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San Beda College

Alabang
In partial fulfillment of requirement for

Marketing Management (GSMBA108)

Submitted By:
Etis, Eleonor C.

Panaguiton, Maria Exequiel S.J.

Quinto, Mariz D.

San Juan, Ethel R.

Section: MBA – 1A

Submitted To: Prof. Kathleen Catral

Date Submitted: 25 May 2020

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TABLE OF CONTENTS

Page Number

I. EXECUTIVE SUMMARY 1

II. CURRENT MARKET SITUATION 2

A. Market Overview 2

i. Market Demographics and needs

ii. Market trends and target market growth

B. SWOT Analysis 4

i. Strength

ii. Weaknesses

iii. Opportunities

iv. Strength

C. Competitive and industry analysis 6

D. Product/Service Overview 8

E. Keys to success and critical issues 11

III. ENVIRONMENTAL ANALYSIS 13

A. Macro environmental factors 13

B. Micro environment factors 14

C. Competitive Strategy 15
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IV. MARKETING STRATEGY 16

A. Mission/Vision 16

B. Marketing Objective 16

C. Financial Objective 17

D. Positioning 18

V. MARKETING MIX 19

A. Product/Service 20

B. Pricing 24

C. Promotion 25

D. Channel 30

E. Service 32

F. Internal Marketing 33

VI. MARKETING RESEARCH 35

VII. FINANCIALS 44

A. Sales and Revenue Forecast 44

B. Marketing Expenses budget 47

C. Breakeven Analysis 48

D. Profit and loss analysis 49

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VIII. CONTROLS 50

A. Implementation 50

B. Marketing Organization 51

C. Contingency Planning 52

IX. BIBLIOGRAPHY 55
 I. EXECUTIVE SUMMARY

Grab is one of the leading super app in Southeast Asia, celebrated its eigth-year
milestone in the region, and its seventh year in the Philippines with significant
achievements over its various services. From its transport roots, Grab, over the
span of years, has effectively and efficiently created a very useful and convenient
app platform that serves the everyday needs of the Filipinos such as transport,
parcel services, food delivery, mobile payments and more. Today, 1 out of 6
Filipinos has installed the Grab app, a reflection of its ubiquity in a country that
demands greater convenience for the most common yet often overlooked
everyday service.

However, the Philippines is presently at a critical point in response to coronavirus

pandemic. The country’s businesses are facing slowdown in output due to the
pandemic. Following the government’s declaration of an enhanced community
quarantine (ECQ), mass gathering, public transportation were restricted, causing
slowdown in economic activities.

Since one of Grab Philippines major businesses is land transportation (GrabCar),

such declaration has negatively impact the business operations and profitability.
Leaving thousands of GrabCar drivers unemployed and without income. Despite
Grab Philippines support programs to its people, the uncertainty caused by the
pandemic is challenging the income sustainability of the affected drivers.

On the other note, due to the current public health crisis, increasing demand on
food delivery and logistic of goods were significantly observed. With that, the
researchers, strategize to convert GrabCar drivers to GrabFood or GrabExpress
drivers. This will aid the affected drivers, as well as to recover income loss due to
decrease in workforce and operation slowdown.

This strategy will not only help the company’s profitability and operations but will
also create a very positive brand image since the company was able to help and
adjust for its people with innovation and compassion.
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II. CURRENT MARKETING SITUATION

Introduction:

In 2012, grab started in a small rented place storage place somewhere in Kuala
Lumpur, Malaysia then later moved its headquarters in Singapore. After eight (8)
years, that small company now became the Southeast Asia’s largest mobile
technology company that connects all valued consumers to a numerous drivers,
merchants and businesses. The business started from addressing some of the
region major issues that includes access inequality, outdated infrastructure, and
income disparity. (Grab, n.d.)

Being an everyday app, they are gearing towards making everyday life easier.
From transportation to various deliveries right at your doorstep. In addition to
Singapore, the company's services are available in countries such as Cambodia,
Indonesia, Malaysia, Myanmar, Thailand, Vietnam and Philippines.

A. Market Overview

i. Market Demographics and needs

In an article published in Business World Research Online authored by

Leo Jaymar Uy, grab’s acquisition of uber has widen the market range
of Grab with a 93% market share in ride-hailing according to a
statement by the Philippine Competition Commission (PCC), adding
that only 7% of the market share will be captured by new Transport
network companies (TNCs) entering the market

According to the study of Boston Consulting Group, around 19% of

commuters in Metro Manila have become reliant on ride-hailing apps,
which is nearly double the 10% average in other capitals in Southeast
Asia. Similarly, Uber’s internal survey conducted last 2016, resulted to
points to around nearly eight out of ten Metro Manila residents leaving
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their cars at home due to the heavy traffic in EDSA, the Philippines’
busiest highway, with an estimate of slow down to 10 kilometers per
hour.

The Philippines is home to approximately 105 million people and as

such, its demographic profile remains a fundamental strength. With
31.95% of the population composed of those aged 0-14 years old as of
2015, meanwhile, its working population (aged 15-64).

According to IMD’s World Competitiveness Yearbook 2018 the

Philippines ranked 3rd out of 63, also the country’s growth story is at
around 73.3% of its gross domestic product in 2017. (Uy, July)

In a marketing plan submitted by Hazel Bong, she mentioned that

Grab’s primary target market focusses on the age group varying from
25 to 50 years old, both male and female that are middle to moderately
high-income earners with the occupations of being self-employed,
working professionals, unemployed, and the retirees. While its
secondary target market then focuses on the age group varying from 1
to 24 years old, both male and female with the occupation as students,
part-timers, and working professionals. (Bong, 2017)
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ii. Market trends and target market growth

Not only the Philippines is suffering from the effect of COVID-19

pandemic but the rest of the world as well. In this pandemic where
everyone’s safety is the utmost concern, the rise of delivery services is
currently taking place as compared to this pandemic’s effect to other
businesses. An article online explained that there is a surge in demand
for food delivery companies since most of the people are forced to stay
indoors. (Sasha, 2020)

Due to the effort of the government to contain the pandemic here in the
country, Grab had its transport services temporarily closed until further
notice. Thus, some grab cars and motorcycles that was used to
transport passengers are now being utilized by their owners as an
additional option for the food or parcel deliveries.

B. SWOT Analysis

Given the below SWOT Analysis its internal factors include strength
and weakness, it is evident that Grab has already been positioned in
the minds of their consumers as they have a strong brand
recall/recognition. Its business is diverse and comes in varieties, it has
a high standard quality, strong culture and technology. However, in
every organization, inefficiencies in some areas are inevitable unless
given its due attention, constant need for new merchant-partners is also
another weakness along with the company strong reliance on the
technological developers, being an everyday app.

External factors include opportunities and threats. Opportunities

includes the technological advancements, additional new merchant
partners, consumers also heavily rely on technology, CSRs including
environmental responsibilities and lastly is ensuring customer
relationship. Threats are composed of constant switching of brands so
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consumers are able to compare prices along with the gained

convenience, change in consumer bargaining power due to the
presence of substitutes (direct competitors), change in economic and
industry conditions, also consumers may also find it easier to go to
nearby some business centers.

Strength Weaknesses

1. Strong brand recall/ recognition 1. Inefficiencies related to drivers’

2. Diversification of services
(businesses)
3. High standard of quality
4. Strong culture and technology
attitude and behavior
2. Negativity of experience
3. Constant need for new
merchant-partners
4. Strong reliance on technological
developers

Opportunities Threats

1. Technological advancements 1. Constant switch of brands

(product/app and services resulting to price competition
improvement) 2. Change in consumer bargaining
2. New merchant partners power
3. Consumer reliance on 3. Change in economic and
technology industry conditions
4. Corporate Social Responsibility 4. Ease of going to nearby
-Environmental Responsibilities restaurants and some business
5. Ensuring customer centers
relationships
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C. Competitive and industry analysis

i. Porter’s Five Forces Model

Porter’s five forces model is a tool for understanding the

competitiveness of business environment and for identifying strategy’s
potential profitability and success. The five main forces namely threat of
new entrant, bargaining power of suppliers, the intensity of rivalry, the
threat of substitute products, and bargaining power of consumers
(Porter, 1980)

Threat of New
Entrants: Low

Bargaining Bargaining
Power of Power of
Consumers: Suppliers:
Low Grab Moderate
Porter's
Five Forces

Threat of
Intensity of
Substitute:
Rivalry: High
Moderate

1. Threat of New Entrants: Low

Given Grab’s position in the market, the new entrants will have a hard
time entering the market. They have a complete product portfolio that
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would encourage its stakeholders (consumers, drivers, partner

merchants) to partake in the success of grab. It did not only give the
drivers the opportunity to earn at their own time, merchants are also
given the chance for their businesses to be widely known using grab’s
platform and finally consumers are guaranteed with a product and
services that are of high-quality standards.

2. Bargaining Power of Suppliers: Moderate

Since grab is claiming to be an everyday app, its maintenance should

be done regularly to avoid glitches. Thus, giving their partners/suppliers
an edge that they are well needed and are vital in the operation of Grab
as a whole. Too much dependency on them, and not developing
inhouse talents not merely outsourcing will put them in a disadvantage.

3. Intensity of Rivalry: High

Given the advancement of technology in the past years, app

developers are now gearing towards what the market leader is doing—
same application interface, booking style and the likes. While this is
beneficial to consumers, this will put the company out of the limelight
since rivalry will increase along with it is the price war.

4. Threat of Substitute: Moderate

With the presence of competitors, consumers will now hop from one
brand to another to compare the convenience and prices offered.
Consumers will have a variety of options; thus, research and
development of Grab should be heightened to perfection.
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5. Bargaining Power of Consumers: Low

Grab is doing its best to provide the least possible price at a convenient
ride to its consumers. However, it can also be noted that their prices
are heavily dependent on the weather, especially rainy days, peak
hours in a specific place and traffic to name a few.

ii. Positioning

Grab is positioned at a quadrant II wherein it is priced low and is

delivering convenience to clients.

D. Product/Service Overview
Grab Holdings, Inc. operates as a holding company, through its
subsidiaries provides software application ride-hailing transport services,
food delivery, and payment solutions. Moreover, it has four sub business
units namely Consumer, Driver, Merchant and Enterprise as follows:

1. Consumer
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a. Transport, for Grab Transport they have variety of vehicle

available e.g.,
i. GrabTaxi—right at your door step;
ii. GrabCar—private cars for everyday use, such as GrabCar
(Sedan) or a GrabCar+ (Premium vehicles)
iii. Car (premium)—includes luxury cars for business needs or
special occasion. Their improved premium car selection
includes rides in SUVs such as a Toyota Fortuner, Ford
Everest, Mitsubishi Montero Sport, Hyundai Tucson, or
Mazda CX-5m along with their premium service and
features.
iv. GrabShare or shared rides at a lower cost

b. GrabExpress—parcels are delivered on-demand, with real-time

tracking.

c. GrabFood—getting the food you love from your favorite

restaurants and is now available in areas of Metro Manila, Rizal,
Cavite, Laguna, Pampanga, Cebu and will soon be expanding to
other areas.

d. GrabPay—a mobile wallet that you can use to pay seamlessly for
Grab services.

e. GrabRewards—that has recently been adjusted due to pandemic as

follows:
i. GrabRewards tier status – The tier status for all GrabRewards
members will be extended to 31 December 2020 and there will
be no tier downgrades during this period.

ii. Reward vouchers – The validity for all Grab food and ride
reward vouchers redeemed from GrabRewards catalogue will be
extended to 31 December 2020. GrabRewards are now
centralized on cashless – To avoid the spread of COVID-19
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through exchange of cash. Points earned from cash transactions

will directly contribute towards supporting GrabBayanihan
initiatives.
iii. GrabGifts—includes Ride Gift Cards and Food Gift Cards.

2. Driver
a. Transport
i. Car—a simple and flexible way to boost income
ii. Taxi—they can maximise their earnings by connecting to
millions of Grab users
iii. Express—send things easily and quickly

b. Grab Rider—be able to earn extra income and have the freedom to
work on your own time.

c. Driver Centre—find your nearest driver centre

d. GrabFinance—financial programmes for the on-the-go lifestyle of

driver-partners

3. Merchant

a. GrabFood—growing business by reaching millions of hungry Grab

customers
b. GrabFinance—hassle-free funding for merchant-partners

4. Enterprise
a. Grab for Business—grab services catered to your business
needs
b. GrabAds—an exposure of your business may it be online or
offline
c. GrabGifts—customized Grab vouchers for customers, guests
and employees
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E. Keys to success and critical issues

Grab founder, Anthony Tan shared the five keys the led his company a success
via interview with Malaysia Tatler he reveled the following: (Williamson, 2017)

1. Localisation is essential
Building a platform that customers value and trust while taking into
consideration of what is beneficial locally. With the full understanding of
what the locals need allowed them to innovate and changes towards the
betterment of all its stakeholders—customers, riders, partner-merchants,
etc.

2. Be driven to make a positive social impact

Transport and mobile payments were given emphasis by this company.
It has a longstanding goal of the founder to initiate a social change. With
Grab’s initiatives, it has given countless of opportunity for the
underprivilege to have a chance to work while for others that are with
entrepreneur mindset, they can opt to work at their own time and
convenience.

3. Know your product, employees and customers intimately

Both the customers and employees needed to be heard in order to cater
to their needs. Otherwise a company will not be able to deliver what is it
that the employees and most importantly customers perceive as a
superior product and service. Knowing them better and hearing what
they wanted to say will make a difference.

4. Keep a close eye on your competitors, but don’t follow them

Competition is not all the negative, competition is also bringing out the
best in a company. Thus, in Grab’s case they are considering
competition as a way for them to do and serve their customers better.
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5. Teamwork is everything
“Your problem, is my problem” is also the same way as “your success, is
my success”. The founder is making sure that everyone is doing
everything that is towards the common goal. There is no such thing as “I’
and “me” but there is “us”.
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III. ENVIRONMENTAL ANALYSIS

A. Macro-environmental factors

Following President Duterte’s declaration of an enhanced community

quarantine (ECQ) in Luzon on March 16, mass transportation were restricted,
causing slowdown in economic activities.

Based on the guidelines for the enhanced community quarantine, only private
establishments that provide basic necessities will remain open. These include
activities related to food, health services, banking, services such as
supermarkets, hospitals, pharmacies, food preparation and delivery services,
manufacturing and processing plants of basic food products and medicines,
water-refilling stations, and other utilities.

Businesses are encouraged to reconfigure services/ product offerings to

include these essentials. For the delivery services alone, an alternative
activity is to utilize grab drivers to deliver food items and other essentials in
the LGU.

Specific Industry Alternative Remarks

Production/ Activity

Services: Delivery of critical food Angkas/Grab drivers may be

Wholesale and retail and non-food supplies utilized to deliver food items and
other essentials in the LGUs or
provide delivery service to food
establishments and pharmacies.
Health check will be provided for
the drivers and social distancing
will be observed during delivery.
Impact of Luzon-wide enhanced community quarantine (source: NEDA report as of March 19, 2020)
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In 2018, Luzon accounted for 73.0 percent of the country’s real GDP,
significantly larger than the share of Visayas (13.0%) or Mindanao (15.0%).
Table 3. Illustrates the comparative Total Employment and Employment
Share in 2019 vs. 2020. In NCR alone, a total of 5.5 Million are employed and
can be considered as potential market to avail delivery service of basic
goods/commodities.

With the government prohibiting food and beverage outlets from opening their
doors to dine-in guests, the food delivery business began to gain momentum.
Likewise, ordering food online had increased in time of pandemic due to strict
implementation of curfew and boarder restrictions between localities.

B. Microenvironment factors

From the customer’s perspective, there are several reasons to opt for online
food delivery services, whether simply ordering groceries online to avoid the
human interaction in going to the supermarket, or having favorite dish served
at the doorstep.
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From the restaurant owners’ perspective, smaller or family-owned businesses,

they are starting to take their first steps into the online delivery service. Others
already on an online delivery, are looking to step up to mainstream ordering
apps.

The current public health crisis stimulated creativity among those involved in
food delivery. Competition on contactless delivery became more evident
with the like of UberEats, LalaMove, etc.

Grab became a necessity and gained momentum, except for Grab Cars
which was the most affected with the stoppage of mass transport. Table
7. Illustrates the number of public utility vehicles per NEDA report dated
March 2018.

C. Competition strategy

As consumers adapt to restricted movement and social distancing measures,

Grab has seen an increased demand for food, parcels and daily essentials
delivery, and a decrease in its ride-hailing business. To meet the needs of
customers who cannot commute easily during this period, Grab may utilize
Grab Cars to expand on these services.

Currently, Grab offers this kind of services to other Southeast Asian countries
but here in the Philippines, it is still in the pipeline. This move will address the
current problem faced by Grab Car drivers.
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Big retail stores, supermarkets, and restaurant can be tapped as partners by

Grab Cars. Majority of these establishments went online in the midst of
COVID crisis thus, the need for third party delivery service became more
evident. This will become the new trend in retail industry thus, a good
opportunity to explore tie ups with Grab Cars.

IV. MARKETING STRATEGY

A. Mission / Vision

Grab Mission Statement

At Grab our vision is to Drive Southeast Asia Forward through innovation and
grit. We do this by solving real world problems that over 620 million people
face across the region.

Vision

An empowered future of seamless mobility, on-demand food delivery,

logistics, cashless payments, and financial services for the people of Malaysia
and Southeast Asia – all within one mobile app.

Grab will continue to closely monitor the COVID-19 situation, with the safety
and wellbeing of its partners and consumers being top of mind. This gives
users, who choose not to go out often, more delivery options to meet their
daily needs.

B. Marketing Objective

At present, only motorcycle is being utilize by Grab Philippines for delivery

service. During this pandemic, the need for a bigger mode of transporting
goods and other essentials became evident. Due to strict national and LGU
regulations limiting the movement of people in their respective, securing other
essentials, not just food but groceries became a daily necessity. This is the
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best time to introduce Grab Car as partner with major retail and food
industries in delivering basic necessities to consumers.

Our main objective is to market the convenience that delivery services offer
not only during time of crisis but as a way to address the new normal. We
would like to also take special consideration on delivery services and how it
managed to let people continue to have access to food despite the lockdown
and strict rules that have been implemented by both the national and local
governments. 

During this “lockdown” delivery services are severely limited to what can be
shipped out. Perishable goods and food products are allowed to be
transported from one place to another. While grocery deliveries have been
around for a long time now, it is seeing a major push. It is a bit more
expensive for people personally going to the market and delivery is safer to
prevent exposure with the virus.

Since groceries and restaurant are basic necessities, tie up with these
establishments can be considered as a steady source of income for Grab Car
drivers, aside from the usual mass transport.

C. Financial Objective
Source: Businesswire.com
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Technavio is a leading global technology research and advisory company.

Technavio suggests three forecast scenarios (optimistic, probable, and
pessimistic) considering the impact of COVID-19. Growing consumer demand
for convenient food ordering has been instrumental in driving the growth of the
market. Thus, delivery services can be seen as a growing market.

D. Target Markets

Retail stores, supermarkets, restaurants, food businesses and entrepreneurs.

E. Strategy Marketing

Strategy is to highlight how foods / goods offered at retail can be safely

handled and delivered to the public, following strict health protocols by the
driver and best practices for employee in terms of cleanliness/ sanitation.

Transport: Beyond just ride-hailing, Grab’s envision to serve people’s

needs more seamlessly.
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V. MARKETING MIX

Concept of Marketing Mix

The process of marketing or distribution of goods requires particular attention of

management because production has no relevance unless products are sold.

Marketing mix is the process of designing and integrating various elements of

marketing in such a way to ensure the achievement of enterprise objectives.

The elements of marketing mix have been classified under four heads—product,

price, place and promotion. That is why marketing mix is said to be a combination

of four P’s. Decisions relating to the product includes product designing,

packaging and labelling, and varieties of the product. Decision on price is very

important because sales depend to a large extent on product pricing.

Marketing mix can be defined as controllable group of variables that the

organization can use to effect on the buyer’s response to product or service

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(Kotler, 2000). Every consumer has been affected by the marketing mix. This

business tool is comprised of four elements below.

 Product: The item meets the consumer's needs or desires

 Price: The cost yields enough profit while still being acceptable to the

consumer

 Promotion: The item is effectively advertised and promoted

 Place: The product is properly distributed and available in a convenient

location at the right time

In short, marketing mix involves decisions regarding products to the made

available, the price to be charged for the same, and the incentive to be provided

to the consumers in the markets where products would be made available for

sale. These decisions are taken keeping in view the influence of marketing forces

outside the organization (e.g., consumer behaviour, competitors’ strategy and

government policy).
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A. Product/Service

Grab is a leading organization offering ride sharing,

package delivery, and on-demand food delivery services

in the SEA region such as Singapore, Malaysia,

Indonesia, Thailand, Vietnam, Philippines. Its strong

presence throughout the region attributed to powerful

technology and positive customer experiences have

helped shaped and grow the business in recent years

The grab is an app-based service provider that offers the only ride-hailing, ride-

sharing, and logistics services through its app. It operates in 8 countries mainly in

Asia. Mainly the user can do simultaneously 56 bookings at the same time of

delivery, transportation, and food.

It covers 3 industries by serve 3 types of service under the one roof so, the user

does not have to use a different app for a different task. Grab makes it easy for the

ride, eat and also make trust from delivering logistic from place to another under the

city. (ie. Daily use items or small things).

Grab gave highest importance to self branding and they have proven themselves a

popular image over the years, being the friendly service provider of SEA vs the

aggressive Uber (pre-merge. This will help them a lot down the line, but they must

maintain the image they created to avoid any PR problems.

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Product Name GrabCar/Taxi

Product Type Transportation Service

Main Source Grab application, driver, and car
Features Economy to Premium

Fixed fares

Personal accident insurance

Quality drivers
Product Name GrabShare

Product Type Transportation Service

Main Source Grab application, driver, and car
Features Shared rides at a lower rate

Better fares, savings up to 40%

lower fares

Better route as passengers will be

match with other passengers

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headed to the same destination

with a better route plan

Personal accident insurance

Quality drivers.
Product Name

GrabExpress

Product Type Documentations and Packages

Transportation Service
Main Source Grab application, driver, and

motorbike
Features Get your parcels delivered on-

demand, with real-time tracking

All parcels accepted are insured

Quality drivers
Product Name GrabFood

Product Type Food Transportation Service

Main Source Grab application, driver, and
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motorbike
Features Gets you a meal when you’re too

busy (or tired) to go out

Quality drivers

B. Pricing

Traffic in Southeast Asia is frantic, congested, and radically unpredictable. Grab

gives you piece of mind in knowing that any delays will not increase the price of the

ride.

The advantage of its set price is one key features of its marketing mix strategy have

solidify its choice of transports for its targeted customers. Grab’s pricing objective for

its services is aimed to appeal to the target market with key features at affordable

rates. This is applicable to across all their product offerings.

Grab does not need to own and operate its own taxi /car fleet. Instead, their strategy

revolves around bringing taxi drivers and or other private owners of cars onto using

the platform. Under this strategy, they could simply sign up with the platform without

the cooperation of taxi companies or other external parties.

The fare also depends on the dynamics between the existing supply of cars and

demand of passengers. To start with, the fare is based on the LTFRB’s (Land

Transportation Franchising and Regulatory Board) approved meter plus a booking

fee of P70, in which the meter is only switched on once the taxi picks up the

passenger.
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To entice people in using their product, Grab offered regular promotion codes for

fare discounts as well as free rides for the passenger’s first trip. In this case, part of

the strategy was for Grab to subsidize these fees. For the drivers (called “partners”),

incentives are provided by way of bonuses once a passenger quota is reached for a

given period. According to Grab, 80% of the fare goes directly to the driver while

20% goes to the company for the use of their platform. Part of the 20% is spent on

driver incentives and passenger promos.

C. Promotion

C.1 Direct Marketing

Direct marketing is an advertising strategy that relies on the individual distribution

of a sales pitch to potential customers. Mail, email, and texting are among the

delivery systems used. It is called direct marketing because it generally eliminates

the middleman such as advertising media volume by 75%.

Unlike most marketing campaigns, direct marketing campaigns do not rely on

advertising in mass media. Instead, they deliver their sales pitches by mail, by

phone, or by email. Although the number of pitches sent can be massive, an

attempt is often made to personalize the message, by inserting the recipient's

name or city in a prominent place.

Grab uses direct marketing to sell the service through the mobile application

platform to the consumers rather than a third-party allows the company to monitor
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and ensure that the consumers are provided with the best quality of service. Grab

is able to establish a relationship with the consumers by having a direct point of

contact through phone numbers and emails, which are the fundamentals of

managing relations in both positive and negative aspects.

Online Marketing Platform

 Advertise the launch across all social media channels such as Facebook,

Instagram, Snapchat, Youtube ads (short 10 second non-skippable ads), and

Google ads.

 Value proposition should center around convenience, easy click-n-collect

options, and a new dine-in experience from a range of restaurants to choose

from

 Create limited edition/ pop-up type meals that are only available during launch

week.

 Encourage people to come dine with their family — create a “family week”

where all families get 50% of all orders.

Offline Marketing Platform

Digital billboards displaying targeted messages based on the time of day,

driving people to the offline location. Lunch related messages should be

displayed around lunch time while tea/ afternoon snacks should be displayed in

the afternoon time encouraging people to come into the new facility. These
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billboards near MRT stations would prove helpful with the high amount of foot

traffic.

Direct marketing efforts through Email, and the app. Grab also advertises on

many social media channels such as Facebook, Youtube and Google network

etc.

C.2 Advertising Plan

An advertising plan is a written strategy for how you plan to advertise your

business. Advertising is any way you reach out to potential clients through

media. Advertising may include newspaper ads, billboards, direct mail such as

fliers or postcards and online advertisements through Google, Facebook or

banner advertisements on Web sites relevant to your business.

Grab taps unto the unconscious mind of the consumers that desires a premium

chauffeured experience by using various advertising means such as television

commercials, newspaper, a public poster put up in bus stops, MRT/LRT

stations, strategic mall areas etc.

C.3 Social Media Marketing

Social media marketing (SMM) is a form of Internet marketing that

utilizes social networking websites as a marketing tool. The goal of SMM is to

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produce content that users will share with their social network to help a

company increase brand exposure and broaden customer reach. 

One of the key components of SMM is social media optimization (SMO). Like

search engine optimization (SEO), SMO is a strategy for drawing new and

unique visitors to a website. SMO can be done two ways: adding social media

links to content, such as RSS feeds and sharing buttons -- or promoting activity

through social media by updating statuses or tweets, or blog posts.

SMM helps a company get direct feedback from customers (and potential

customers) while making the company seem more personable. The interactive

parts of social media give customers the opportunity to ask questions or voice

complaints and feel they are being heard. This aspect of SMM is called social

customer relationship management (social CRM). 

SMM became more common with the increased popularity of websites such

as Twitter, Facebook, MySpace, LinkedIn, and YouTube. In response, the

Federal Trade Commission (FTC) has updated its rules to include SMM. If a

company or its advertising agency provides a blogger or other online

commenter with free products or other incentives to generate positive buzz for

a product, the online comments will be treated legally as endorsements. Both

the blogger and the company will be held responsible for ensuring that the

incentives are clearly and conspicuously disclosed, and that the blogger's posts

contain no misleading or unsubstantiated statements and otherwise complies

with the FTC's rules concerning unfair or deceptive advertising.

 29

Grab’s brand awareness through shared posts which uses social media

platforms such as Facebook, Youtube, and Twitter captured the target market

audience. Grab also uses “Influencers” to highlight their brand awareness. This

is to achieve the effect of increasing the sales volume but also creates an

interpersonal feeling by communicating through visual and sound,

complements the whole idea of utilizing Grab as a means of transportation,

express and food delivery transport service.

C.4 Other Forms of Marketing through rewards system

Electronic payments are also encouraged on the

Grab platform. GrabPay, its digital wallet, allows

cashless transactions between drivers and

passengers. By using GrabPay, driver-partners

can easily transfer payments to their Grab-linked

bank accounts and withdraw cash from nearby

ATMs. Conversely, they can also reload their

GrabPay accounts so that they can continue

using Grab, which collects a fee for each passenger pick-up.

Meanwhile, passengers using GrabPay can earn rewards points for every ride,

allowing them to enjoy discounts with Grab partners such as Agoda.com and

Kentucky Fried Chicken, among others, in the Philippines. Passengers can also

redeem those points by availing of P50 and P100 worth of discounts for their
 30

ride. Another way of enticing them to use GrabPay is by awarding them twice

the rewards points that they receive from paying in cash.

One can earn GrabRewards points by making Grab-related transactions, such

as taking a Grab ride, or making a GrabFood order. These points earned can

be spend it at the GrabRewards catalogue.

D. Channel

Marketing channels are channels used by any company to reach their end

customers. These channels are generally interdependent on each other and

interact with each other so as to ensure that the product reaches from the

company to the end customer.

Grab uses its open platform, GrabPlatform, as a mean to reach their end

customers. In Singapore, 10 July 2018, it opens its platform strategy to build

Southeast Asia’s first everyday superapp. Grab added more highly used

everyday services to the Grab app, together with best-in-class partners, who

can use GrabPlatform to integrate their services with Grab. Partners can

expand more efficiently across Southeast Asia by leveraging Grab’s user base

and Southeast Asia’s largest distribution channels through GrabPlatform, a

suite of APIs that enables partners to access components of Grab’s technology

like logistics and payments.

 31

“GrabPlatform amplifies economic value for all of Southeast Asia. Even more

than what we could ever create by ourselves. Over the past six years, we’ve

worked hard to improve our technology and expand our reach. Our assets are

well tested through Grab’s own services. We’ve gone from offering our tech as

a booking platform for taxi operators, to providing a fleet of delivery drivers for

e-commerce companies. It’s now time to take what we’re really good at to a

select group of partners – and eventually make our platform open to the wider

Southeast Asia ecosystem. With over 100 million mobile installs, a network of

7.1 million drivers, delivery partners, merchants and agents, and strong

payments and back-end technology, we are better placed than anyone else in

the region to help other start-ups and businesses grow and scale, as we have,”

said Anthony Tan, Group CEO & Co-founder, Grab.

The vision of Grab as an everyday “superapp” comes to life in a refreshed Grab

app. Customers will have a brand new Grab experience where the Grab app

provides not only services but also information, relevant to exactly when you

need it. Grab’s new home screen features single tap access to payments and

easy navigation to all everyday services, complemented by a news feed that

helps users discover their city with location reviews and useful seasonal

information per country which they are present.

 32

E. Service

With the limitations and restrictions

implemented due to the COVID-19 situation,

Grab Philippines has launched an on-demand

grocery service to help deliver essential

needs to the public amid the enhanced

community quarantine. Grab launches on-

demand grocery service.

According to the ride-hailing app, its new service called “GrabMart” is one of the

few app-based grocery services that offer on-demand delivery which promises

delivery “as early as 30 minutes or within a few hours.”

The new Grab feature is currently available in

select areas of Quezon City, Pasig, Manila,

Mandaluyong, Makati, San Juan, Valenzuela,

Paranaque, and Taguig, but is expected to

expand to more locations within Metro Manila

in the coming weeks. Cash payment is still

available in GrabMart, but users are encouraged

 33

to pay via GrabPay and practice Contactless Delivery for safer payments and

transactions, the company said.

“Delivery fee during the Beta period ranges from as low as P89 to P149 based

on distance to the store, with a minimal service fee of P30 applicable for all

orders,” Grab added. To order from GrabMart, users within the serviceable

areas just need to click on the “Mart” tile in the Grab app and select orders from

their desired merchant. Grab’s ride-hailing operations have been hampered by

the Luzon-wide enhanced community quarantine as public transportation

services have been shut down to enforce strict home quarantine.

Despite this, Grab’s food and delivery service options continued its operations

with a smaller, skeletal delivery fleet to serve customers who are also affected

by the lockdown.

F. Internal Marketing

With an internal marketing strategy, employees are treated as “internal

customers” who must be convinced of a company's vision and worth just as

aggressively as “external customers.” The goal of internal marketing is to align

every aspect of a company’s internal operations to ensure they are as capable

as possible of providing value to customers. If a company can operate in a

coordinated and standardized way, that company can provide a more

consistent experience to their customers.

 34

Internal marketing is based on the idea that customers’ attitudes toward a

company are based on their entire experience with that company, and not just

their experience with the company’s products. Any time a customer interacts

with an employee, it affects their overall satisfaction. Everyone from a sales

clerk to an over-the-phone tech support specialist helps to shape that

customer's experience. Therefore, customer satisfaction is deeply dependent

on the performance of a company's staff.

Human resources professionals typically spearhead internal marketing

campaigns. Since internal marketing focuses on leveraging the value of

employees, strong communication between the company and the employees is

crucial. Their primary responsibility will be to disseminate information about the

company's goals and strategies, and to provide training and support to help

employees achieve those goals.

Grab Looks into Employee Well-being. Grab wouldn’t be

where it is today without its Grabbers. They are the

heart and soul of Grab, and what makes Grab so

unique. It is no surprise, then, that they want to ensure

only the best goes into their Employee Well-being

Programme. After all, happy Grabbers can become the

best versions of themselves at work, below are their

blueprint on how they are taking good care of their Grabbers.

 35

VI. MARKETING RESEARCH

Market research is the process of determining the viability of a new service or

product through research conducted directly with potential customers. Market

research allows a company to discover the target market and get opinions and other

feedback from consumers about their interest in the product or service.

Market research is a critical tool in helping companies understand what consumers

want, develop products that those consumers will use, and maintain a competitive

advantage over other companies in their industry

The purpose of market research is to look at the market associated with a particular

good or service to ascertain how the audience will receive it. This can include

information gathering for the purpose of market segmentation and product

differentiation, which can be used to tailor advertising efforts or determine which

features are seen as a priority to the consumer.

According to their Facebook, Grab is Southeast Asia’s leading ride-hailing platform

that offers the fastest booking service for taxis, private cars & motorbikes through

one mobile app. They are heavily funded by venture capitals such as Softbank.

 36

Grab’s growth has accelerated exponentially towards the end of 2018. With the

sudden merge with them and Uber in March 2018, they now stand on top of the ride-

hailing services within South East Asia (SEA).

Some variation in type of rides are offered across the SEA countries (motorcycles in

Indonesia, scooters in Singapore) allow local services to compete with Grab within

their country, but none can compete with them within the entire SEA region at the

moment.

GRAB FACTS & STATISTICS

Grab Users : 100 million passengers

Total Number of Rides : 3 billion

Average Daily Rides : 4 million rides

Drivers on Grab : 2 million

Monthly bookings via Grab : 5.1 million bookings

Grab availability : 336 cities, 8 countries

Average Bookings a second : 7 bookings

Grab downloads : 125 million downloads

Funding raised : $6 billion

Annual revenue run rate : $1 billion

Grab employees : 5, 000 employees

Grab reported value : $11 billion

Number of RnD centres : 6 centres

BRIEF HISTORY OF GRAB
 37

2012 – Launched in Malaysia as GrabTaxi

2013 – Entered Singapore, Thailand, and the Philippines.

2014 – Expanded to Vietnam and Indonesia, launched GrabCar in SEA and

launched GrabBike in Vietnam.

2015 – Launches GrabBike to compete with Go-Jek in Indonesia, and enters logistic

delivery services with GrabExpress.

2016 – GrabPay launched as a mobile payment service, and GrabFood introduced

to compete with UberEats.

2017 – Entered Myanmar and Cambodia, and acquired Kudo to push GrabPay

harder in Indonesia.

2018 – Merged with Uber’s SEA operations.

2019 – Emerged as a Super App in Southeast Asian countries.

THE RIDE-HAILING BUSINESS & REVENUE MODEL

 38

Grab functions very similarly to it’s Western counter parts, Uber and Lyft. Below are

the business models both Western companies run, which should us an idea of how

ride-hailing functions.
 39

Grab functions in a similar way as well. Typically, their transactions should follow the

same procedures as Uber and Lyft and were based on the 3 Pillars of Focus.

1. A user inputs a starting point and a destination.

2. The application looks for drivers in the area.

3. A willing driver accepts the booking, and goes to fetch the user.

4. The user gets in the car and heads to their destination.

5. Upon reaching, the user pays the driver the amount due.

Metro Manila commuters and motorists alike spend more than an hour, on average,

in traffic every day, placing the Philippines' capital region the 3rd worst in traffic in

Southeast Asia. This was among the findings of a recent survey conducted as part of

a study called "Unlocking Cities," done by global firm Boston Consulting Group

(BCG). The study, commissioned by ride-sharing platform Uber, looks at the impact

of ridesharing in Southeast Asia. The accompanying survey was done from

September to October, covering around 300 respondents from Southeast Asian

cities. The survey places Metro Manila 3rd worst in the region, with an average of 66

minutes.
 40

The revenue model followed

GrabTaxi earns its share of the revenue from the charges paid by users for their

rides on a per-kilometer basis. It charges 16% (Philippines) to 25% (Malaysia) of the

trip charges for using their app service. The percentage charged varies from location

to location.

How it emerged as a Super app?

 41

Grab, which started as an on-demand taxi business under the name GrabTaxi has

grown out to be a platform where one can hire anything that runs on wheels. The

platform offers more than ten types of on-demand ride-hailing services, including

taxis, private cars, bike taxis, carpooling, bike pooling, shuttle services, etc. 

The giant expanded its operations in not just the ride-hailing sector but also set foot

in new business verticals such as food delivery, grocery shopping, logistics delivery,

on-demand video platform, hotel booking, ticket purchasing, financial services, etc.

Thus, Grab started offering multiple on-demand services under one roof, similar to

the concept of Gojek, and emerged as a super app in Southeast Asian countries. 

A look into the different services offered by Grab

GrabExpress

Following the success of GrabFood, the giant launched its grocery delivery service

GrabExpress in July 2018, in collaboration with the Southeast Asian grocery delivery

service provider, HappyFresh. The users can choose the groceries they need from

the range of products listed on GrabExpress. Similar to GrabFood, Grab driver-

partners are chosen for grocery delivery in GrabExpress as well.

GrabPay

Grab launched its QR code-based mobile payment application named GrabPay in

January 2016. The service is currently available in six nations of Southeast Asia,

namely Singapore, Malaysia, Vietnam, Thailand, Indonesia, and the Philippines. This

app is used to pay for availing their ride-hailing services, food delivery services, in-

store purchases, and fund transfers.

 42

You can use the app for purchasing on e-commerce platforms as well. Also, it

devised a strategy named ‘Grow with Grab’s roadmap’ with which Grab has forayed

into providing loans to SMEs and insurance services for drivers in Singapore. 

Adding to this, GrabPay extended its financial services towards offering a post-paid

and installment payment option in Singapore in the name ‘Pay later.’ With this option

on board, the users can pay for Grab services at the month-end without an additional

cost.

GrabFood

As a part of its strategy to emerge as a super app, Grab started offering food delivery

services under the name GrabFood in May 2018. The service is now provided to

more than 200 cities across several Southeast Asian countries and makes use of

GrabPay for checkout. This sector has given a chance for Grab driver-partners to

double their income by becoming GrabFood delivery partners. Also, it made use of

the cloud kitchen concept to expand its operations in the cities it serves.

Growth Hacks to learn from Grab

Grab was able to expand its operations to various business verticals due to the

techniques it uses to retain their customer base. Here we have listed the learnings

one should gain from the trending super app Grab.

 Customers see the service provider, i.e., Grab, as the go-to place for all

issues occurred while obtaining the service provided by the platform. Even
 43

though Grab does not directly employ the drivers or delivery partners, they

take as much responsibility as possible for problems related to them. 

 Though many businesses have stopped using word of mouth (WOM) to

promote their brand, Grab made maximum use of it by leveraging social

media and email marketing tools. Every quarter, they run online and on-

ground surveys to track the WOM among its users. 

 Going hyper-local is their primary strength. They focus on brand awareness

and offline marketing campaigns to engage local users. They modify their

service or collaborate with local service providers to provide an enhanced

user experience. 

 The giant is exceptionally responsive to its customers not just to their

problems, but as a brand. Thus, users turn up to brands that listen to them

and take care of their issues. 

 One of the key USPs of Grab is user safety. Also, it puts a lot of effort into

ensuring the quality of the services provided. They partner only with

professionals to offer the services listed on their platform.

Conclusion

Grab has scaled up as a super app by setting foot in almost all business verticals

after gaining a strong user base in the ride-hailing industry. Grab is focusing on

growth initiatives and has an ambitious goal of becoming an “everyday app” and the

company is diversifying into areas such as online grocery, food delivery and

payments. However, regulatory hurdles and competition from local players are likely
 44

to be its key challenges, and the company’s ability to navigate these will be critical

for future growth.

 VII. FINANCIALS

A. Sales and Revenue Forecast

Table 1
Lalamove Philippines Inc.
Estimated Monthly Income from delivery of goods

Earnings of Driver (per individual) Company Earnings

Average
Earnings- Earnings- Average Commission Number Total Income
Type Earning per
low high Earning rate Drivers* per month
Individual
Motorcycl 20,800.0
e 6,000.00 30,000.00 18,000.00 16% 2,880.00 0 59,904,000.00
12,000.0
SUV/Van 10,000.00 70,000.00 40,000.00 16% 6,400.00 0 76,800,000.00
Light
Truck 20,000.00 170,000.00 95,000.00 16% 15,200.00 3,200.00 48,640,000.00
Total 185,344,000.00

*Based estimated count on the Lalamove company website as of May 2020.

Table 2
 46

Grab Holdings, Inc. (Grab

Philippines)
Estimated Monthly GrabCar (Pre covid)

Earnings of Driver (per

individual) Company Earnings
Average
Earning Earning Average Commissio Number Total Income
Type Earning per
s-low s-high Earning n rate Drivers* per month
Individual
36,000.0 37,800,000.0
Taxi 9,000.00 0 22,500.00 20% 4,500.00 8,400.00 0
36,000.0 23,800.0 107,100,000.
Car 9,000.00 0 22,500.00 20% 4,500.00 0 00
Car 39,600.0
Premium 9,900.00 0 24,750.00 20% 4,950.00 1,750.00 8,662,500.00
10,350.0 41,400.0
Pet 0 0 25,875.00 20% 5,175.00 1,050.00 5,433,750.00
158,996,250.
Total 00

*Based on Manila Bulletin article dated February 26, 2020

 47

Table 3
Grab Holdings, Inc. (Grab
Philippines)
Estimated Monthly Income on deliveries (from GrabCar to GrabDelivery or GrabFood)

Earnings of Driver (per individual) Company Earnings

Type Earnings- Earnings Average Commission Average Number Total Income
 48

Earning per
low -high Earning rate Drivers per month
Individual
Taxi 8,100.00 32,400.00 20,250.00 20% 4,050.00 8,400.00 34,020,000.00
Car 8,100.00 32,400.00 20,250.00 20% 4,050.00 23,800.00 96,390,000.00
Car
Premium 8,910.00 35,640.00 22,275.00 20% 4,455.00 1,750.00 7,796,250.00
Pet 9,315.00 37,260.00 23,287.50 20% 4,657.50 1,050.00 4,890,375.00
Total 143,096,625.00

Assumptions:

a. Income will be 10% lower in delivery of goods than income in land transport of individuals. Despite the increase in
demand in logistics of goods during this time, increase in competitions negatively affect the total income.
b. Only 95% of the land transport drivers will be converted to delivery drivers due to possible government and
company controls that may hinder full conversion.
B. Marketing Expenses budget

Table 4
Grab Holdings, Inc. (Grab Philippines)
Budgeted Monthly Marketing Cost

Total Budget of Marketing 21,464,493.75

Breakdown: Amount %
Direct Expenses on marketing
activities 5,209,828.58 24%
Social Media 6,876,973.73 32%
Marketing Employees 4,167,862.86 19%
Marketing analytics & research 3,125,897.15 15%
Overhead cost 2,083,931.43 10%
Total Budget of Marketing 21,464,493.75 100%

Assumptions:

a. Total budget for marketing is 15% of the total revenue which is based on the
industry average for consumer service and logistics as of 2018 by the CMO survey &
Deloitte digital.

b. One-third of the budget is dedicated to social media since it is the most effective
tool for a broader reach during this crisis.
c. Other expenses is based on the industry average for consumer service and
logistics as of 2018 by the CMO survey & Deloitte digital.
 50

C. Breakeven Analysis

Table 5
Grab Holdings, Inc. (Grab Philippines)
Monthly Breakeven Analysis

Revenue 143,096,625.00

Variable Cost Portion:

Cost of services rendered 37,562,864.06
General & Administrative 5,723,865.00
Marketing Expense 4,292,898.75
Other Operating Cost 12,878,696.25
Total Variable Cost 60,458,324.06

Fixed Cost Portion:

Cost of services rendered 12,520,954.69
General & Administrative 22,895,460.00
Marketing Expense 17,171,595.00
Other Operating Cost 12,878,696.25
Interest Expense 1,860,256.13
Total Fixed Cost 67,326,962.06

Contribution Margin:
Revenue (a) 143,096,625.00 a
Total Variable Cost (b) 60,458,324.06 b
Contribution Margin (c ) 82,638,300.94 c=a-b
Contribution Margin % (d) 57.8% d=c÷a

Breakeven Revenue:
Fixed Cost (e ) 67,326,962.06 e
Contribution Margin % (d) 57.8% d
Breakeven Revenue (f) 116,583,484.09 f=e÷d
 51

D. Profit and loss

Table 6
Grab Holdings, Inc. (Grab Philippines)
Monthly Income
Statement
Amount Percentage
Revenue 143,096,625.00 100%
Less: Cost of Services 50,083,818.75 35%
Gross Margin 93,012,806.25 65%
 
Operating Expenses:
General & Administrative 28,619,325.00 20%
Marketing Expense 21,464,493.75 15%
Other Operating Cost 25,757,392.50 18%
Total Operating Expenses 75,841,211.25 53%
Net Operating Income 17,171,595.00 12%
 
Non-Operating Expenses:
Interest Expense 1,860,256.13 1%
Net Income before taxes 15,311,338.88 11%
Income Taxes 4,593,401.66 3%
Net Income after taxes 10,717,937.21 7%

VIII. CONTROLS
 52

A. Implementation: Conversion of GrabCar Drivers to GrabExpess Drivers

and/or GrabFood Drivers Implementation.

Action
Grab Philippines will conduct virtual seminars and trainings to GrabCar drivers
of the basics principles and protocols of how GrabExpress (delivery of goods)
and GrabFood (delivery of foods) operate. Standards and procedures will be
cascaded virtually for them to study and comprehend. Afterwards, an online
examination and interview will be conducted.

If the individual passed both examination and interview, a certificate, permit

and ID will be given through mail for them to start delivery of goods and/or
foods. Furthermore, an adjustment to the GrabCar driver application interface
will be done for them to handle GrabExpress and Grab Food.

Performance Measurement
Driver will monitored thru the applications reviews and comments per delivery.
Any grade lower than 3 (5 being the highest) given more than three times a
week will immediately prompt to the head office for warning and investigation.
Due process will be conducted and proper disciplinary actions will be taken.

Adjustment
Proper adjustment will be made in the operations in compliance to any new
regulations and standard implemented by the government and transport
organizations. Any reports, suggestions and complaints from clients and
customers will be consolidated, analysed and adjusted accordingly to deliver
the best service.

B. Marketing Organization
 53

Marketing
Department

Social Media & Marketing

Direct & Brand Multimedia &
Digital Research & Content Creator
Marketing Graphics
Marketing Analyst

 Marketing Department is responsible in promoting the business and drives

sales of the company’s services. It provides the necessary research to identify
your target customers and other audiences.

 Brand Marketing promotes the company’s services in a way that highlights

the business overall brand. The goal of brand marketing is to link company’s
identity, values, and personality with communications to its audience.
Essentially, the organization’s brand is the bridge between services offered
and target customer.

 Social Media Marketing and Digital Marketing is responsible in utilizing of

social media platforms and online based digital technologies to connect with
the company’s audience to build brand, increase sales, and drive website
traffic. This involves publishing great content in the brand’s social media
profiles, listening to and engaging brand’s followers, analyzing results, and
running social media advertisements.

 Market Research and Market Analyst is responsible in determining the

viability of a new service or product through research conducted directly with
potential customers. Market research allows a company to discover the target
market and get opinions and other feedback from consumers about their
interest in the product or service.
 54

 Content creator is responsible for the contribution of information to any

media and most especially to digital media. They usually target a specific end-
user/audience in specific contexts

 Multimedia & Graphics is responsible in utilizing graphics technology

programs and creates designs and effects for digital media. They use multiple
technologies and artistic methods to create advertisements, special effects,
website designs, and even animation to create unique work that engages
users.

C. Contingency Planning

Since company’s plans and strategy can never foresee all contingencies,
good planning provides for readily available actions to address unforeseen
events. In marketing plans, sales projection, income and market response to
initiatives depend on aspects outside the business. As a consequence, plans
have to consist of provisions for response when the projected results don't
actualize. Preparation for contingencies contains an evaluation of possible
variations in basic assumptions and the effects on the marketing plan.
Contingency planning has to address problems resulting from such deviations.

Managing Risk and Response

Currently, Grab Philippines is facing uncertainty due to the huge impact of
corona virus (Covid-19). It causes the company decline in sales and incurring
unforeseen expenses that negatively impacts the company’s profitability. A
significant contributor to Grab Philippine’s reduction in sales is due to the
government instruction to suspend GrabCar operations in compliance with the
social distancing and community quarantine.

In response, Grab Philippines implemented the following:

 55

1. Raising safety and hygiene standards

a. Limiting physical contact with Delivery partners via Contactless

Delivery
b. Suspending GrabCar services temporarily
c. Partnering with vendors nationwide to provide discounted medical
and cleaning supplies or services for Merchant-partners
d. Encouraging Partners to check their temperature daily and get
medical help if they are unwell
e. Updating the company’s Help Centre to allow anyone to easily
notify Grab Philippines of any person on our platform who appears
to be unwell.

2. Financial Aid for the company’s drivers and delivery partners.

a. Augmenting 4W driver’s financial capacity through the Cash Loan
program which is being repurposed to serve as an “Emergency
Loan.” Drivers may loan from PHP 5k up to 10k.
b. Providing financial assistance in case of quarantine or
hospitalisation.

3. Collaborating with local authorities and government bodies

a. Providing 24/7 contact tracing support.
b. Cascading the latest industry safety and hygiene standards to our
Partners.
c. Temporarily suspending the accounts of Partners who confirm
they are unwell until they submit a medical certificate to prove they
are free from COVID-19.

4. Helping the affected GrabCar drivers transition to GrabFood and

GrabExpress for them to continue earning income. This will also help
the company’s income to slowly recover GrabCar forecasted sales for
2020.
 56

5. Launch of Covid Donation Drive in Grab Application

a. Donation Drive to Wold Vision for the supplication of PPEs for
frontliner.
b. Introducing Mcdo Kindness Kitchen, wherein donations will be
utilized for purchase of Mcdo products for the country’s
frontliners.
c. Donation for Caritas Manila- to send food bags to families in
need.

Despite the uncertainty, the company’s focus was its corporate social
responsibility (CSR) that resulted to a very positive brand image. With it, its
customers continue to patronage and promote the company’s services. Also,
people that previously were not availing its services started to use the
applications because of the company’s good reputation. Grab Philippines
contingency plan was implemented to recover its sales with a heart to its
drivers and community.
 57

IX. BIBLIOGRAPHY

Ride Hailing Platform: Car, Taxi & Carpool: Grab. (n.d.). Retrieved from

https://www.grab.com/ph/

Marketing Mix: Meaning, Definition and Characteristics of Marketing Mix (with

diagram). (2014, April 2). Retrieved from

https://www.yourarticlelibrary.com/marketing/marketing-mix-meaning-definition-and-

characteristics-of-marketing-mix-with-diagram/32321

Kenton, W. (2020, February 5). Direct Marketing: What You Need to Know. Retrieved

from https://www.investopedia.com/terms/d/direct-marketing.asp

Rouse, M. (2011, March 24). What is social media marketing (SMM)? - Definition

from WhatIs.com. Retrieved from https://whatis.techtarget.com/definition/social-

media-marketing-SMM

Grab unveils open platform strategy to build Southeast Asia's First Everyday

Superapp. (2018, July 10). Retrieved from

https://www.grab.com/sg/press/business/grab-unveils-open-platform-strategy-to-

build-southeast-asias-first-everyday-superapp/
 58

Internal Marketing: What is Internal Marketing? (n.d.). Retrieved from

https://www.marketing-schools.org/types-of-marketing/internal-marketing.html

GrabTransport Services

AuthorMarketing is my soul mate and writing is my side kick. Using my writing skills

to share the knowledge of app development and upcoming technologies. (2020,

January 20). Grab Case Study : How it Expanded as Super App in South East Asian

Countries? Retrieved from https://www.appdupe.com/blog/case-study-on-grab-how-

it-expanded-as-super-app

Rappler.com. (n.d.). Metro Manila has 3rd worst traffic in Southeast Asia – study.

Retrieved from https://www.rappler.com/business/190016-metro-manila-traffic-

southeast-asia-study-bcg-uber

Thomas, J. (2019, September 28). Metro Manila wins 'most congested' crown.

Retrieved from https://theaseanpost.com/article/metro-manila-wins-most-congested-

crown

(n.d.). Retrieved from Grab: https://www.grab.com/ph

Bong, H. (2017). Marketing Plan Assignment 2 - Group.
Porter, M. E. (1980). Competitive Strategy; The Five Competitive Forces That Shape
Strategy. .
Sasha, J. (2020, March 23). The Effect of Covid-19 on Ride-hailing and Food
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