Ride hailing là gì

Anthony Tan, co-founder & chief executive officer of Grab, poses for a photograph in Singapore, on ... <+> Monday, July 9, 2018. Grab is opening its ứng dụng khổng lồ external developers and fellow startups, as the company that bought outUber Technologies Inc.in Southeast Asia tries to lớn build a WeChat-like super-app that encompasses everything from maps and payments lớn food delivery. Photographer: Ore Huiying/Bloomberg

We tell ourselves that entrepreneurship is the fairest game in business. The smarthử nghiệm & hardest working entrepreneur wins. Our society tolerates & justifies disproportional financial rewards to lớn household heroes: Elon Musk, Bill Gates, Jeff Bezos.


It’s a narrative that even governments và universities can’t resist. When big companies get tough with lay-offs and stop hiring graduates, professors tell young people to start their own businesses. Governments tell the unemployed lớn work on gigs. Even economic development agencies are obsessed with turning their countries into lớn “startup nations.”

This week, Asia’s ride-hailing giant, Grab, is mix lớn complete a $40 billion SPAC merger with US-based Altimeter. It’s a perfect window inlớn just how delusional such understandings are. The myths of entrepreneurship collapse under the examination of Grab’s khuyễn mãi giảm giá.

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Myth 1: Everyone has a fair chance khổng lồ build a startup.

For readers living outside Asia: Grab is a ride-hailing, food-delivery, & digital-wallet company. It operates in eight countries across Southeast Asia. CEO Anthony Tan initially launched a ride-sharing service with 40 drivers in Kuala Lumpur, Malaysia, in 2012. Grab first made international headlines in March 2018. That was when the mighty Uber bowed out by selling its operations, including those in Cambodia, Indonesia, Malaysia, Myanmar, the Philippines, Singapore, Vương Quốc của nụ cười, & Vietnam giới, to Grab.

Anthony is no stranger to the rough and tumble of business play. He’s a rich kid from a family that owns a Malaysian conglomerate & the youngest of three brothers. His father runs a local Nissan manufacturer, và the family business is one of Malaysia’s largest auto distributors as well.


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Just lượt thích the kids of many well-off Asian families, Anthony was sent to Harvard Business School lớn get educated. To his credit, he was unlượt thích many rich kids, who played not lớn thảm bại. He enjoyed trying new things. He was curious about life outside the safety and comfort circles of crazy rich Asians. He said his family had a tough time understanding what he was trying lớn bởi vì, “& I don’t blame them.”


Anthony was able lớn explore his dream at a leisurely pace. He was surrounded by the best minds in the world at Harvard. And much like Bill Gates, Mark Zuckerberg, & Elon Musk, he grew up not having to lớn worry about whether there would be food on the table on the next day.

Let’s not forget that material comfort và world-class education is a head start.

Myth 2: Smart entrepreneurs have sầu original ideas.

Some have said that Anthony is a street fighter. Others have commented on his “workhorse” nature. His cofounder at Grab, Hooi Ling Tan, who was also a Malaysian in the MBA class of 2011, noticed that he lacked the typical demeanor of a tycoon"s son. “He"s actually way more hardworking than I was,” said Hooi Ling. “He’s super humble & just a nice person to be with.”

But Anthony wasn’t just hardworking & nice. He also cultivated connections. He met Steve Chen, the co-founder of YouTube, & Eric Ries, the “lean startup” guru, while at Harvard. The entrepreneurship class he took would have sầu analyzed the business models of Google, Facebook, and Amazon. And it’s likely that he’d been taking Uber downtown when the company was taking off in the US but still not svào in Asia. It would not have sầu taken Anthony too much imagination to lớn see the potential of porting a similar idea over to lớn Malaysia và Singapore.

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He would have needed powerful connections, access to the venture capital world that had funded so many Silicon Valley startups. At Harvard Business School, he had met Andy Mills—the former CEO of Thomson Financial—through a Christian fellowship. Mills had since become his mentor: “As a big brother in my work, in my faith in God,” Anthony said. He wisely invited Mills lớn the board of Grab.

Author Guy Kawasaki said a good idea was about 10 percent implementation và hard work and 90 percent luông xã. You’ve sầu got lớn have luông xã in life to be situated in the right place và make the right connection.

Myth 3: Plenty of good ideas are competing for investors’ money.

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Grab is going IPO (initial public offering) through a SPAC merger. A SPAC, or a special purpose acquisition company, is essentially a shell company. Its only purpose is khổng lồ raise capital through an (IPO), promising people that, at some stage, it will buy a startup.

You may think this is a twisted arrangement. It is. It allows a startup to lớn effectively bypass all the compliance hurdles of a traditional IPO: no public scrutiny of financial disclosure, no formal filing of a detailed prospectus in the khung of an S-1. In its deal, Grab will receive a maximum of about $4.5 billion in cash.

Why does Anthony need all this money? Grab is hardly making any profit. It needs to diversify lớn explore other businesses. From ride-hailing, it has already expanded into online food delivery. But it is experiencing similar woes lớn Uber & Door Dash: both businesses aren’t showing any signs of profitability, but financial services could. It’s an industry with fat margins that’s swollen with traditional banks. Anthony doesn’t need lớn look any further than Alibacha & Tencent lớn understand that Grab must grow inlớn a super ứng dụng. To facilitate that, he needs deep pockets.

Meanwhile SPAC has gone through the roof. Look at this graph:


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I am Professor of Strategy & Innovation at IMD Switzerland, where I teach exclusively in the school’s executive education programs. In năm ngoái, I was selected by Poets và Quants as one of the World’s Best 40 Under 40 Business School Professors, and more recently, shortlisted for the 2017 Thinkers50 Innovation Award. Besides publishing in academic journals, my writing has also appeared in truyền thông media outlets including the New York Times, Harvard Business reviews, Fortune, & the Financial Times. Interviews và quotes have sầu appeared in Bloomberg News, the LA Times, the Wall Street Journal, và Reuters. I am a two-time (2013 & 2015) prize-winning case writer awarded by the European Foundation for Management Development (EFMD). I received my doctoral degree at Harvard Business School.


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