DOCSLIB.ORG

JUSQU'ou L'uberisation VA·T·ELLE ALLER? De Meilleurs Services Pour Un Prix Plus Bas

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
JUSQU'ou L'uberisation VA·T·ELLE ALLER? De Meilleurs Services Pour Un Prix Plus Bas ÉCONOMIE SOCIAL .... JUSQU'OU L'UBERISATION VA·T·ELLE ALLER? De meilleurs services pour un prix plus bas ... la révolution des applis est une aubaine pour les consommateurs. Mais elle risque d'accroître le chômage et la précarité. Voici à quoi nous devons nous attendre. Airbnb, l'hôtelier sans hôtels devenu premier logeur mondial (1,5 million de chambres), et, bien sûr, Uber, voir son siège parisien, un l'application qui a bouleversé le secteur ultraréglementé simple appartement de des taxis sans salarier aucun chauffeur et que les inves­ 200 mètres carrés perché tisseurs valorisent désormais autant que General au-dessus d'un vendeur de Motors: 51 milliards de dollars. Nombreuses sont les scooters dans le quartier du start-up qui rêvent de faire aussi bien! «Dans un tiers Sentier, on imagine mal que des demandes d'investissement que je reçois, le bu­ Creads puisse faire trembler les empereurs de la pu­ siness mode! est basé sur de l'uberisation», témoigne le blicité. «En France, Publicis et Havas se partagent le serial investisseur Marc Simoncini, jadis créateur du site gâteau depuis trop longtemps. Il faut les bousculer!», de rencontres Meetic. Transport, logistique, tourisme, plastronne pourtant Julien Mechin, le cofondateur services à la personne, restauration, banque et même de cette start-up de 40 salariés. Le secret de ce Robes­ industrie du sexe ... Cette nouvelle forme d'activité est en pierre 2.0 pour décapiter les multinationales? Quand train de gagner du terrain de façon fulgurante dans les agences paient des milliers de créatifs, lui n'en sa­ presque tous les secteurs. Selon les experts du cabinet larie aucun. Il a simplement constitué un réseau de Deloitte, qui la qualifient d' «économie à la demande», 50 000 travailleurs indépendants, que les annonceurs elle devrait peser 100 milliards de dollars d'ici trois ans. (Citroën, La Poste .. .) peuvent mettre en compétition Certes, son chemin n'est pas tracé d'avance, car la vieille en quelques clics et à moindres frais. «Seuls les dix économie fait tout pour se défendre contre l'envahisseur. meilleurs projets sont rétribués et nous conservons Uber et ses chauffeurs, par exemple, affrontent depuis la moitié des gains», précise le patron. Au printemps des mois sur tous les continents des caillassages, des dernier, 175 membres de sa communauté ont planché grèves et des procès, comme celui qui s'est tenu le mois sur le nom d'une carte de crédit pour la Société gé­ dernier en Californie. Mais ces escarmouches d'arrière­ nérale. Premier prix pour la gagnante? 200 euros. Un garde ne pourront que ralentir le mouvement irrémé­ bel exemple d'uberisation. diablement engagé. «Bientôt, tous les intermédiaires sans valeur seront balayés», confie Stanislas de UBERISATION? CE NÉOLOGISME À LA MODE cache Bentzmann, le président de CroissancePlus. Faut-il s'en un tsunami économique. Grâce à la démocratisation plaindre ou s'en réjouir? du haut débit, des smartphones et de la géolocalisation, Tout dépend de quel côté l'on se place! Du point de vue des petits malins lancent partout de nouvelles plates­ du consommateur, l'uberisation est incontestable­ formes en ligne, le plus souvent des applications, qui ment une aubaine. D'abord parce que la technologie mettent en relation des travailleurs free-lance et leurs qu'elle met en branle permet d'améliorer les services. clients sans passer par les intermédiaires classiques. Grâce au système de notes et d'appréciations mis en Ces croqueurs de capitaines d'industrie se rémunèrent place sur la plupart des plates-formes, par exemple, généralement à la commission. Leurs modèles? l'évaluation des services rendus est permanente, et ce 86 CAPITAL * SEPTEMBRE 2015 PAR FRANÇOIS MIGUET, AVEC RAPHA~L GOUMENT A PARIS, UBER A DÉJÀ TOUJOURS LE PEEP­ PLUS BESOIN DE BANQUE N'IMPORTE QUI PEUT DYNAMITÉ LE MARCHÉ SHOW... MAIS À DOMICILE ! POUR EMPRUNTER S'IMPROVISER COURSIER En quelques mois, Uber. Lecab Terminé les clubs douteux où l'on De nouvelles plates-formes, Un repas à se faire livrer? Un colis ou Heetch ont ringardisé les taxis entre en rasant les murs. Désor­ comme Unilend ou Pret-dunion. à déposer? Avec Del iveroo ou de la capitale. lis y exploitent plus mais, les amateurs de strip-tease mettent en relation particuliers Toktoktok, plus besoin de cour­ de 4 000 véhicules. peuvent voir les shows proposés ou PME qui veulent emprunter siers professionnels. Ce sont des .,Gain pour en direct par des pros ou des avec ceux qui peuvent prêter. particuliers qui font le boulot. le consommateur madames Tout-le-Monde sur leur ., Gain pour .,, Gain pour Souri re, bouteille d'eau , voiture écran, via des sites spécialisés. le consommateur le consommateur impeccable, tarif connu à ., Gain pour Tout le monde est gagnant. Les Plus de souplesse, plus de rapi­ l'ava nce, moindre attente, le consommateur prêteurs empochent des intérêts dité (32 minutes en moyenne géolocalisation du véhicule qui Plus confortable, plus propre, plus souvent supérieurs au marché. pour Deliveroo), une facture plus vient vous chercher.. Les nouveaux discret, le système a deux défauts. Les emprunteurs, eu x, se finan­ faible et la possibilité de suivre services n'ont que des avantages. Les effeuilleuses en ligne cent plus vite et plus faci lement, son co lis par GPS : ces nouvelles Le prix, lui, peut être inférieur n'apparaissent pas en chair et sans avoir à fournir beaucoup de appl is sont tout bénéfice pour le ou supérieur. selon la demande. en os. Et, à 4 euros la minute. garanties. Les mécanismes de client. Et comme les porteurs ., Conséquences sociales la note peut monter très vite . crowdfunding (dons) peuvent sont notés, ils travaillent bien! Co mme Uber n'a pas de plaque à ., Conséquences sociales aussi prendre le relais lorsque les .,, Conséquences sociales payer pour ses véhicules, la pro­ Etudiantes ou ménagères pas banques refusent les projets. Ce service va permettre à des fession dénonce une concurrence farouches peuvent gagner .,, Conséquences sociales milliers d'étudiants. de chômeurs dél oyale. Le service Uberpop 250 euros de l'heure. Mais les sites Toutes les activités bancaires ou de précaires de gagner jusqu'à a. (n'importe qui peut s'improviser masquent souvent des usines à traditionnelles sont remises en 25 euros de l'heure. Par contre, il ...."' chauffeur avec sa propre voiture) w call-girls en Europe de l'Est, où les question. A terme, des milliers risque de fragiliser des centaines "'0 z a, quant à lui, été interdit. filles sont sordidement exploitées. d'emplois pourraient être menacés. de sociétés de coursiers. in "a. ~z 0z système vertueux suffit à écarter sans délai les mau­ réponse moyen du loueur est répertorié. Gare à ceux fil vais. Vous aviez l'intention de mettre en location sur qui mettent plus de trois heures à rappeler les clients ... il: Drivy l'épave qui dort dans votre garage? Vous feriez bien de renoncer! Chez le leader français de la loca­ DEUXIÈME AVANTAGE: LE PRIX. «Nos membres ti on de voitures entre particuliers, tous les véhicules paient en moyenne 6 centimes par kilomètre», se féli­ ont systématiquement notés sur un barème d'une à cite Frédéric Mazzella, le P-DG de BlaBlaCar, le leader cinq étoiles. Et leurs propriétaires évalués à la rubrique européen du covoiturage. Imbattable! Certes, les tarifs commentaire. «Loueur disponible, arrangeant, réac­ des applis ne sont pas toujours plus compétitifs que tif... Je le recommande vivement», indique par ceux pratiqués par les acteurs classiques, mais ils ont exemple Julie, à propos de Gaël C., le particulier qui lui le mérite d'être quasiment toujours fixés à l'avance, ce a loué un fourgon Renault Master à Saint-Maur-des­ qui limite les mauvaises surprises. Terminé l'arnaque Fossés (94). Sur le site de Drivy, au design bien plus in­ du plombier qui, sous prétexte qu'on l'a appelé en ur­ tuitif que ceux d'Avis ou de Hertz, même le temps de gence pour une affaire de fuite d'eau sans prendre le C> SEPTEMBRE 2015* CAPITAL 87 ÉCONOMIE SOCIAL "Chacun va pouvoir devenir son propre .Patron, le rêve de Marx!" e temps d'exiger un devis, en profite pour dévaliser votre somme!», se réjouit le président du think tank libéral portefeuille! Sur Hellocasa, une application 100% tri­ GénérationLibre, Gaspard Koenig. «Aujourd'hui, une colore qui met directement en réseau clients et profes­ mère de famille qui veut travailler uniquement quand sionnels, toutes les prestations - plomberie, peinture, ses enfants sont couchés peut le faire très facilement», électricité, bricolage, jardinage - sont réglées d'avance renchérit le P-DG de Foule Factory, Daniel Benoilid. En et au forfait (à partir de 69 euros le déplacement à Paris, un sens, c'est une bonne nouvelle, car cela va permettre un quart de cette somme revenant à la start-up ). Même de dynamiter la ligne rouge qui fracture depuis des principe chez Popmyday, une jeune pousse fondée par décennies notre marché du travail. Le problème, c'est deux anciens d'HEC, qui propose des soins à domicile que cette révolution sociale va se payer au prix fort pour (coiffure, manucure, maquillage, etc.) sept jours sur les millions de salariés en poste. sept, de 7 heures à 22 heures. Les consommateurs bénéficient aussi des avantages de N'Y ALLONS PAS PAR QUATRE CHEM INS : pour le mo­ la géolocalisation, présente sur une bonne partie des ment, uberisation rime avec précarisation. Non seule­ applications. Sans elle, Deliveroo n'aurait jamais pu voir ment les nouveaux employés «indépendants» ne béné­ le jour. Cette pépite britannique a constitué un réseau ficient d'aucune garantie, mais ils sont souvent payés au de 1200 coursiers indépendants (autoentrepreneurs, lance-pierre. Il faut dire qu'une bonne partie des tâches étudiants, sans-emploi) pour proposer aux restaurants proposées par les applis sont très peu lucratives.
Load more

Recommended publications
  • Vol. 3, ,2017-2018
    Vol. 3, ,2017-2018 1 Page 1 From the Secretary’s Desk, Shri. S. Ravindran I am glad to know that the Department of Management Studies of our institution is bringing out the third volume of newsletter covering the events of the academic year 2017-2018. In addition to being a compilation of the events that took place in the department, it would be good if the Newsletter provides a platform for knowledge transformation among the faculty and the students. I wish the venture all success. From the Principal’s Desk Dr. D. Valavan Being distinctive in delivering Management Education for more than a decade, Department of Management Studies, Saranathan College of Engineering is perpetually imparting knowledge to Management aspirants for meeting new challenges which they face in Corporate Arena. Our distinguished Faculty members are transforming the Knowledge with our traditional Value Systems and Culture. Not only in academics, but also in educating the Management Professionals to manage themselves well and to conduct themselves well wherever they go to serve the needs of the industry and the society, to be ethical and morally responsible so that they become indispensable managers and administrators and an asset to the society. I am very happy that the Department of Management Studies is bringing out the third volume of newsletter for the period 2017-18, which will give a glimpse of the activities of the department in one fold. I wish the Department of Management Studies escalates to greater heights enlisting the utmost cooperation of the students whose growth is of paramount priority to us.
    [Show full text]
  • Whole Day Download the Hansard
    Monday Volume 603 7 December 2015 No. 83 HOUSE OF COMMONS OFFICIAL REPORT PARLIAMENTARY DEBATES (HANSARD) Monday 7 December 2015 £5·00 © Parliamentary Copyright House of Commons 2015 This publication may be reproduced under the terms of the Open Parliament licence, which is published at www.parliament.uk/site-information/copyright/. 687 7 DECEMBER 2015 688 Mr Duncan Smith: By the way, I welcome the hon. House of Commons Gentleman back. It is good to see him back in his place; I understand he has had some difficulties with health treatments. Monday 7 December 2015 The hon. Gentleman would be right, if that were the trend and the direction in which we were going. It is interesting that there is a difference between us and the The House met at half-past Two o’clock United States. The vast majority of the jobs that have been created here are white-collar and full-time. That is PRAYERS important. Although we think that people being self- employed is excellent for those who choose to do it, we are seeing a huge trend in supported jobs with full pay [MR SPEAKER in the Chair] and full-time work. Dr Eilidh Whiteford (Banff and Buchan) (SNP): The Oral Answers to Questions selling point of the Government’s universal credit scheme was that it was supposed to increase work incentives. However, the reduction in work allowances in universal credit due to take effect in April next year will leave WORK AND PENSIONS around 35,000 working households with no transitional protection and thousands of pounds worse off.
    [Show full text]
  • Case Study: the Uberisation of Supply Chain
    ISSN (Print) : 2249-1880 SAMVAD: SIBM Pune Research Journal, Vol X, 26-31, June 2016 ISSN (Online) : 2348-5329 Case Study: The Uberisation of Supply Chain Venkatesh Ganapathy* Associate Professor, Presidency School of Business, Bangalore, India; [email protected] Abstract Uber, a technology company, provides a platform for customers who wish to source a taxi ride on their smart phones. This case study analyses the impact of Uberisation on supply chains and addresses the risk Uberisation entails for traditional necessitated innovations across the supply chain. firms that are unable to leverage the smartphone app technology. This development based on app technology has Keywords: Innovations, Supply Chain, Technology, Uber, Uberisation 1. Introduction 2. Literature Review Uber is a well-known taxi aggregator that is famous across The objective of this review is to trace the evolution of the globe for its path-breaking service process innova- technology based apps. tion. Uber, a technology company, provides a platform for The World Bank’s “ICT for Greater Development customers who wish to source a taxi ride on their smart Impact” strategy seeks to transform delivery of public phones. Due to digital matching of demand and supply, services, generate innovation and improve competitive- capacity utilization of the vehicle is optimum and this ness2. leads to an affordable pricing mechanism for the services. Software development has flourished along with the This creates a win-win situation for the taxi aggregator development of smart phone technology. Transportation services, customers and drivers. industry has benefited from this new smart phone app The Uber model has become so popular that it has technology.
    [Show full text]
  • Tourism and Hospitality Trends (2017)
    bTourism, Culture & Hospitality Managing changes in a unsettled economic climate Tourism and hospitality trends 2017 July 2017 Editorial 01 A turbulent year marked by continued insecurity 02 Dynamic regional cities 06 Contrasting trends in the French hotel sector 10 Hotels are improving their environmental performance at every level 14 Museums and heritage sites – strategies to attract Millennials 20 The uberisation of the hotel industry – new consumer behaviour 26 In 2017, budgeting hotels’ local taxes with reform of rental values 32 Human capital – a question of sector appeal and customer satisfaction 36 Our services, your contacts 39 Tourism and Hospitality trends Editorial This decade may not be over yet – far from it! – but it is likely that the years from 2010 to 2020 will be seen as a period of upheaval, during which the adaptability of the tourist sector will have been severely tested. Major structural changes are underway, driven by the rapid development in technologies and their growing place in our personal and professional lives. Customer expectations have also changed: concerns about sustainability and our environmental footprint, the desire for personalisation and "destandardisation" of products and services, the quest for sociability and a new kind of relationship with service providers, the expectation of versatile and multi-functional spaces, etc. These changes are having an impact on products and services in the hotel industry, which are being adapted, transformed and reinvented through the emergence of innovative concepts. They are also being felt in marketing (via the internet, on tablets and smartphones, via social networks, etc.), training of staff (who are being released from a wide range of administrative tasks to focus instead on being hosts and advisors) and cost management.
    [Show full text]
  • Building a New Economy Where People Really Take Control an Agenda for Change
    BUILDING A NEW ECONOMY WHERE PEOPLE REALLY TAKE CONTROL AN AGENDA FOR CHANGE A LETTER FROM OUR CEO Dear friends, This summer has been a uniquely difficult one for many of us committed to the cause of a new economy, especially with Britain’s decision to leave the European Union. But one thing is now clear. There has never been a greater need for a new economy or a more important moment to act than right now, because a storm that has been gathering for decades is firmly upon us. A torrent of wealth and power is washing away the fragile footholds established over the past century with money, information and people becoming ever more mobile in a global and now digital economy. Too many feel they have lost control over their lives and are now being left behind by changes in the economy, technology and climate even while being promised false solutions or a parody of control that threatens to make matters worse. Yet, in the midst of all this upheaval, a surge of energy is being generated that can crack open new possibilities for change, and change now, not at some distant point in the future. The New Economics Foundation exists to drive this change and give people the tools they need to take real control. We reject the old model of think tanks. We know change does not begin in the corridors of power. And the summit of our ambition is bigger than solely influencing legislation or hoping to get included in a political party’s manifesto.
    [Show full text]
  • Key Issues in the Measurement of Service Sector Output and Productivity - an Incomplete Account
    Key Issues in the Measurement of Service Sector Output and Productivity - an incomplete account Paul Schreyer, OECD Statistics Directorate Seminar at RIETI Tokyo, 23 February 2016 By way of introduction (1) • Broad shifts in our economies – Globalisation and interconnectedness of economies – Digitalisation, knowledge assets transform economies and shape competitive advantages – Ageing societies: financing of pension and health system – Quest for economic, social and environmental sustainability 2 By way of introduction (2) • All of these affect productivity measurement – Globalisation and interconnectedness of economies national value-added – Digitalisation and knowledge assets shape competitive advantages capturing new business models – Ageing societies: measuring health services – Sustainability measuring capital 3 By way of introduction (3) Outputs Inputs Goods Labour Services Capital MFP 4 By way of introduction (4) Outputs Reasonably well measured Goods Hard-to-measure: Financial services Market Defining service Communication services Customised products Services New business models Bundling (digitalisation) Hard-to-measure Non-market services 5 By way of introduction (5) Inputs Reasonably well measured Labour Although: new business models quantity Human capital and skills – not very well Labour quality captured Capital MFP 6 By way of introduction (6) Inputs Reasonably well measured Produced Issue: R&D, software capital Capital Measurement hard in some cases Natural assets Typically left out of productivity calculations As a consequence, picked Knowledge up by MFP residual capital MFP Institutions and social capital 7 This presentation… 1. Looks at an important example of the hard-to-measure services: health output 2. Discusses digitalisation and output measurement 3. Takes a look at knowledge-based assets and land 8 1.
    [Show full text]
  • L'émergence De Nouveaux Modèles Économiques En Provence-Alpes-Côte D'azur
    Action P.2 L’émergence de nouveaux modèles économiques en Provence Alpes Côte d’Azur ? Novembre 2015 Sommaire I. Entre renouveau et adaptation : de nouvelles logiques économiques ............................. 7 A. L’économie collaborative : des pratiques anciennes remises au goût du jour................ 7 B. L’économie circulaire : une version opérationnelle du développement durable.......... 19 C. L’économie de la fonctionnalité : vers un nouveau processus coopératif .................... 35 II. Des domaines économiques en émergence ................................................................... 45 A. Les industries créatives ............................................................................................... 45 B. La « silver economy » ................................................................................................. 63 III. Des spécialisations régionales en cours de réinvention .............................................. 73 A. L’hélicoptère en Provence .......................................................................................... 73 B. Le parfum de Grasse ................................................................................................... 83 C. Le vin rosé de Provence .............................................................................................. 93 D. Le Festival d’Avignon ................................................................................................ 107 2 Synthèse La crise structurelle traversée par nos économies et les mutations et reconfigurations
    [Show full text]
  • Signature Redacted
    Perspectives on Film Distribution in the U.S.: Present and Future By Loubna Berrada Master in Management HEC Paris, 2016 SUBMITTED TO THE MIT SLOAN SCHOOL OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN MANAGEMENT STUDIES AT THE MASSACHUSETTS INSTITUTE OF TECHNOLOGY JUNE 2016 OFTECHNOLOGY 2016 Loubna Berrada. All rights reserved. JUN 08 201 The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic LIBRARIES copies of this thesis document in whole or in part ARCHIVES in any medium now known or hereafter created. Signature of Author: Signature redE cted MIT Sloan School of Management May 6, 2016 Certified by: Signature redacted Juanjuan Zhang Epoch Foundation Professor of International Management Professor of Marketing MIT Sloan School of Management Thesis Supervisor Accepted by: Signature redacted Rodrigo S. Verdi Associate Professor of Accounting Program Director, M.S. in Management Studies Program MIT Sloan School of Management 2 Perspectives on Film Distribution in the U.S.: Present and Future By Loubna Berrada Submitted to MIT Sloan School of Management on May 6, 2016 in Partial fulfillment of the requirements for the Degree of Master of Science in Management Studies. Abstract I believe film has the power to transform people's lives and minds and to enlighten today's generation like any other medium. This is why I wanted to write my thesis about film distribution as it will determine the future of the industry itself. The way films are distributed, accessed and consumed will be critical in shaping our future entertainment culture and the way we approach content.
    [Show full text]
  • Digital Plataforms and Uberization: Towards the Globalization of an Administrated South?
    Digital plataforms and uberization: Towards the globalization of an administrated South? LUDMILA COSTHEK ABÍLIO Centre of Union and Work Economy studies (CESIT-UNICAMP) – Campinas, São Paulo, Brazil. E-mail: [email protected] Volume 39 ORCID: 0000-0002-2332-8493. issue 2 / 2020 Contracampo e-ISSN 2238-2577 Niterói (RJ), 39 (2) aug/2020-nov/2020 Contracampo – Brazilian Journal of Communication is a quarterly publication of the Graduate Programme in Communication Studies (PPGCOM) at Fluminense Federal University (UFF). It aims to contribute to critical reflection within the field of Media Studies, being a space for dissemination of research and scientific thought. TO REFERENCE THIS ARTICLE, PLEASE USE THE FOLLOWING CITATION: Abílio, L. (2020). Digital platforms and uberization: towards the globalization of an administrated South? Contracampo – Brazilian Journal of Communication, Niterói, v. 39, n. 2, p. XXX-YYY, aug./nov. 2020. Submission on: 12/11/2019 / Accepted on: 08/03/2020 DOI – http://dx.doi.org/10.22409/contracampo.v39i2.38579 Abstract The article discusses platform work based on the definition of uberization. This definition is understood as global trend that establishes new forms of work organization, management and control. The novelty catalysed by digital platforms refers to an algorithmic management which can be understood as a new form of control that operates in extracting and processing data from the multitude of workers, informed by the possibility of full mapping the work process. The work of cosmetic sellers is brought to the analysis in order to present typically feminine characteristics of work that are becoming generalized; also the results of empirical research with motorcycle couriers and their uberization in the city of São Paulo are discussed.
    [Show full text]
  • The Regulatory Framework of the Collaborative Economy in Central and Eastern Europe
    COMPARATIVE STUDY THE REGULATORY FRAMEWORK OF THE COLLABORATIVE EcONOMY IN CENtrAL AND EASTERN EUROPE AUTHORS: Primož Mikolič, Ivo Grlica, Pavel Peterka & Robert Chovanculiak PRIMOž MIKOLIč Primož Mikolič is an adjunct fellow at the Visio Institute and an Associate at ODI Law Firm, both based in Ljubljana, Slovenia. He works primarily in the field of corporate and insolvency law. His area of expertise extends to legal analysis of innovative business models, including regulatory challenges of collaborative economy. Primož is a member of Slovenian Bar Association. IVO GRLICA Ivo Grlica is an adjunct fellow at the Visio Institute and a Senior Associate at ODI Law Firm, both based in Ljubljana, Slovenia. His area of expertise is international and European tax law, in particular tax issues of e-commerce. He is also involved in research of legal and tax challenges of the collaborative economy, cryptocurrencies and distributed ledger (blockchain) technologies. PAVEL PETERKA Pavel Peterka is a graduate of University of Economics in Prague and his research is related to economics of regulation and support of innovation in various areas. As a liberal economist he is promoting free market and private solutions to economic problems. ROBERT CHOVANCULIAK Róbert Chovanculiak has been Economic Analyst at the Institute of Economic and Social Studies (INESS) since 2015. He holds a Ph.D. degree in public economics at the Faculty of Economics of the Matej Bel University, Slovakia. He worked as Analyst for the Slovak Business Agency prior to joining INESS. His field of professional interest is public finance, economic policy, new Internet technologies, and education. THE REGULATORY FRAMEWORK OF THE COLLABORATIVE ECONOMY IN CENTRAL AND EASTERN EUROPE 03 Table of contents Executive Summary 03 1.
    [Show full text]
  • Growth Strategies of Sharing Economy Platforms
    ! ! ! ! ! ! !"#$%&'(%")%*+,*('#-'.&)",/+' 01#/#23'45)%-#"2(' ! !"#$%&'(%)"*+,)",&$-." ! ! ! " Master’s Thesis Miikka Kataja 30 May 2019 Information and Service Economy ! " " " Approved in the Department of Information and Service Economy __ / __ / 20__ and awarded the grade _______________________________________________________ 6)5%#'7/,8*"(,%39'4:;:'<;='>>???9'???@A'66BC;' $$$:))5%#:-,' ! 6D(%")1%'#-'2)(%*"E('%&*(,(' ! ' 6F%&#"''Miikka Kataja! C,%5*'#-'%&*(,(''Growth Strategies of Sharing Economy Platforms: A Multiple Case Study! G*+"**''Master of Science in Economics and Business Administration' G*+"**'H"#+")22*''Information and Service Economy C&*(,(')I8,(#"J(K''Virpi Tuunainen! L*)"'#-')HH"#8)5!!2019 MF2D*"'#-'H)+*(!!143 B)/+F)+*!!English 6D(%")1%' Sharing Economy has gained increasing importance in both academia and the managerial world, as some of the field’s pioneers have delivered on earlier expectations of success. During the past decade, a handful of Sharing Economy start-ups have grown into well-established businesses with true market power in their respective industries, massive financial valuations and large user bases. Despite the popularity of the field in public discussion, previous research still lacks theoretical understanding and empirical evidence on how Sharing Economy Platforms evolve from a start-up to a competitive, sustainable business in the long-term. The gap in research is addresses by conducting a detailed case study on evolution of two Sharing Economy Platforms which both have a successful business track-record during the past ten years. The case companies are ride-sharing platform Lyft and errand-service TaskRabbit. As a result of studying their evolution, common patterns in successful strategic decisions during the evolution of a Sharing Economy Platform are identified.
    [Show full text]
  • Uberisation: Commercial Model Or Socio-Economic Phenomenon? منوذج جتاري أم ظاهرة سوسيواقتصادية
    REVIEW OF ECONOMIC PAPERS VOL 03/N° 01 June 2019 Uberisation: commercial model or socio-economic phenomenon? اﻷوبروة: منوذج جتاري أم ظاهرة سوسيواقتصادية Nassima Bouri FCSESMS of Oran 2 University of Oran 2 Algeria [email protected] Abstract Uberisation then designates a business model through which professionals and customers are put in contact directly or even instantly through the use of technology. This model has the advantage of being much cheaper for the customer compared to the classic model. The term refers to the use of computer platforms, such as mobile applications, to facilitate transactions between customers and providers of a service, often bypassing the role of planned companies. The model has operating costs different from those of a traditional company. This article aims to propose a synthetic definition of the term "Uberisation", in order to analyze its impacts and perspectives of the Algerian case. Key words: Uberisation, platforms, digitization, digital transformation, digital applications, teleconnection, Startup, Big data. Résumé Ubérisation est un modèle commercial qui permet aux professionnels et aux clients sont directement, voire instantanément, mis par l'usage de la technologie. Ce modèle est différent par rapport au modèle classique par se scouts moins élevés. Le terme fait référence à l'utilisation de plates-formes informatiques, telles que les applications mobiles, afin de faciliter les transactions entre clients et fournisseurs d'un service, en contournant souvent le rôle des sociétés planifiées. Le modèle a des coûts d'exploitation différents de ceux d'une entreprise traditionnelle. Cet article a pour objet de proposer une définition synthétique du terme "Ubérisation", afin de pouvoir analyser ses impacts et ses perspectives du cas algérien.
    [Show full text]