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“东南亚版滴滴”CEO:新冠带来了永久性数字革命

“东南亚版滴滴”CEO:新冠带来了永久性数字革命

Veta Chan 2020年08月31日
哪怕等危机过去了,它所催生的数字化变革的影响很可能会持续。

新冠肺炎病毒的持续蔓延打乱了人类的商业模式,迫使企业高管和消费者纷纷涌入电子商务大潮。打车软件Grab的首席执行官兼联合创始人陈炳耀说,哪怕等危机过去了,它所催生的数字化变革的影响很可能会持续。

“改变是永久性的。”陈炳耀说,“以前,‘完全不用现金’的食品、网购商品、生活用品通通快递上门还是件新鲜事,现在已经司空见惯。”

Grab是一家总部设在新加坡的初创公司,现在已经成为一种“超级应用”,提供的服务包罗万象:东南亚地区的送餐、数字支付、医疗保健、金融以及打车服务。该公司目前在该地区300多个城市拥有1.87亿用户。

在软银(SoftBank)的支持下,Grab今年2月筹集了逾8.5亿美元资金,进军金融服务领域。同月,新冠肺炎疫情的到来让Grab的生意发生了翻天覆地的变化。

陈炳耀说,在疫情封锁初期,Grab的打车业务遭遇重大挫折,但其送货业务增长了20%到30%。疫情期间,公司扩大了送货服务规模(包括送外卖的GrabFood,送日用品的GrabMart和送快递的GrabExpress),以满足滞留在家的顾客不断增长的需求。该公司旗下面向商家的服务 GrabMerchant能帮助小企业实现数字化运营,它还推出了一套详尽的安全叫车服务措施GrabProtect,以确保商户和客户的卫生和安全。

这些举措不足以完全抵消经济下行的负面影响。今年6月,Grab裁员约5%,裁掉了360名员工。陈炳耀当时表示,这将是2020年最后一次全公司范围内的裁员。

上周,陈炳耀和《财富》杂志的克雷·钱德讨论了Grab出台了哪些措施保护商家和客户,以及疫情期间东南亚地区的消费者行为和商业战略发生了什么样的变化。出于篇幅和清楚表述的考虑,下面的对话经过了编辑。

《财富》:疫情期间,你们采取了哪些卫生措施来保障团队成员的健康和安全?

陈炳耀:我们是第一家引入GrabProtect措施的公司。想想看,你打了辆车,车里有洗手液,有塑料防护罩。每次你用(Grab)应用打车,都要确认同意所有这些条款,如果(司机)看到你没有戴口罩,哪怕你付钱,他也可以选择拒载。这在以前是不能接受的,但今天我们会把安全和卫生放在第一位,甚至高于客户。客户们对此也很赞同,我们也看到了这么做对公司确实有好处。

不仅是乘车,我们的送餐服务也是如此。例如,我们做足了防护,还会确保商家和司机能按时测体温。他们每天必须不断地在应用程序中提交体温数据。

优步(Uber)和来福车(Lyft)等同类产品反映很难让用户建立足够的信任去使用他们的app。Grab 的客户呢?

我们的业务很多元,从打车、交通运输到食品、超市、生活用品等各类配送,一直到社交电商。

多元化的作用正在显现,因为随着疫情蔓延,城市封锁,打车业务自然缩减。但我们的送货业务发展得非常非常快。我们还看到,由于这个地区的汽车保有量比美国低得多,人们更愿意(用Grab出行),只要你能保障安全和卫生。

你是否认为,疫情促使人们更习惯于网上购物和电子商务,而这将是一个永久性的转变?

一点没错。这是一种永久性的转变。例如,我们送餐业务有很多顾客是18岁、20岁到35岁、40岁的女性。但由于疫情,我们看到,即使是35岁到55岁之间年纪更大的顾客,也比以前更能接受点外卖了。

这种“完全不用现金”的想法——食品、网购商品、生活用品通通快递上门——以前还是件新鲜事,现在已经司空见惯。

你经常和小企业打交道——现在对他们来说一定很困难。你是否对东南亚大多数经济体在应对疫情方面取得的成功感到惊讶?

对于一些小企业来说,这是一段非常非常困难的时期。很多没用Grab的商家都不得不关门了。这也是为什么我认为,GrabFood和(移动支付解决方案)GrabPay等服务在疫情初期一度被视为最值得加入的平台……如今它们(是)许多公司最主要的生意来源。域内许多当地政府把我们列为基本服务,甚至比公共交通更重要,因为人们不用去上班了。而在封锁期间,把食物送进家里是必不可少的。

我觉得,当企业面临生存威胁时,对(Grab)的需求会增加。你会问,“嘿,我的城市封锁了,我得把生意转到线上,我怎样才能尽快转到线上?怎么才能保住我的生意?”

东南亚90%左右的企业都是中小型企业,中小企业是该地区商业的主要组成部分。很多企业都采取传统的运营方式,也就是说大多都没有开设线上业务。所以食品和百货电子商务以及移动支付的渗透率仍然很低。与美国或中国相比,无现金的比例非常低。我认为,新冠疫情让我们清楚看到未来的发展趋势,只是把它向前推进了很多年。

这个地区,或者至少说新加坡和许多其他国家,相当守规矩。他们非常自律,他们会说“我是(一个)新兴市场,我需要这个,我需要接受生存所需的一切。”他们有这样的诉求。所以他们很快就转向了线上。

东南亚经济重新开放的状况如何? Grab是如何应对的?

我觉得各个国家情况不一样。(在)新加坡,他们越来越愿意探索,越来越开放。例如,现在可以有50人参加婚礼;一开始每张桌子只能坐有五个人,现在变成了50人。而在其他一些市场,比如菲律宾,刚刚才进入…隔离。这与新加坡的情况截然相反。

我认为作为区域性企业的美妙之处在于,像菲律宾这样的市场开始隔离时,那里90%以上的业务会受到冲击,而在正在逐步开放的新加坡,业务会增加,我们因此感到非常幸运。我们在360个城市开设了业务;正是这种跨行业、跨地域开展大规模多样化经营的能力,赋予了Grab生存韧性。

在新冠肺炎疫情时代,你们是如何调整商业规划的?

我们有一个优势,因为我们有大量GrabCar和GrabBike司机,交通一旦被封锁,他们就能派上用场。GrabFood的业务量出现激增,所以我们在差不多两个月的时间里,让14.9万名司机转换职能,从过去每天送人上下班,变成了现在爬楼梯、从餐厅取送餐,或者去杂货店买东西,再送到顾客手里。我们还看到,我们的GrabMart在两个半月的时间里扩展到了50个城市,扩展到了8个国家。在这么短的时间里,我们已经与3000[多]家商户合作,这些都发生在疫情期间。

还有GrabPay(移动钱包支付)。现在用信用卡会让人感觉很不干净。因此,通过二维码支付给该地区成千上万的商户这个想法于我们而言是巨大的机会,而且这个地区的大多数人——大约有70%——从某种意义上讲是没有银行账户的。你不会想到,人们现在甚至都不想掏出信用卡。顾客行为的这种改变非常普遍。而商家……实际上也鼓励他们的收银员不要接受(信用卡),因为他们也不想让员工生病,再把病症传给其他人。因此商家会说“我们积极鼓励各位使用手机二维码支付。”

我现在看到一些商店甚至不再接受现金……这是一个新的现实。(财富中文网)

本文属于“东方世界聚焦”( Eastworld Spotlight)系列,该系列主要包括和亚洲企业高管、专家、创业家和投资者就商业、科技和金融问题进行对话。

译者:Min

新冠肺炎病毒的持续蔓延打乱了人类的商业模式,迫使企业高管和消费者纷纷涌入电子商务大潮。打车软件Grab的首席执行官兼联合创始人陈炳耀说,哪怕等危机过去了,它所催生的数字化变革的影响很可能会持续。

“改变是永久性的。”陈炳耀说,“以前,‘完全不用现金’的食品、网购商品、生活用品通通快递上门还是件新鲜事,现在已经司空见惯。”

Grab是一家总部设在新加坡的初创公司,现在已经成为一种“超级应用”,提供的服务包罗万象:东南亚地区的送餐、数字支付、医疗保健、金融以及打车服务。该公司目前在该地区300多个城市拥有1.87亿用户。

在软银(SoftBank)的支持下,Grab今年2月筹集了逾8.5亿美元资金,进军金融服务领域。同月,新冠肺炎疫情的到来让Grab的生意发生了翻天覆地的变化。

陈炳耀说,在疫情封锁初期,Grab的打车业务遭遇重大挫折,但其送货业务增长了20%到30%。疫情期间,公司扩大了送货服务规模(包括送外卖的GrabFood,送日用品的GrabMart和送快递的GrabExpress),以满足滞留在家的顾客不断增长的需求。该公司旗下面向商家的服务 GrabMerchant能帮助小企业实现数字化运营,它还推出了一套详尽的安全叫车服务措施GrabProtect,以确保商户和客户的卫生和安全。

这些举措不足以完全抵消经济下行的负面影响。今年6月,Grab裁员约5%,裁掉了360名员工。陈炳耀当时表示,这将是2020年最后一次全公司范围内的裁员。

上周,陈炳耀和《财富》杂志的克雷·钱德讨论了Grab出台了哪些措施保护商家和客户,以及疫情期间东南亚地区的消费者行为和商业战略发生了什么样的变化。出于篇幅和清楚表述的考虑,下面的对话经过了编辑。

《财富》:疫情期间,你们采取了哪些卫生措施来保障团队成员的健康和安全?

陈炳耀:我们是第一家引入GrabProtect措施的公司。想想看,你打了辆车,车里有洗手液,有塑料防护罩。每次你用(Grab)应用打车,都要确认同意所有这些条款,如果(司机)看到你没有戴口罩,哪怕你付钱,他也可以选择拒载。这在以前是不能接受的,但今天我们会把安全和卫生放在第一位,甚至高于客户。客户们对此也很赞同,我们也看到了这么做对公司确实有好处。

不仅是乘车,我们的送餐服务也是如此。例如,我们做足了防护,还会确保商家和司机能按时测体温。他们每天必须不断地在应用程序中提交体温数据。

优步(Uber)和来福车(Lyft)等同类产品反映很难让用户建立足够的信任去使用他们的app。Grab 的客户呢?

我们的业务很多元,从打车、交通运输到食品、超市、生活用品等各类配送,一直到社交电商。

多元化的作用正在显现,因为随着疫情蔓延,城市封锁,打车业务自然缩减。但我们的送货业务发展得非常非常快。我们还看到,由于这个地区的汽车保有量比美国低得多,人们更愿意(用Grab出行),只要你能保障安全和卫生。

你是否认为,疫情促使人们更习惯于网上购物和电子商务,而这将是一个永久性的转变?

一点没错。这是一种永久性的转变。例如,我们送餐业务有很多顾客是18岁、20岁到35岁、40岁的女性。但由于疫情,我们看到,即使是35岁到55岁之间年纪更大的顾客,也比以前更能接受点外卖了。

这种“完全不用现金”的想法——食品、网购商品、生活用品通通快递上门——以前还是件新鲜事,现在已经司空见惯。

你经常和小企业打交道——现在对他们来说一定很困难。你是否对东南亚大多数经济体在应对疫情方面取得的成功感到惊讶?

对于一些小企业来说,这是一段非常非常困难的时期。很多没用Grab的商家都不得不关门了。这也是为什么我认为,GrabFood和(移动支付解决方案)GrabPay等服务在疫情初期一度被视为最值得加入的平台……如今它们(是)许多公司最主要的生意来源。域内许多当地政府把我们列为基本服务,甚至比公共交通更重要,因为人们不用去上班了。而在封锁期间,把食物送进家里是必不可少的。

我觉得,当企业面临生存威胁时,对(Grab)的需求会增加。你会问,“嘿,我的城市封锁了,我得把生意转到线上,我怎样才能尽快转到线上?怎么才能保住我的生意?”

东南亚90%左右的企业都是中小型企业,中小企业是该地区商业的主要组成部分。很多企业都采取传统的运营方式,也就是说大多都没有开设线上业务。所以食品和百货电子商务以及移动支付的渗透率仍然很低。与美国或中国相比,无现金的比例非常低。我认为,新冠疫情让我们清楚看到未来的发展趋势,只是把它向前推进了很多年。

这个地区,或者至少说新加坡和许多其他国家,相当守规矩。他们非常自律,他们会说“我是(一个)新兴市场,我需要这个,我需要接受生存所需的一切。”他们有这样的诉求。所以他们很快就转向了线上。

东南亚经济重新开放的状况如何? Grab是如何应对的?

我觉得各个国家情况不一样。(在)新加坡,他们越来越愿意探索,越来越开放。例如,现在可以有50人参加婚礼;一开始每张桌子只能坐有五个人,现在变成了50人。而在其他一些市场,比如菲律宾,刚刚才进入…隔离。这与新加坡的情况截然相反。

我认为作为区域性企业的美妙之处在于,像菲律宾这样的市场开始隔离时,那里90%以上的业务会受到冲击,而在正在逐步开放的新加坡,业务会增加,我们因此感到非常幸运。我们在360个城市开设了业务;正是这种跨行业、跨地域开展大规模多样化经营的能力,赋予了Grab生存韧性。

在新冠肺炎疫情时代,你们是如何调整商业规划的?

我们有一个优势,因为我们有大量GrabCar和GrabBike司机,交通一旦被封锁,他们就能派上用场。GrabFood的业务量出现激增,所以我们在差不多两个月的时间里,让14.9万名司机转换职能,从过去每天送人上下班,变成了现在爬楼梯、从餐厅取送餐,或者去杂货店买东西,再送到顾客手里。我们还看到,我们的GrabMart在两个半月的时间里扩展到了50个城市,扩展到了8个国家。在这么短的时间里,我们已经与3000[多]家商户合作,这些都发生在疫情期间。

还有GrabPay(移动钱包支付)。现在用信用卡会让人感觉很不干净。因此,通过二维码支付给该地区成千上万的商户这个想法于我们而言是巨大的机会,而且这个地区的大多数人——大约有70%——从某种意义上讲是没有银行账户的。你不会想到,人们现在甚至都不想掏出信用卡。顾客行为的这种改变非常普遍。而商家……实际上也鼓励他们的收银员不要接受(信用卡),因为他们也不想让员工生病,再把病症传给其他人。因此商家会说“我们积极鼓励各位使用手机二维码支付。”

我现在看到一些商店甚至不再接受现金……这是一个新的现实。(财富中文网)

本文属于“东方世界聚焦”( Eastworld Spotlight)系列,该系列主要包括和亚洲企业高管、专家、创业家和投资者就商业、科技和金融问题进行对话。

译者:Min

The continuous spread of COVID-19 has disrupted the way the world does business, forcing executives and consumers alike to pivot dramatically toward e-commerce. Even when the crisis recedes, the digitization it has fostered is likely to stay, says Anthony Tan, CEO and cofounder of ride-hailing firm Grab.

“There has been a permanent shift,” Tan said. “This idea of ‘complete cashless’ food arrives, my e-commerce arrives, my groceries arrive, was a novelty. But now it has become a reality.”

Grab is a Singapore-based startup that’s become a sort of “super-app,” offering various services—food delivery, digital payments, health care, and financial services—along with rides in Southeast Asia. The company currently serves more than 187 million users in over 300 cities across the region.

Backed by SoftBank, Grab raised more than $850 million in February to fund its expansion into financial services. That same month, the pandemic upended Grab’s business.

As ride-hailing trips cratered during early coronavirus lockdowns, Grab’s delivery offerings grew 20% to 30%, says Tan. During the pandemic, the company has also scaled up its delivery services—GrabFood, GrabMart, and GrabExpress, which deliver food, daily goods, and parcels, respectively—to meet the growing demand from customers stuck at home. It has also assisted small businesses in digitizing their operations with merchant services app GrabMerchant and launched GrabProtect, a comprehensive set of safety policies for ride-hailing, to ensure the hygiene and safety of merchants and customers.

Those initiatives weren’t enough to fully offset the effects of the economic downturn. In June, Grab cut about 5% of its workforce or 360 employees. At the time, Tan said it would be the last organization-wide layoff of 2020.

Talking to Fortune’s Clay Chandler last week, Tan discussed how Grab is protecting merchants and customers and how consumer behavior and business strategy is changing in Southeast Asia during the pandemic. The conversation below has been edited for length and clarity.

Fortune: What sort of measures have you taken to promote hygiene and ensure the health and safety of team members during the pandemic?

Anthony Tan: We were the first to introduce GrabProtect. Imagine you jump in a car, there’s hand sanitizers, there’s the plastic shield. Every time you jump on your [Grab] app, you verify that you agree to all these terms, and when [a driver] comes in and he sees that you’re not wearing a mask, he can choose to reject you as a customer even if you pay. That would be something that we would never have accepted before, but today we will prioritize safety and hygiene, even above customers. And customers actually appreciate that, and we’ve seen how that’s really helped the business.

And not just in rides but also in food delivery. For example, we have all the contact layers, we make sure we do temperature checks for our merchants, our drivers. They have to submit temperature checks in the app constantly throughout the day.

Companies similar to yours like Uber and Lyft have faced difficulties in gaining customers’ confidence to use their services. What has been the response of Grab customers?

We have a diversified business from rides and transport mobility to food delivery, mart delivery, groceries, things like that, all the way to social e-commerce.

Diversity is playing out because as the pandemic hit, our rides came down naturally as cities went into lockdown. But our deliveries business shot up really, really fast. We’re also seeing…that because car ownership is much lower in this part of the world than in the U.S., we see that people tend to be more willing [to travel with Grab], as long as you can give them that assurance of safety and hygiene.

Do you suggest that one legacy of the pandemic is that people are much more habituated to the idea of shopping online and e-commerce, and that this would be a permanent shift?

That’s exactly right. Here there has been a permanent shift. For example, in food delivery, a lot of our customers are female from age 18, 20 to 35, 40. But because of the pandemic, we saw even our older segment customers, say, between age 35 and 55, embracing food delivery a lot more.

This idea of “complete cashless”—food arrives, my e-commerce arrives, my groceries arrive—was a novelty. But now it has become a reality.

You work a lot with small businesses—this must be a very difficult time for them. Have you been surprised by how successful most of the Southeast Asian economies have been in coping with the pandemic?

It’s been tremendously difficult for some of the small businesses. Many of them who weren’t on Grab had to close. This is where I believe that GrabFood and the likes of [mobile payment solution] GrabPay, a lot of these services that were seen as, maybe at one point in the early days, nice to have…today they [are] the primary source of business for many of these guys. In many of the governments around the region, they classified us as essential service, even more important than public transport because people weren’t going to work. It was a must-have to get food into homes during lockdown.

I think when your business is threatened with survivability, the demand for [Grab] grows. Where you say, “Hey, I just have to go online, my city’s in lockdown. How do I get online as fast as possible? How do I make sure that my business is saved?”

Most Southeast Asians’ businesses, something like 90%, are small to medium enterprises, SMEs, that are a major part of the region’s business. A lot of it was traditional, meaning that they were mostly offline. So the penetration of food e-commerce and grocery e-commerce and mobile payments was still very low. Cashless [is] very low compared to the U.S. or China. I think that COVID took what was clear [about] the future and just brought it forward by years.

This region, or at least Singapore and many other countries, can be quite disciplined. They were quite disciplined to make sure [that] “Hey, I’m [an] emerging market, I need this, and I need to embrace whatever it takes to survive.” That hunger was there. So they just quickly pivoted to online very quickly.

What is the current situation in Southeast Asia in reopening its economies, and how is Grab dealing with it?

I think it’s not going to be a one size fits all. [In] Singapore, they’re getting more and more willing to explore, more and more opening up. For example, weddings are now possible for 50 people; it started with five people at each table and now 50. Then there are markets like the Philippines that just went into…quarantine. That has gone in the opposite direction to Singapore.

I think the beauty about being a regional business, and again we are very blessed for that, is that when a market like the Philippines goes through a quarantine…[over] 90% of businesses there will come down, while in Singapore, which is opening up, business rises. I think we’re in 360 cities; the ability to have massive diversification across services and across geographies has really created that resilience for Grab.

How have you adapted your business planning for the COVID era?

One advantage we had was, because we had a lot of GrabCar and GrabBike drivers, the minute that transport came down, they were available. GrabFood saw a massive spike in volume, so we moved, like, 149,000 drivers in a period of two months from what they were used to—every day bringing people to work—to now going up stairs, picking up the food from the restaurant. Or shopping from a grocery store and then delivering that. We also saw how our GrabMart scaled to about 50 different cities in two and a half months; over 50 cities in eight countries. Now we are partners with [over] 3,000 stores in this short period, again all this literally came up during COVID.

The other thing is GrabPay [which allows for mobile wallet payments]. The idea of touching my [credit] card is now seen as nonkosher. So the idea that I can just QR code pay to many thousands of stores across the region…and because most of the people in this region—say, 70%—are underbanked in some shape or form…that to us was a great boost. You wouldn’t have thought that people wouldn’t even want to pass a credit card on. It’s so pervasive, from a customer behavior change. And merchants…actually encourage their cashier not to take [a credit card] because they don’t want a sick staff, then passing it on. So they said, “Please, I encourage you. Use your phone QR code pay, please.”

There are stores I see today [that] don’t even accept cash anymore…“That’s a new reality.

This story is part of Eastworld Spotlight, a series of conversations on matters of business, tech, and finance with executives, experts, entrepreneurs, and investors in Asia.

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