ASSIGNMENT COVER SHEET

PROGRAMME : Bachelor of Science (Hons) in Global Supply Chain Management

SUBJECT CODE AND TITLE : MGT 2034 Operations Management
ASSIGNMENT TITLE : Operations Management Assignment: GRAB

LECTURER : Dr. Soroush Avakh Darestani ASSIGNMENT DUE DATE: 5 JUNE 2020

STUDENT’S DECLARATION
1. I hereby declare that this assignment is based on my own work except where
acknowledgement of sources is made.
2. I also declare that this work has not been previously submitted or concurrently submitted for
any other courses in Sunway University/College or other institutions.
[ Submit “Turn-it-in” report (please tick √): Yes __√__ No _____ ]

NO NAME STUDENT ID NO. SIGNATURE DATE

.
1. Winnie Yap Shiao Yin 19012343 Winnie Yap June 3, 2020
2. Wong Shi Qi 17106295 Shi Qi June 3, 2020
3. Wong Jia Min 18125773 Jia Min June 3, 2020
4. Lim Jie Ying 18029959 Janice June 3, 2020
5.
6.

E-mail Address / Addresses (according to the order of names above):

1. winnieyap625@gmail.com 4. janiceelim1808@gmail.com
2. shiqiwong14@gmail.com 5.
3. jasminewjm@gmail.com 6.

APPROVAL FOR LATE SUBMISSION OF ASSIGNMENT (If applicable)

IF extension is granted, what is the revised due date?
______________________________________________

Signature of Lecturer: ______________________________________ Date:

____________________________

Marker’s Comments:
Marks and / or Grade Awarded: _____________________________
Date:__________________________

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 CONTENT
PAGE
1.0 Introduction 1-2

2.0 The Transformation Process 2-3

2.1 Input 3
2.2 Value-Added Process 3-5
2.3 Output 5
2.4 Feedback 6

3.0 The Life Cycle of the Service 7

3.1 Introduction 7-8
3.2 Growth 8-9
3.3 Maturity 9
3.4 Decline 9

4.0 Factors Affecting Productivity 10

4.1 Capital 10
4.2 Quality 11
4.3 Technology 11
4.4 Management 11-12

5.0 Value Analysis 12

5.1 Reduce regulations imposed on GrabCar drivers 13
5.2 Reduce useless advertisement 13-16

6.0 Recommendations 16
6.1 Create a safer platform for female drivers and passengers 16-17
6.2 Implement streak reward riding for users 18-21
6.3 Recommend hotspot places via Grab’s Map 21-23
6.4 Going Green 24-28

7.0 Conclusion 28

Reference 29-36
1.0 INTRODUCTION

Wong Shi Qi 

Grab, the leading transportation company in Southeast Asia, is a global ride-hailing

organization situated in Singapore. Besides transportation, Grab Holdings Inc also provides
financial and food delivery services to its customers through mobile applications (Soo, 2019).
Today, Grab operates in 30 cities in Singapore, Malaysia, Japan, Thailand, Indonesia,
Myanmar, Cambodia, Vietnam and the Philippines (Business Wire, 2019). GrabCar,
previously known as MyTeksi, was launched in Malaysia in 2012 by Anthony Tan and Tan
Hooi Ling, the graduates of Harvard Business School (Paronda, Regidor & Napalang, 2016).
Anthony got the idea to implement a taxi booking app after knowing his classmate was
struggling to call a taxi in Malaysia. He then pitched this idea and won second place at the
2011 Harvard Business Plan Contest where some angel investors invested in his project. In
2012, an Uber-like mobile application was launched as MyTeksi, and immediately extended
to GrabTaxi, and now as Grab (Wee, 2017). 

Figure 1. Grab’s organizational chart. (The Official Board, 2020).

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Figure 1 illustrates the organization structure of Grab. It consists of CEO, Anthony Tan and
Co-Founder, Tan Hooi Ling, followed by key positions in departments such as CFO,
Marketing, Human Resource and more.   

As an ‘everyday everything app’, Grab aims to make human’s life easier by providing
technological solutions in transportation, food delivery and digital payment service (Grab,
2020). However, this report focuses only on Grab’s transportation operation. Grab provides
transportation service through GrabCar mobile application that allows users to hail taxis or
cars through mobile GPS capabilities (Hussain, Mkpojiogu, JamaIsse & Mohammed, 2018). 

2.0 THE TRANSFORMATION PROCESS 

Wong Shi Qi

Figure 2
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Figure 2 illustrates Grab’s transformation process where various inputs undergo conversion
processes to form services. Grab also takes measurements at different stages of the
transformation process (feedback) and compares them with the standards set to decide if any
corrective measures are needed (control).

2.1 Input

The inputs in Figure 2 are the transformed resources in Grab’s operation. It is to be

transformed or converted in the process (Uttam Khatei, n.d). For instance, an initial grant of
$25,000 USD was used to establish MyTeksi in 2012 (Pradhan, 2019). Besides, Grab
successfully raised a total fund of $340 million in 2015 (Freischlad, 2015). The capital is then
used to introduce new services to expand Grab’s business. Furthermore, Grab Driver Centres
and Grab Kiosks are located at different regions in Klang Valley for registrations of new
drivers (Grab, 2020). Grab’s headquarter is located at One-north, Singapore, where it could
support 3000 employees. The third input is labour. In 2019, Grab has a total of 6000
employees.

Moreover, Grab utilizes various materials and facilities to generate services. Materials used in
Grab’s transportation services include cars and taxis, petrol, smart phones, Wi-Fi and GPS
systems. Grab also invested in facilities such as the Research and Development (R&D) centre
located in Singapore. Additionally, Grab app is the main facility that connects riders to the
drivers. 

Information is another key input in the transformation process. Grab uses different
information such as customers’ and drivers’ feedback to enhance service operations.
Customers who are riders, are the dominant transformed resources as Grab focuses on
processing inputs of customers by transforming their location. 

2.2 Value-added Process 

Grab operates by converting input resources into outputs of services. It uses several
transformation processes such as transporting, training and branding to enhance service
before offering it to users. 

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Grab’s main operation process is transporting customers. This includes picking up passengers
and sending them to their destinations at anytime and anywhere. Value is added by providing
extra convenience and high flexibility services to the riders. Besides, GrabCar has various car
options to cater different customer’s needs and wants. As shown in figure 3, users can choose
between an economy or premium GrabCar for both 4-seaters and 6-seaters (Wee, 2017). The
economy GrabCar is a budget-friendly choice whereas the premium GrabCar offers a more
lavish experience for the riders.

Figure 3. Photograph of GrabCar’s offerings. (Wee, 2017).

There are also various choices for Grab taxi such as standard taxi, limo taxi and electric taxi
as shown below:

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 Figure 4. Photograph of GrabTaxi’s offerings. (Wee, 2017).

To ensure quality in service, Grab Academy provides free training programmes for the
drivers such as financial management and car maintenance training. Moreover, Grab requires
drivers to meet the eligibility criteria such as a minimum star rating of 4.5 and minimal
cancellation rate. Customers are also assured with personal accident insurance once they
enter the car. 

The organization believes that the greater the value-added, the higher the efficiency achieved.
To illustrate, Grab has launched R&D centres in seven cities such as Kuala Lumpur,
Singapore and Seattle (Sivalingam, 2018). Grab then utilizes the profit earned from R&D to
invest in new facilities and branding to further add value to the business. For example, Grab
organized regional brand campaigns titled “Never Stop” in 6 markets across Southeast Asia
in 2019. 

2.3 Output

GrabCar drivers fulfil the rider's request by picking them up and sending them to their
destination safely. This creates an output when the rider pays for this service. Good manners
of drivers, good car hygiene and a comfortable ride also play an important role in creating
high quality service (output) as rider’s satisfaction is improved. 

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2.4 Feedback 

Grab collects feedback from its customers and drivers as a control purpose. Grab will then
decide whether corrections or improvements are needed to enhance operations and customer's
satisfaction. To illustrate, users could rate and comment on Grab driver’s service on the app
immediately after their ride, as shown in figure 5. 

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 Figure 5. Photograph of giving feedback on Grab app. (Grab, 2020).

Additionally, Grab upgraded the driver’s rating system to be more accurate and fairer. This is
where external factors such as app hiccups and routing miscalculations will not affect driver
rating. Moreover, after listening to the driver-partner's feedback, Grab launches a trip review
where drivers can now voice up their feedback about passengers and trip experience. This is
to ensure safety and improve driver’s experience. Lastly, Grab also reviews their driver’s
attitude and car’s cleanliness on a regular basis (Bismo, Sarjono & Ferian, 2018).

3.0 THE LIFE CYCLE OF THE SERVICE

Wong Jia Min

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 Figure 6

 3.1 Introduction 

Figure 7. MyTeksi first launched. (Tan, 2012).

MyTeksi app launched as the first smartphone-to-smartphone technology for hailing taxis in
Southeast Asia (Zaki, 2014). The application shows fare estimates ahead of time and drivers’
information to solve safety and price issues occurred in traditional taxis. This builds

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transparency and trust from customers. Many drivers were not optimistic and unwilling to use
this new concept. To encourage them to test, Anthony went to all the places that taxi drivers
would be (Ariffin, 2018). As MyTeksi gained popularity, it expanded to other Southeast
countries under the brand name GrabTaxi (Cosseboom, 2015). Figure 10 summarized the
flow of ride-hailing service when users are using GrabTaxi.

Figure 8. Ride-hailing service flow of GrabTaxi. (Choy, 2018).

3.2 Growth

Figure 9. Charts of Grab’s company growth. (Lee, 2015).

GrabTaxi always considers the cultural differences between various markets and tries to fulfil
those demands (Kong, 2014). It builds a fuller transport platform such as private car service
(GrabCar), motorcycle taxis (GrabBike), social carpooling (GrabHitch) and last mile delivery

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(GrabExpress) to serve Southeast Asia (Grab, 2016). In 2016, all services merged into one
brand called Grab. Grab’s sales and profit start to boom when its brand recognition increases.
It has experienced monthly average growth of 35% since mid-2015 on GrabCar rides (Grab,
2016). From Grab first launched until 2018, there were 2.5 billion Grab rides with around 4
million daily rides and carries over 36 million passengers (Ezzatul, Kee, Tuovi, Roslan &
Charlotte, 2019).

3.3 Maturity

Grab has become the largest land transport company in Southeast Asia (Grab, 2016). It has
many rivals with similar services competing with Grab such as Uber, Go-Jek and Lyft. Grab
implemented a rewards system to keep itself differentiated in the market. For example, it
offered RM800 for newly signed-up drivers and introduced GrabBenefits to both drivers and
customers for extra rewards (Wong, 2020). Besides, Grab integrates with Lyft and customers
will have access to ride-hailing services in both companies’ countries (Chen, 2016). Grab
became a “decacorn” after it merged with its top competitor, Uber’s Southeast Asia, which
likely reaches the saturation point (Pradhan, 2019). Recently, Grab is in the maturity stage.

3.4 Decline

In 2019, Grab experienced driver shortage due to the new government regulation requiring
drivers to apply for a Public Service Vehicle (PSV) license (Lokman, 2019). Drivers
especially part-timers are discouraged and around 22% have requested to quit to avoid extra
cost (Hakim, 2019). Grab needs high cost to recover losses or help to pay for license fees.
Furthermore, Grab is facing Covid-19 pandemic, the biggest crisis in company history
(Bloomberg, 2020). Ride-hailing services demand has significantly declined due to many
countries’ lockdown.  Grab seems still sustainable now but it requires more cash to maintain
operation. However, the time to decline in general will be a little further as Grab is the top
transportation company in Southeast Asia.

4.0 FACTORS AFFECTING PRODUCTIVITY

Wong Jia Min

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4.1 Capital

Grab was initially launched with US$25,000 and Anthony’s personal fund. To solve the
underbanked problem, Grab has begun a venture capital department to find partners for its
company. The funds raised will be used for internal business and boost development in the
field (Goh, 2015). Besides, Grab provides education and training programs for drivers to
increase human capital by improving knowledge and skills. It invests US$6 million to
develop new features on its mobile application for better performance (Yong, 2015). Grab
competes with competitors by raising more money and spending it all on its service to
increase productivity (Lee, 2015).

Figure 10. Grab’s funding rounds. (Chua & Soo, 2018).

4.2 Quality

Grab partners with training associations to offer relevant courses for its drivers to gain
experiences (The Star, 2020). It also bought electric cars to help driver-partners to save cost

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and earn up to 25% daily income (Grab, 2018). Moreover, Grab recruits talents as chief
technology officer to focus on enhancing productivity (Freischlad, 2015). Grab updates its
mobile application features frequently to keep improving user experiences. Safety of drivers
and passengers is one of Grab’s highest priorities and it is committed to provide best quality
rides (Chua & Soo, 2018). The higher service quality, the lesser requirement for fixing
mistakes, then the productivity improved. 

4.3 Technology

As Southeast Asia is a diverse region with different levels of infrastructure, Grab always
thinks hyperlocal (Gilchrist, 2018). It implemented a data analytics technology that can
analyse data of its customers’ needs, check for the popular pick-up locations, and adjust the
fastest route for drivers (EDB Singapore, 2017). The data allows Grab to offer services that
fulfil customer needs with the right price and drive to the exact location securely. Grab also
introduced GrabPay, a QR-code mobile payment service implemented for cashless rides
payment (Pradhan, 2019). Therefore, these technologies enable greater productivity and
demand in Grab’s ride-hailing services. 

4.4 Management

Grab boosts its productivity by implementing suitable ride policies for employees to reduce
management’s transport expenses (The Business Times, 2016). The workplace’s friendly,
fast-moving and organized cultures encourage employees to work with confidence and trust
(Cheok, 2018). Grab’s office design is creative and productive that fosters employees'
productivity. Furthermore, GrabBike and GrabCar provide employment opportunities with
flexible working hours and extra income earnings (Bengngu, Amtiran & Fanggidae, 2019).
Research shows the quality of work is more productive than representative jobs as both
sectors’ income increased by 113% and 114% (Damuri, 2019). However, the cost of new
partner recruitment is controlled to avoid affecting the company’s profits (Mayanda,
Wijayanto & Muflikhati, 2018).

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 Figure 11. Photograph of Grab’s office. (Grab, n.d.).

5.0 VALUE ANALYSIS

Lim Jie Ying

For the past few years, GrabCar has been improving continuously by providing the best for
their drivers and passengers (Baker & Skok, 2018). They have achieved around 3 million of
rides in a year, which proved that the company is growing profitably (Trefis team, 2019).
However, due to some consequences, a decreased number of GrabCar’s drivers and
passengers has occurred. As GrabCar has strong growth potentials, some goals need to be set
so that the number of drivers and passengers can rise again. Goals included reducing cost by
reducing regulations imposed on GrabCar drivers and reducing useless advertisements.

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5.1 Reduce regulations imposed on GrabCar drivers

In Malaysia, around 20% of GrabCar drivers have decreased due to the new regulations that
were implied by the government (Ali, 2019). Regulations, such as Public Service Vehicle
(PSV), medical check-up, annual check-up for cars, E-hailing Vehicle Permit (EVP) and e-
hailing insurance, have cost e-hailing drivers more than RM1k. With these regulations, Grab,
has become unattractive to the side-income earners (Adib & Wan, 2019). They have to pay
for a pricey license just to drive 3 hours per day, which is clearly unworthy for them. When
there are fewer drivers on the road, the possibility of fares will be higher and the waiting time
will be longer (Hana, 2019). For instance, if passengers travel from Sunway to Cheras, the
cost will normally be RM30, but during peak hours, it will increase to RM45. Hence, this has
led to imbalance of supply and demand. Although Grab is not the one who implemented these
regulations, Grab should take a step to speak on the behalf of drivers with the government
that how these regulations would affect the socio-economy of Malaysia as most of the e-
hailing drivers might go jobless. For instance, M40 group will be pushed to B40 group
(Tasnim, 2019). It is understandable that the government wants the e-hailing industry to be
legalised and safe for the public, but at least the cost of these regulations should reduce to
increase drivers on the road and maintain a reasonable fare.

5.2 Reduce useless advertisements 

Advertisements can be seen anywhere, whether it is tangible or intangible. With

advertisements, GrabCar drivers have the opportunity to earn extra incomes by installing the
advertisements in or on their vehicle on a first come first serve basis (GrabAds, n.d.).
Normally, online advertisements will cost around RM1500, while offline advertisements will
cost around RM2000 (Malaysia Dutch Business Council, 2018).

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Figure 12. Advertisements outside GrabCar. (Grab my, n.d.).

Figure 13. Advertisements inside GrabCar. (Grab my, n.d.).

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However, users have been complaining to Grab about their useless advertisements, such as
Grab’s ‘Better Journeys’ campaign, instead of offering promotion advertisements (Ravi,
2019).  As this might lead users to be uninterested in Grab, Grab can reduce advertisements
that are useless to users and substitute advertisements that can benefit drivers and customers.
For example, Grab Malaysia can adapt ideas from Singapore’s Grab on providing
complimentary bottles of water and place one bottle in cars that the driver has installed the
advertisements to thank the passengers, as a way to show gratitude for their continuous
support.

 Figure 14. ‘THANKS’ bottles. (Ravi, 2019).

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Passengers will have to collect 6 bottles that spelled with ‘t’ ‘h’ ‘a’ ‘n’ ‘k’ ‘s’,and post it on
Instagram by hash tagging “#Grabtitute” to participate in winning a voucher worth RM50.
For instance, if passengers want to travel to the airport and the fixed rate is RM65, RM50
promo code can be used to deduct the fare and it will become RM15 in total. If passengers
want to travel short distances, like Sunway to Puchong, which only costs RM10 per ride,
passengers can still use the RM50 promo code to deduct and save RM40 for next ride. Hence,
winners can enjoy reduction for their rides, which this has allowed fares to reduce.

6.0 RECOMMENDATIONS

Winnie Yap Shiao Yin and Lim Jie Ying

6.1 Create a safer platform for female drivers and passengers

Winnie Yap Shiao Yin

In recent years, there has been an increase in women Grab drivers. According to the statistics
provided by Grab (2018), the number of women Grab drivers in Southeast Asia increased by
more than 230% in 2017. To ensure the safety of both passengers and drivers, Grab has
introduced two initiatives which are “One-Touch Emergency Button” and “Eagle-I CVR in-
car dash cam” (Goh, 2017).  However, even with these two initiatives being implemented,
there are still countless cases of women drivers and passengers getting involved in assault and
hijacked cases. 
 
To strengthen the security for the female users, Grab can provide a new ride option specially
for women which is “Grab for Women”. This particular selection will let female users and
drivers experience a different kind of ride as it gives them a choice to be more comfortable
and relaxed. The figures below show the prototype for “Grab for Women”. Figure 15 shows
the user’s point of view and figure 16 is the preview of the Grab driver app. 
 
In July 2018, the Malaysian’s Ministry of Transport Anthony Loke announced that all e-
hailing apps are legal, and all users and drivers need to register their identification card or
passport (Asklegal, 2019). In benefit of this, Grab will be able to accurately track the users’
details and allow the “Pink" option to the female users and drivers only. Furthermore, the
“Grab for Women'' option will have no additional charges to their riders and is driven by the

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top-rated female drivers. To emphasize more on the advantages of adding this new option,
Grab is guaranteed to attract more female users than before as the option assures the safety of
both passengers and drivers. As for the existing female users, they will be more devoted to
the app and the brand loyalty of Grab will increase rapidly. 

Figure 15 Figure 16

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6.2 Implement streak reward riding for riders

Charlie Munger (2017) once said “Show me the incentives and I will show you the outcome”,
this quote is about how incentives drive nearly everything in life. For this reason, Grab
should develop a streak reward system as it will serve as an incentive to their users. Below
shows the prototype of the streak reward in the Grab app.

Figure 17

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As shown above, users are applicable to the daily reward if they use one of the Grab services
which are Grab Car, Grab Food, Grab Express and Grab Pay per day. The reward for each
day will be different and it will be more valuable than the previous day, for instance, users
will have the benefit of x1.5 points for 24 hours and for day 2, the reward will be RM5 off for
any Grab services. However, once the user loses the daily streaks, all rewards will
automatically reset to day 1. Moreover, the variety of rewards will be based on the users’
membership tier, each tier will have a different set of daily rewards. For example, day 1’s
reward for Gold Member is a 10% off voucher for Grab Food but for the Platinum Member,
they will be getting a 30% cash rebate for any Grab services. By adding this feature, users
will be motivated to upgrade their membership. With this incentive, Grab will definitely have
an increase in daily usage. 
 
To boost the performance of their drivers, Grab Malaysia needs a special incentive, just like
Singapore Grab. They developed a very productive incentive to their drivers which is the
“Super Steady” Incentives. This reward fund is made up by the Singaporean Government and
Grab to supplement their driver’s income for 90 days which is from 2 nd March to 31st May
2020 (Grab, 2020). This reward is also based on the ‘streak’ factor, but it is monthly counted
instead of daily. This particular incentive rewards drivers who drive at least 200 trips for
Grab per month. Moreover, there are 2 components of the “Super Steady” Incentive Program
for drivers which are Reward Payout (Diagram 1) and Reward Cash-Back (Diagram 2)
(Kim, 2018).  
 

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21
In conclusion, Grab’s “Super Steady Incentive” program has been popular in Singapore as it
gives financial rewards to drivers and it also contributes a lot to Grab’s revenue and demand
(Lee, 2020). For these particular reasons, Grab Malaysia should also implement this incentive
program to achieve greater productivity.

6.3 Recommend hotspot places via Grab’s Map

Winnie Yap Shiao Yin

In recent years, Grab has provided numerous beneficial programs such as Grab Travel Pass
and Grab Rent-A-Car for tourists visiting ASEAN countries (Grab, 2019). By downloading
the Grab app, tourists can enjoy various rewards while travelling. However, to further target
the tourist segmentation and to boost ASEAN tourism rate, Grab should add a
recommendation feature of that particular country’s hotspot on its map. This feature will
allow local stores to promote their businesses and let users rate them. Local stores can also
upload some pictures and label their businesses in some keyword tags to help tourists
acknowledge them more easily. Besides that, local users can leave their comments on that
particular store’s page to give personal opinion. Thus, tourists can review themselves and
choose their desired destination to go. 

The visuals of the prototype are at below, figure 19 shows that overall pinpoints hotspots of
that particular area and figure 20 is an example of a business’s page. 

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23
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6.4 Going Green 
Lim Jie Ying

In the year of 2016, Grab has brought electric cars into Malaysia by collaborating with Green
Tech Malaysia, (Tech Wire Asia, 2016). Users can use Grab app to book a ride, under
‘specialty’, with Tesla Model S85 and cost RM15 per ride in selected locations only.
However, the event will only be held for 3 days, which has caused disappointment to users
who are eco-friendly. To save the earth, Grab should make electric cars as one of the rides
permanently. By making it permanent, Grab can sign with Green Tech Malaysia and hire
drivers who owned the electric cars. In Singapore, Grab has allowed electric cars to be a part
of their company by partnering with SP group, (Chan, 2018). Hence, Malaysia Grab maybe
can take this opportunity to take more electric cars from there. The selection of this ride will
be named as ‘GreenGrab’, as the word ‘green’ has given people a mindset of lesser pollution
and cleaner earth, (Afiqah et al, 2019). With ‘GreenGrab’, Grab can attract potential
customers who are eco-friendly, while also captivating people to develop interest in being an
eco-friendly person. Refer to figure 20 and 21 for a clearer vision of ‘GreenGrab’.

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 Figure 20 Figure 21

Now, what is so good about electric cars? Let’s take Green Tech Malaysia’s product, which
is Tesla Model S85, as an example. It has 805kWh battery pack capacity, which can drive up
to 502km, and also can accelerate from 0 to 100km/h within 5.6 seconds, (EVcompare.io,
n.d.). Other than that, the features of the electric car are like most of the fuel cars, where they
can fit up to 4 passengers with 1 driver. Moreover, the electric car’s body style is a lift-back
type of car. Passengers can place their personal belongings, such as luggage or groceries,
comfortably and safely, (EVcompare.io, n.d.).

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 Figure 22. Tesla Model S85. (Sheith, 2016).

Competitive advantages of Grab will increase because of ‘GreenGrab’ as it benefits Grab

users, and most of the competitors do not have rides like this. In Malaysia, the price of petrol
has increased annually, which has caused Grab drivers who drive electric cars to earn 25%
more than drivers who used fuels, (iMoney Learning Centre, 2019). At this point, passengers
will also be benefited as the fares will be cheaper than normal fuel cars rides, such as
JustGrab. Grab users that are not familiar with ‘GreenGrab’ have the chance to ride in an
electric car, and their mindset towards the environment might change, (Afiqah et al, 2019).
However, Grab will be the one who benefits the most. With the existence of ‘GreenGrab’,
Grab can save more cost. Thinking about the long term of ‘GreenGrab’, a huge investment
will be needed. Although a large amount of money will be dumped into ‘GreenGrab’, it can
actually save a lot of money because there will be lower tax and zero petrol fee. If Grab only
has short investment for ‘GreenGrab’, it will definitely cost more than long term investment
as attention will only be on fuel cars, such as JustGrab. Most importantly, ‘GreenGrab’
allows Grab to be profitable. According to Soon and Saheli (2019), Grab might reach their
target market in a cost-effective way throughout the long-term period as the ride of green
vehicles in Singapore’s Grab are currently doing well and analysis regarding ‘GreenGrab’
was assumed to be profitable.

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Not to leave out that bicycles can also make the environment better. With bicycles, which can
be named as ‘GrabCycle’, users do not have to depend on drivers by wasting time to book
and wait. Singapore has already implemented ‘GrabCyle’ as part of their rides, where users
can cycle flexibly, (Press Centre, 2018). This can allow petrol to be saved and riders to be
healthier. Also, with ‘GrabCycle’, the traffic congestion on the road will be reduced as fewer
people will be driving.

Figure 23

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How to use ‘Grab Bicycle’? Places, such as hotels or parks nearby, will be found with
bicycles. There will be a code stated on the bicycle, and users will need to scan it with the
Grab app. Money will be paid after the code has scanned, and then users can start riding on it.
Riders can view the Grab app to show where they are, which place they want to head
towards, what is the time estimations to reach and how much time will be left for them to ride
the bicycle. The time limit will only be 3 hours so once riders have returned the bicycle, they
will have to select ‘done’ on the Grab app. If riders did not return the bicycle on time, there
will be an extra charge. To avoid bicycles being stolen, Grab will track the bicycle through
users’ Grab app, and place a GPS on each bicycle. To ensure safeness, Grab will also provide
a helmet, which is placed with the bicycle. Hence, there is no problem to ride on
‘GrabCycle’.

7.0 CONCLUSION
Wong Shi Qi, Wong Jia Min, Lim Jie Ying and Winnie Yap Shiao Yin

Grab should decide the best method to implement in their operations to maintain its leading
position in Southeast Asia and have a positive impact on productivity. With the ideas
suggested in the value analysis and recommendations being implemented, Grab will surely be
able to be the monopoly of all ride-hailing apps. 

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3rdProof.pdf

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coronavirus-single-biggest-crisis-companys-history

Business Wire. (2019, February 20). Grab Ranked Top Transportation Company and Second
Overall on Fast Company’s Most Innovative Companies List for 2019. Retrieved from
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Transportation-Company-Fast-Company’s

By July, you need to register your MyKad to use Grab (or any e-hailing app). (2019).
Asklegal. Retrieved from https://asklegal.my/p/ride-share-grab-hailing-ic-passport-mykad-
selfie-verification

Chan, M. (2016). Grab Goes Green With Rollout of 200 Electric Cars From 2019 – Drivers
Can Earn Up To 25% More. Retrieved from Vulcan Post website:
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Chen, Y. (2016). Attention SEA Travellers To The US: Ride-Hailing Apps Grab And Lyft
Have Now Been Integrated!. Retrieved from https://vulcanpost.com/577264/grab-lyft-
integration/

Cheok, J. (2018). The Grab effect. Retrieved from

https://www.businesstimes.com.sg/brunch/the-grab-effect

Choy, V. (2018). Ride-hailing service flow of GrabTaxi [Image]. Retrieved from

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Chua, K., & Soo, Z. (2018). Grab’s funding rounds [Image]. Retrieved from

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southeast-asias-most-valuable-tech

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Chua, K., & Soo, Z. (2018). From machine guns to Fortune magazine, Grab's CEO hits the
big time. Retrieved from https://www.scmp.com/tech/article/2157177/how-grabs-ceo-
steered-it-garage-malaysia-southeast-asias-most-valuable-tech

Cosseboom, L. (2015). GrabTaxi’s journey to a billion-dollar startup (INFOGRAPHIC).

Retrieved from https://www.techinasia.com/history-unicorn-grabtaxi-infographic

Damuri, Y. (2019). GRAB’S ROLES IN UNLOCKING THE POTENTIALS OF

INDONESIA’S INFORMAL SECTOR. Retrieved from https://assets.grab.com/wp-
content/uploads/media/grab_indonesia_economic_impact_report(2019).pdf

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Ezzatul, A., Kee, D., Tuovi, H., Roslan, N., & Charlotte, S. (2019). Case
GRAB. International Journal Of Tourism & Hospitality In Asia Pacific, 2(2), 2. Retrieved
from http://ejournal.aibpm.org/index.php/IJTHAP/article/view/529/532

Figure 12. Car Wraps. Adapted from Grab, by Anonymous, n.d.,

https://www.grab.com/my/driver/transport/ads/
 
Figure 13. In-car Branding. Adapted from Grab, by Anonymous, n.d.,
https://www.grab.com/my/driver/transport/ads/
 
Figure 14. ‘Thanks’ bottles. Adapted from Mumbrella Asia, by Ravi, B., 2019,
https://www.mumbrella.asia/2019/06/grab-singapore-responds-to-critique-on-useless-ads-
with-grabitude-promotion
 

32
Figure 22. A peek inside the Tesla Model S85. Adapted from FMT news, by Sheith, K. B. A.
B., 2016, https://www.freemalaysiatoday.com/category/leisure/2016/10/19/a-peek-inside-the-
tesla-model-s85/

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Freischlad, N. (2015, May 8). Three years, $340M funding, millions of users: GrabTaxi’s
Anthony Tan reflects on the journey. Retrieved from https://www.techinasia.com/3-years-4-
funding-rounds-grabtaxis-anthony-tan-reflects-journey

Goh, J. (2015). MyTeksi bags over RM1 bil funding in 14 months. Retrieved from
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Gilchrist, K. (2018). 3 steps that helped a Harvard Business School start-up conquer
Southeast Asia. Retrieved from https://www.cnbc.com/2018/10/25/advice-for-building-a-
business-how-grab-expanded-in-southeast-asia.html

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market-dominance-in-southeast-asia/

Grab. (2018). Grab Invests in New Electric Vehicle Fleet, Enabled by SP Group’s Fast-
Charging DC Network | Grab SG. Retrieved from
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by-sp-groups-fast-charging-dc-network/

33
Grab. (2020). Grab Driver Centre & Kiosks. Retrieved from
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Hana, N. H. (2019, July 9). Brace for fewer Grab drivers on the road post-July 12. New
Straits Times. Retrieved from https://www.nst.com.my/news/nation/2019/07/502968/brace-
fewer-grab-drivers-road-post-july-12

Hussain, A., Mkpojiogu, E. O. C., Jamalsse, A., & Mohammed, R. A. (2018). Grab mobile
app: a UX assessment on mobile devices. Journal of Advanced Research in Dynamical and
Control Systems (JARDCS), 10, 1233-1238.

Howe, G. T. (2017). Grab introduces new initiative to improve safety. New Strait Times.
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initiatives-improve-safety

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Lee, T. (2015). Tech in Asia - Connecting Asia's startup ecosystem. Retrieved from
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34
Lee, Y. (2020). Grab Reverses Plan to Cease Driver Incentives Amid Backlash. Bloomberg.
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cease-driver-incentives-amid-backlash

Lokman, T. (2019). Drivers quit over E-hailing ruling | New Straits Times. Retrieved from
https://www.nst.com.my/news/nation/2019/04/476841/drivers-quit-over-e-hailing-ruling

Malaysia Dutch Business Council. (2019) Advertising Rates. Retrieved from MDBC website:
https://www.mdbc.com.my/wp-content/uploads/2019/03/2019-MDBC-Rate-Card.pdf

Mayanda, L., Wijayanto, H., & Muflikhati, I. (2018). Factors Affecting Satisfaction and
Loyalty of Online Taxi-Motor Partners. Indonesian Journal Of Business And
Entrepreneurship, 4(2), 208. doi: 10.17358/ijbe.4.2.207

Munger, C. (2017). AZQuotes.com. Retrieved from

https://www.azquotes.com/quote/1388572

Kong, X. (2014). MyTeksi: Down the road. Retrieved from

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Paronda, A. G. A., Regidor, J. R. F., & Gaabucayan-Napalang, S. (2017). An Exploratory

Study on Uber, GrabCar, and Conventional Taxis in Metro Manila. University of the
Philippines. 

Pradhan, D. (2019). How Grab is Becoming an Everyday, Everything App in Southeast Asia.
Retrieved from https://www.entrepreneur.com/article/334690

Press Centre. (2018) Grab Unveils Southeast Asia’s First Bike-Sharing Marketplace App.
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southeast-asias-first-bike-sharing-marketplace-app/

Ravi, B. (2019, June 12). Grab Singapore responds to critique on ‘useless ads’ with
‘Grabtitude’ promotion. Mumbrella Asia. Retrieved from
35
https://www.mumbrella.asia/2019/06/grab-singapore-responds-to-critique-on-useless-ads-
with-grabitude-promotion

Sivalingam, J. (2018, December 11). Where is Grab launching its seventh R&D center?
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center/

Soon, S., & Saheli, R. C. (2019). Grab CEO says the company can go public ‘once we’re
profitable’. Retrieved from CNBC website: https://www.cnbc.com/2019/11/15/ride-hailing-
firm-grab-can-go-public-once-its-profitable-ceo.html

Soo, Z. (2019, December 12). As Grab expands to food and finance, its transport business is
no longer driving most of its growth. The Star. Retrieved from
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finance-its-transport-business-is-no-longer-driving-most-of-its-growth

Super Steady. The more you drive, the more you get. (2020). Grab. Retrieved from
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Tan, P. (2012). MyTeksi first launched [Image]. Retrieved from

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The Star. (2020). Grab Singapore to provide training, financial support for delivery and driver
partners. Retrieved from https://www.thestar.com.my/news/regional/2020/02/07/grab-
singapore-to-provide-training-financial-support-for-delivery-and-driver-partners
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Wee, V. (2017, January 9). [Photograph of GrabCar’s offerings]. Retrieved from

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Sun Daily. Retrieved from https://www.thesundaily.my/archive/1201743-MRARCH277178

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38
Marking Rubrics

Rating: 0 = Not attempted, 1 = Poor, 5 = Excellent.

De s criptions 0 1 2 3 4 5 Factor Total

1. Introduction (explanation of unit, org
X2
chart, main activities, etc.) 10 marks
2. The transformation process (with
discussion on the value-added process) X2
10 marks
3. Define the life Cycle of the product
or Service (5 phases) X2
10 marks
4. Define factors affecting productivity
(explanation of 4 factors) X2
10 marks
5. Analysis using the value analysis of
product X2
10 marks
6. Recommendations for improvement 30 X6
marks
Overall quality of demonstrating
operations concepts (diagrams, photos, X4
tables, charts, etc.) 20 marks
Penalty related to 10 peer-reviewed
articles, turnitin report, and word count X(2)
requirements (-6 marks)*

100 marks