Grab vietnam head jerry lim on plans amidst heated competition – krasia what is your highest level of education completed

Across Southeast Asia, a hotbed for an internet economy underpinned by a growing population of affluent and tech-savvy mobile users, Grab was in a race for market share with Uber – including in Vietnam – until the companies agreed to merge earlier this year.

I’m a Singaporean and among my team in Vietnam, I’m the only foreigner. Who understands the local market better than the locals? I don’t see this as a long-term role for me. what is your highest level of education survey I do knowledge transfer, best practices, and build a very solid team, to eventually have a local run the organisation in Vietnam.

Second reason was that I wanted to feel that I’m doing something that could have a lot of impacts. The only opportunity to see this kind of [exponential] growth is when you work in a developing country. If you were in China for ten years, you’d have seen it.

And I felt that Vietnam was in a very good place at that point in time to experience this sort of growth as well. Three challenges

Lim: One challenge was regulations. The pilot license when I first went there just got approved. There was a lot of pushback from the taxi association and companies against the entry of e-hailing, which was disrupting their business. Obviously, they were pressuring the government. We started working with them to see how we can be more cooperative but also help the government to show positive benefits of embracing technology. Over the last two years, a lot has changed.

One of our strong selling points was the dream. You’re doing something that’s making a lot of impact on the people. We pay decently, by the way. It’s not that we pay a low amount, but it’s just not top-dollar. hitler’s highest level of education Convincing talent, especially tech talent in the initial early days to join us was really tough.

The third challenge was convincing all our partners to get on board. Today, we have more than 150,000 bikers. Bikers, traditionally, are not very technologically savvy. To get them to embrace technology was a hurdle. You have to go individual, face-to-face. You can’t throw them online training and say to go on YouTube to watch the training. On onboarding our partners, merchants and drivers – not only our supply side, but even restaurant merchants, [it’s challenging]. It really is very hands-on, face-to-face. I think the work we do is very meaningful because you’re changing the face of traditional industries. As a country, they’re all taking one step toward technology and digitisation. Encouraging a cashless society

Lim: All our bikers have an e-wallet. We want to enable them to collect cashless transactions, whether it’s through credit cards or payment credits. This money goes in their e-wallets which they can cash out on a daily basis. This money is wired the next day to their bank accounts.

We [collect our service rates with] a commission wallet. When [bikers] take a job, let’s say a 120,000 VND (Vietnam dong) job, we deduct 20% from that wallet. They could transfer money from their cash wallet to this credit wallet as well to top up, so they don’t have to go to a bank to top up their credit wallet in order for commissions to be deducted. One of the local things that we’ve done is to enable these cash wallet to credit wallet transfers.

We’re trying to get more people to adopt the wallet solution and cashless platforms, so one of the ways to incentivise that kind of the behaviour, we used to offer promo codes for cash transactions, now we offer it for cashless transactions.

One of the other interesting things that we do for localisation is that for corporates, in Vietnam, they still use taxi cards. We came up with our own card system, a corporate card. If I go to a company, let’s say Unilever, they could have a Grab corporate card, which they can then use by inputting the card number into our app and then take cashless rides. education level 6 At the end of the month, we charge it to the company.

Lim: There’s a lot of things we’re experimenting with in the region. I think that’s one great thing about being a regional company. You have a multitude of products you can pilot in different cities. Each of the cities can look and ask if the results are relevant to their market.

As an example is Grab Shuttle which started in Singapore. Now we’re working with the Vietnamese government to see how we can optimise public transportation routes using shuttle buses. We’re also looking at rental models where tourists and business people could rent a car for the whole day versus booking point to point.

One of the local things we do in Vietnam is GrabProvince. Because Vietnam has 63 provinces, people sometimes take business trips or holidays from one province to another. So we launched an inter-province trip with our seven and four-seater cars. For example, if I’m in Ho Chi Minh City and I want to go on a short holiday in Phan Thiết, I can book a car that sends me there.

We are still working very hard towards [building] the ‘super app’ ecosystem as well. One of the key things is to bring in other merchants and technology companies and get them integrated into the ecosystem. We won’t say that we want to launch new products and services in these areas, but we work with partners and other technology companies, as well as startups, to integrate their services and offerings into our ecosystem. They are able to leverage the user base that we have to offer, but at the same time our users get to experience all the new products and services on the platform. Deal with new challengers

Focusing on the customer has always been our top priority. salary comparison by education level When it comes to competition, we believe that competition is good for the industry. Iron sharpens iron. If the customer is choosing a different competitor product over ours, what is the reason? It leads us to question ourselves and continue to innovate and iterate and become even better.

I say that competition is good for the industry, but to the extent that there are certain competitors who focus so much on growth that they neglect certain things like quality or allow the prevalence of fraud on their platform. [Competition] must be done in a healthy manner.

But what we think is very lasting through the times, is if we can hold true to our promise – the quality and the service standards that we deliver to the customer, and we hold true to the values that we have, then eventually, it builds a very strong brand that resonates with the customer. If certain companies have less strict onboarding processes it results in higher occurrences of fraud on the platform.

It’s also bad for the [reported figures] because some of the bookings are actually fake, which means that there are a lot of cancellations. These are cases where if you don’t have very strict fraud checks on the system, then the widespread prevalence of this is very detrimental to the overall experience, whether it’s for the customer or supply partners.

It’s harder to scale. We look at our app as a regional thing because when you want to roll out new features, new patches, security fixes, it’s so much faster to do it in the same stack over the entire region. But if you have different applications in different countries, you have to create the extra fix for each. It takes more time and resources.

Plus, if you’re launching a new brand, you have to spend a lot on marketing to educate the public, to tell them that this is a new brand. They really spent a lot during their launch events to market the brand. We do welcome competition. Sometimes, they throw out claims of numbers that they have without a lot of validation.

Lim: We felt that it was a very interesting strategy, saying that it’s by the locals for the locals. We do see a lot of resonance. When they first started, they said that it’s by the locals for the locals but they’ve now shifted their branding message to “an everyday app for the people”. Which is very similar to ours.

One of the very interesting things that we saw in general when competitors are very focused on growth, they tend to neglect their back-end infrastructure. If you decide to focus on growth as a story itself, safety, which has always been paramount to us, may lose some of its focus. Addressing safety

But that’s the district system – the city. average income by education level Then, you’ll have to go to the national level, which will take a longer time. So you have to go to the Ministry of Justice to get that, and that takes about 14 working days. The first level we have is to get the local documentation from the police while waiting for the official nation-wide record.

One of the other interesting companies that recently came up is FastGo; they are funded by VinaCapital. This is actually developed by locals, where they say we’re developing something that is relevant to the market and we’re trying to take it to the next level.

[Competition] forces us to think about the next step. Be like Apple in the old days, where you’re able to predict what a consumer needs, even though they may not actually say that they need this feature or product. We need to be at that level.