Question 1

Compare and contrast the traditional taxi industry and the food and beverage (F&B) industry and provide a description of Grab’s products and services. Appraise and prioritize how Grab differentiates itself from traditional taxi and food companies, with a focus on the main business strategies it has adopted.

Question 2

Propose THREE (3) innovative practices (e.g. Disruptive Innovation, Business Model Innovation, Process Innovation, Service Innovation but not limited to these) covered in this course and critique how these practices are demonstrated in the case of Grab’s products and services.

Question 3

Data is the new “oil” of the digital economy, and many giant tech companies’ greatest asset is the data they have collected. For example, if you are a Grab user, you may have unknowingly shared your personal profile data, your transactions on the platform, your trajectory routes, and many more.

An important debate concerns the market power of large high-tech companies with access to millions of user data. Dealing with the data asset has raised many questions so far. To date, we do not have any clear data protection regulation on the reuse of data property.

From your perspective, evaluate and critique the possible managerial requirements for data assets capitalization. You may use Grab or any other company cases for illustration.