product & Design between the driver and
app account, a gift service or Division customer. Grab will
certificate, voucher or vouchers) or - Finance Division also have positive
a small token (as plus points. image.
supplied by Grab’s - Technology
partner companies) for
using Grab services.
- More face-to-face 3/20/22 - Technology - IT Services - The customer/driver
training programs will - Staff time - Security & Trust will feel safe using
be facilitated for Grab Division Grab services
drivers to improve their - Data Science & - Increased security
skills and behavior. Analytics Division measures are
- There will be a ‘Panic’ - Legal Division especially helpful when
button that travelling in unfamiliar
immediately streams areas or during late
selfie video to either a night or early morning.
private security firm or
the police. It will
immediately alert
Grab’s system to
conduct quicker
response.
3.3 Management, Systems and Practices
Management (Coordination of employees within the organization)
There will be a cross functional team where key individuals from each
department will work together for the development of Grab. Marketing &
Communications will think of ways to increase the brand awareness and also
detect and react to evolving market trends. Engineering will create new ideas
on how to further optimize Grab Application, monitor and fix issues to reduce
lag or system crash. The Finance division will analyze available funds for the
new incentive program of Grab drivers, promotions and advertisements and
produce forecasts on how much revenue Grab can get on target areas it plans
to enter. While the Legal Division will coordinate with the authorities on the
implementation of new services. Check and file necessary documents, study
potential risks and submit all requirements needed in penetrating new areas.
Business Development & Strategy will look for companies Grab can partner
with to implement its Rent-a-Car program for their drivers. Customer
Relations Division will gather feedbacks, suggestions and complaints from
Grab customers. Operations & Sales Division will monitor day to day activities
to ensure success of strategy goals. IT services will make the application
much easier to navigate. Security & Trust Division will ensure that the Grab
app is safe to use to ensure privacy and prevent data of the customer and
driver from leaking. They will also monitor the safety of the drivers and
passengers through the application’s new safety features. Data Science &
Analytics Division will check on how to fully optimize technology for Grab
services and work with other divisions about the on people’s feedback and
how to improve the service. Product & Design Division will study what
additional features and services to put, to maximize the customer experience.
Human Resource Division will train employees to further develop their skills.
It will help employee retention because there is room for growth and
employees are more satisfied with their jobs. Top management will monitor
and check if goals are reached by every department and strategies are
effectively implemented.
Systems (New standards, guidelines, policies, procedure)
Grab will partner with car companies for a rent-a-car program. With this, more
applicants can qualify as a Grab driver as long as they can pass all other
requirements needed.
Grab will lower its commission rate from 20% to 18% for regular Grab drivers
as long as they maintain 70% completion level. On Ka-Grab Rewards Plus,
drivers on a Silver status will enjoy a lesser commission rate from 19% to
17% when they reach a target of 5 rides per day with 73% completion rate
and a 4.5-star rating; while Gold members will enjoy a lesser commission rate
from 17% to 15% when drivers have targeted 9 rides per day with 78%
completion rate and a 4.6-star rating; and Platinum members will enjoy a
lesser commission rate from 14% to 12% when they accomplish at least 14
rides per day, 80% completion rate with a 4.7-star rating. All target quotas
and tier status will be based on driver performance every three months. Aside
from Grab’s current benefits, there will be more incentives per levels (silver,
gold and platinum) such as grocery vouchers worth of Php 500 - 1,500.
Drivers will also receive discount vouchers from Partner-Food Merchants
worth of Php 500 – 1,500 whenever they reach their tier quotas. The higher
the level, the higher the worth or number of vouchers given.
To stimulate a positive relationship, the driver can send, using his Grab app
account, a gift certificate, voucher or a small token (as supplied by Grab’s
partner companies) to some of his passengers as a thank you for using Grab
services. More and frequent face-to-face trainings for Grab drivers will also
be facilitated to improve their skills and behavior. This can help create a
positive image for Grab as well.
For loyal customers who are traveling almost every day with the same
destination with 2-3 routes, they can be brought in to the system with a
monthly fixed price. Grab will follow a customer-first over profit-making
approach through the concept of cross-subsidization. During heavy demand,
GrabCar (6-seater)/GrabCar+ will be offered at a lower price than usual. This
will help more customers avail GrabCar services and also help more drivers
serve more customers.
Practices (Implementation of formulated strategies)
The practices that Grab will do is to always go back to its vision, mission,
objectives and goals. It will always remind the employees and even drivers
the purpose of the company, of why it is existing. The company can be at the
right track in all plans, decisions, and actions made. A monthly meeting will
be facilitated to update and keep everyone in the loop about what is going on
and the progress the implemented strategies are making. It will also avoid
overlooking information that might cause harm to the organization’s goals.
Coordination is very essential. Different divisions must consistently
communicate with each other to clarify what the goals are and what needs to
do to achieve them. Every department will be working with each other
depending on the task assigned to them. Any changes in plans must be
reported immediately. All suggestions and creative ideas will be entertained
during meetings. Overall, the top management will look if they have progress
and ensure that everything is on the right track.
STRATEGIC EVALUATION
4.1 Performance Measure and Indicators
STRATEGIC KEY PERFORMANCE PERFORMANCE MEASUREMENT

OBJECTIVES INDICATORS TARGET ACTUAL RATING INTERPRETATION
% Net profit 45%
Profit growth
FINANCIAL
% Sales 20%
Grow customer
% Market share 95%
base
% Positive Customer
60%
Boost customer Review Ratings
CUSTOMER
satisfaction % Customer
10%
Complaints
Increase customer % Transaction Count
10%
profitability Growth
Better product
% Net promoter score 75%
offerings
INTERNAL PROCESS
Improve internal % Internal Audit

65%
operations Passing Rate
Attract customers
% Customer Acquisition 40%
in new markets
Expand network of % Driver Acquisition 57%
drivers % Driver Deactivation 10%
% Employee Passing
LEARNING & GROWTH
60%
Rate in Training
Produce a skilled % Employee
35%
workforce Promotions
% Employee Retention 40%
In reference to the balanced scorecard above, our target market share is

95%. It is noted that the actual market share of Grab is already 93%. To
strengthen its position as industry leader and further increase market share,
Grab will address the issues and challenges it is currently facing. As stated
in our strategy plans found in the corporate and business level strategy part
of this paper, Grab will improve its services by fixing the technical issues of
the application, increasing drivers in the system to avoid surge pricing,
lessening commission rate to improve driver’s profit margin, etc. Grab will
also expand its services in new areas outside Metro Manila, build its customer
loyalty programs, invest in innovations and provide new services to the
market. With these strategy plans, we have estimated that in a span of 1-3
years, there will be a 2 percent increase in the market share, leading to our
target of 95% market share for Grab.
4.2 Risk Assessment
Market Penetration Strategy – Poor Profits & Lack of Results
When Grab enters a new market, it will lower its fare to try to outmatch the
competitors in the area. However, extremely low price can lead to low profits,
considering the business is already facing issues in its existing markets where
drivers are suffering from low profit margin.
Market penetration strategy has little or no effect in some cases especially if

a competitor has already created a strong relationship with the customers in
certain areas outside Metro Manila.
Market Development Strategy – Large Funds Needed
When developing a new market, it can put pressure in the management. To

execute the strategy, Grab will need to increase its size, employees and the
production to serve better to the new as well as existing customers. The
strategy will require a significant amount of capital investment to establish the
brand in the new market. Grab will need to allocate its resources in market
research and advertising as well. The business will also have to source more
potential drivers in new areas.
Product Development Strategy – Inconsistency in Grab Application
Grab will invest in new technologies to solve technical issues in its digital
services. However, if the technical team fails to regularly monitor it, the
application may face the risks of more system downtime and possibly, new
potential issues. Inconsistency in Grab Application can lead to frustrations to
more customers and can damage the brand’s reputation.
Integrated Low Cost / Differentiation Strategy – Failure to Execute Both

Strategies Effectively
Integrated strategies can lead Grab to be stuck in the middle. It can be

challenging to reduce costs at the same time as increasing differentiation.
Grab may face the risk of failing to implement either the differentiation or the
cost leader strategy effectively. The elements of differentiation may get in the
way of Grab’s low-cost strategy. On the other hand, in its efforts to achieve
low-costs for customers, the strategy can harm some of the aspects of
differentiation for Grab services. This results in poor performance for the
business.
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THE PHILIPPINE WOMEN’S UNIVERSITY

Grab Holdings, Inc.

A Strategic Management Plan Paper

Prof. Michael Bhobet Baluyot

Professor, Strategic Management

Borres, Camille / BSBA Marketing – 3rd Yr.

Martinez, Ma. Antonette B. / BS Entrepreneurship – 3rd Yr.

Tan, Micah Faith/ BSBA Marketing – 3rd Yr.

Yuming, Jiang / BSBA Marketing – 3rd Yr.

1st Trimester, SY 2020 - 2021

Michael Bhobet B. Baluyot for giving us the opportunity to do our strategic

strategic management plan paper. His intelligence, motivation and being

compassionate to his work have deeply inspired us.

the hardship to complete our study.

application for serving as a reference.

THE EXECUTIVE SUMMARY

1.1 Background of Grab Holdings, Inc.

Brief History of Grab Holdings, Inc.

GRAB, a taxi-booking mobile app that consists of transportation, food

1|Grab Holdings, Inc.

My Teksi started with a US dollar of 25,000 from Harvard Business School

During 2014, the headquarters of Grab moved from Malaysia to Singapore.

When GrabTaxi expanded to the Philippines in 2013, Brian Cu, former

2|Grab Holdings, Inc.

Grab Holdings, Inc., formerly known as MyTeksi and GrabTaxi, is a

When Grab expanded to Manila, Philippines, one of its first international

In 2018, after the successful acquisition of Uber SEA’s operations, Grab

3|Grab Holdings, Inc.

It is currently operating in 8 countries across the region such as Malaysia,

1.3 Vision – Mission

Vision-Mission of Grab Holdings, Inc.

 Providing the safest transport platform

 Making transportation accessible to all

4|Grab Holdings, Inc.

1.4 Goals and Objectives

Goals & Objectives of Grab Holdings, Inc.

 Upgrade business technology by incorporating latest technology

 Increase geographical coverage by entering new areas in 12

5|Grab Holdings, Inc.

1.5 Overview of Grab Holdings, Inc. in the Philippines

Grab Philippines Geographical Coverage

Grab Philippines mainly operates in Metro Manila. It is also presently

Grab has a 93 percent share of the Philippines’ ride-hailing market, up from

Customer Segments (by needs)

Grab Commission Rate

6|Grab Holdings, Inc.

Transport Services – Taxi

Transport Services – Car

 GrabCar (Sedan) - most affordable GrabCar service. For a maximum of

Transport Services – Premium

 GrabCar Premium - luxury cars for business needs or a special

7|Grab Holdings, Inc.

- Driver Appearance: tidy and presentable, collared shirt/top, smart

Transport Services – Share

 GrabShare - a carpooling service, sharing of car more than one person

8|Grab Holdings, Inc.

 GrabBayanihan Shuttle - special transport service made for healthcare

Grab Fintech Services

Grab Loyalty Programs

 GrabRewards – customers receive rewards by earning points through

9|Grab Holdings, Inc.

 Ka-Grab Rewards Plus - rewards program for GrabCar drivers.

Rewards include fare rebates, lower effective commission rate,