Interview Transcript

So when we look at churn of the drivers or riders for food delivery, again, it focuses back to the hourly earn or the daily income for the driver?

It’s also we monitor it by hour. When the driver looks at their earning, they’re looking at a daily income. They look at how many baht they would get per job. How many trips they have to make to get to their target? Then there’s something more into their earning. It’s not just you pay them 20 baht and they can live with their life. Platform also pays a small portion to the driver to get to the minimum fair. Let’s say the driver like Get, they are giving the driver 35 baht at the start. No matter how much the driver earns from you, we pay you 35 baht on top of it. That’s a cost to the platform. The driver has to earn from that. Then this one is going to go away in one day. What’s going to come replace? It’s a mechanism that we call incentive. It’s like a commission but the way that we do is it’s not the percentage of how many trips you make and then you get the percentage of the total whatever came out of the booking. The number of the booking that they make, convert into a point system, then one trip, you get three points. Two trips, you get six points. Then you combine the points into the certain level of the points per day. Then you continue, you change the currency into baht currency by tier. That’s a mechanism. Once this one goes down, they can expand the number of baht they can earn.

How do the drivers think about whether they want to do the transportation trips, the rides or the food delivery trips? Do drivers do both and how do they choose which service to operate within?

As a platform, we don’t want the driver to choose because it hurts the business. If you have the supply who can select to do food only or transportation only, then you have a supply that you can control. We tell the driver that if we use a point system to come in place, if you take food delivery and then only food delivery cannot fulfill the point where you can get to this level to earn that amount. You need to be in line with the transportation to come in place.

That’s so you can control the supply.


What is your biggest challenge in driving loyalty and retention at Get?

At Get I would say it’s quite the same on the driver’s side because I never work on the merchant side, but on the driver’s side, it’s kind of the same. The thing that I learned more is the persona or the perspective of the driver, they developed into more to become like the promo hunter or the incentive hunter. Just that because we use a mechanism of incentives since Grab launched here. Go Bike uses the same thing to attract the driver to their platform. Then Get uses the same thing to get the attention or draw the driver to that platform. You’re doing that a lot; you transform the mindset of the driver to drive for incentives. The driver, they are more looking at the benefits that they would get from the platform. Now, we have full tender, we have linemen, we have Get, we have Grab. We used to have now application, we used to have Go Bike, now everything here, they are giving all of the incentives and the driver can apply to any other app. They can be all the drivers on all the app. Whoever gives the best incentive wins the driver. It’s challenging where if you have 100 drivers who drive for all the app, what will make them drive and spend eight hours of time driving for you only? Or not turn on the other app but looking at your app. We use another mechanism, lots of mechanisms on the monitoring side, also the system, the app itself to try to help the drive to get continuously job per job by job.

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