Grab Growth

Strategy
Platform Economy
Business Models
 Platform Economy
What
A business model that creates value
by facilitating transactions between
buyers and sellers in an ecosystem,
with the aim of capturing part of that
value.
How
Operating digital and physical
ecosystems that aggregate
buyers & sellers.
Why
Assets light, almost zero marginal
costs, network effects.
Problem
Platform Leakage: End users and
suppliers may decide to circumvent
the platform and its payment system,
and make their own arrangements
separately.
Listing Fee Model
2-Sided Commission Fee Model
Subscription Fee Model

Searches for skill, location, service

e e
F
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ea
/ Y
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Current Subscription Meal Delivery
Space in Kuwait
Heavily saturated, with many different options ranging from low to medium to high.

Many specialized players in the field:

Chef Paul - Paleo
LUVF - Vegan
Wolf Nutrition - Keto

Many balanced players in the field:

Basic
Numou

Established healthy restaurants are entering the space:

The Daily Beet - by The Local Beet
 Where Grab can penetrate the meal
subscription space

Grab does not make its own
meals, it curates meals and
snacks from restaurants.
This is Grab’s USP and what
makes it a platform.
Ideally, should Grab enter the
subscription space; it would
look a little bit different than
your daily meals delivered.
It would either be a weekly
subscription in which the
subscriber pays a fixed weekly
amount for X amount of meals
as opposed to for the whole
day.
Gold Belly

Long range USA-based delivery of restaurants.

If I’m in Los Angeles, I can order from a restaurant

in New York and vice versa.

Most of these meals are frozen and heated.

They also launched a monthly subscription -

categorically based, where the customer gets a
box of meals from a certain city of their choice,
on a monthly basis.
Summerlong Supper Club

COVID Response initiative launched in New

York to save the restaurant industry and gained
traction since then.

$55/week for one dinner a week from one of

New York’s best restaurants.

Total of $440.

They have a roster of 16, the subscription is for 8

weeks.

They choose the restaurants for the customers.

Nutrifix

Launched as an app that combined high-street restaurant menus with

tailored nutritional advice.

Displayed detailed nutritional information from over 100 restaurants with all
budgets and diets covered.

Partnered with Deliveroo to order meals directly from the app.

Seems to have repositioned itself post-COVID.

Still consolidates and partners with restaurants.

Targets workplace subscriptions by having employers sign-up to meal
delivery with full transparency and information for their employees.

Employers set the subsidy and payment they are willing to cover, and the
rest is covered by the employee.

Employees build their own profile to get a customised meal schedule

tailored to their needs.
Potentials for Grab’s Expansion
1. Launch your own product line to be featured 2. Launch a meal subscription service that is not
on the platform or a sub-brand. geared towards a full meal-plan, but more
so towards X amount of meals per week.
Mr. Porter is a platform for luxury men’s apparel.
In 2019 they launched their own line Ie. Faisal always orders delivery for dinner from
of classic menswear: Mr. P. either Healthy Feast, Roots, or The Bowl for lunch.
Approved Market launched He would have a weekly subscription
their own line of healthy frozen with Grab that is purely a dinner meal.
foods, snacks, and pantry
goods - The Approved Life.
3. Launch an exclusive Grab only product line with your partners on your platform to mitigate platform circumvention.

4. Launch a subscription service specifically geared towards employers

providing that benefit to their employees (nutrifix model).

5. Avoid brick and mortar.

Your vending machines are your brick and mortar and that is the beauty of the brand.
Brick and mortar has a high upfront cost and will upend your entire
brand strategy; you will essentially become a “healthy” Trolley.
Project Team
Lulwa M. AlAjeel
Brand Strategist & Managing Partner
Email: lulwa@thestairwaycollective.com
Contact: +965 96669090

Faisal AlOthman
Creative Director & Managing Partner
Email: faisal@thestairwaycollective.com
Contact: +965 99995082