DOCSLIB.ORG

Glossary of Key Sharing Economy Terms

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Glossary of Key Sharing Economy Terms Carpooling An alternative term for ridesharing, typically long-distance ridesharing (see below). Car-sharing Two different models of car rental. B2C car-sharing involves companies renting out shared cars that they own and are distributed around cities. P2P car-sharing involves the rental of privately owned cars. Both present an alternative to the individual ownership of cars. Crowdfunding The funding of companies, projects, causes, or loans using crowd-sourced capital from a “crowd” of potentially thousands of people. Crowdfunding comes in three variants, as described below. Equity crowdfunding The funding of a company through an online platform that allows a pool of investors to subscribe for unlisted shares. Debt crowdfunding The funding of a loan or portfolio of loans by a group of individuals, without the involvement of a bank. Rewards-based crowdfunding The funding of projects, causes, or inventions from backers who, instead of equity, receive rewards or perks that are usually related to the campaign and increase in value in proportion to the size of the backer’s contribution. Meal-sharing The sharing of meals between strangers in private homes, with the host charging their guests on a per seat basis. Ridesharing Individuals offering lifts in their car to other individuals. Ridesharing comes in a short-distance and long-distance form. “Short-distance ridesharing” involves shared car journeys within cities and is a substitute for traditional taxis. “Long-distance ridesharing” involves shared journeys between cities and is a substitute for rail or coach travel. 204 Glossary of Key Sharing Economy Terms 205 Sharing economy (condensed version) The value in taking underutilized assets and making them accessible online to a community, leading to a reduced need for ownership of those assets. Timebanking A system for the reciprocal exchange of services using time as a currency. An hour of time, however spent or received, usually has the same value and is held in a central repository: a “timebank.” Appendix A Nonexhaustive Compendium of Sharing Economy Companies (in order of appearance) Sector/Company Headquarters Founded Founder(s) CEO REAL ESTATE Short-term rentals Airbnb San Francisco 2008 Nathan Blecharczyk Brian Chesky Brian Chesky Joe Gebbia Roomorama Singapore 2009 Jia En Teo Federico Folcia Federico Folcia onefinestay London 2009 Tim Davey Greg Marsh Greg Marsh Demetrios Zoppos HomeAway Austin, Texas 2005 Brian Sharples Brian Sharples Carl Shepherd HouseTrip London 2010 Arnaud Bertrand George Junjun Chen- Hadjigeorgiou Bertrand Home-swapping HomeExchange Los Angeles 1992 Ed Kushins Ed Kushins Knok Barcelona 2011 Laura Martinez Juanjo Celada Rodriguez Juanjo Rodriguez Love Home Swap London 2011 Simon Walker Debbie Ben Wosskow Wosskow Debbie Wosskow Other space JustPark (parking) London 2006 Anthony Eskinazi Alex Stephany LiquidSpace San Francisco 2010 Mark Gilbreath Mark Gilbreath (office) Doug Marinaro 206 Appendix 207 Sector/Company Headquarters Founded Founder(s) CEO Science Exchange Palo Alto, 2011 Ryan Abbott Elizabeth Iorns (laboratories) Silicon Valley Elizabeth Iorns Dan Knox Storemates London 2011 Shaff Prabatani Bally Sappal (storage) Ben Rogers VEHICLES B2C car-sharing Zipcar Boston 2000 Robin Chase Mark Norman Antje Danielson Car2Go Ulm, Germany 2008 - Nicholas Cole P2P car-sharing RelayRides San Francisco 2008 Shelby Clark Andre Haddad SnappCar Utrecht, 2011 Pascal Ontijd Victor van Tol Netherlands Victor van Tol Getaround San Francisco 2009 Elliot Kroo Sam Zaid Jessica Scorpio Sam Zaid Drivy Paris 2010 Paulin Dementhon Paulin Dementhon Other vehicles Scoot Networks San Francisco 2011 Matt Ewing Michael Keating (scooters) Michael Keating Dan Riegel Spinlister Santa Monica, 2012 Will Dennis Marcelo Loureiro (bicycles) California Jeff Noh Boatbound San Francisco 2012 Aaron Hall Aaron Hall (boats) Matt Johnston RIDESHARING Short-distance ridesharing Lyft San Francisco 2012 Logan Green Logan Green John Zimmer Uber San Francisco 2009 Garrett Camp Travis Kalanick Travis Kalanick SideCar San Francisco 2012 Jahan Khanna Sunil Paul Sunil Paul Long-distance ridesharing Carpooling.com Munich 2001 Michael Reinicke Markus Barnikel Matthias Siedler Stefan Weber Appendix 208 Sector/Company Headquarters Founded Founder(s) CEO BlaBlaCar Paris 2004 Nicolas Brusson Fred Mazzella Fred Mazzella Francis Nappez GoCarShare London 2009 Drummond Gilbert Drummond Gilbert GOODS General yerdle San Francisco 2012 Carl Tashian Andy Ruben Andy Ruben Adam Werbach eBay San Jose, 1995 Pierre Omidyar John Donahoe Silicon Valley Etsy New York 2005 Robert Kalin Chad Dickerson Chris Maguire Haim Schoppik Jared Tarbell Peerby Amsterdam 2011 Eelke Boezeman Daan Daan Weddepohl Weddepohl Freecycle Tucson, 2003 Deron Beal Deron Beal Arizona Clothes Rent the Runway New York 2009 Jennifer Fleiss Jennifer Hyman Jennifer Hyman Poshmark Menlo Park, 2011 Manish Chandra Manish Chandra Silicon Valley Gautam Golwala Chetan Pungaliya Tracy Sun Threadflip San Francisco 2012 Jeff Shiau Manik Singh Manik Singh thredUP San Francisco 2009 Chris Homer James Reinhart Oliver Lubin James Reinhart Books Chegg Santa Clara, 2007 Josh Carlson Dan Rosensweig Silicon Valley Aayush Phumbhra Osman Rashid BookMooch San Francisco 2006 John Buckman John Buckman Dogs BorrowMyDoggy London 2012 Les Cochrane Rikke Rosenlund Rikke Rosenlund Appendix 209 Sector/Company Headquarters Founded Founder(s) CEO Rover.com Seattle 2011 Greg Gottesman Aaron Easterly Philip Kimmey DogVacay Santa Monica, 2012 Aaron Hirschhorn Aaron California Hirschhorn Food Feastly San Francisco 2013 Danny Harris Noah Karesh Noah Karesh EatWith Tel Aviv, Israel 2012 Guy Michlin Guy Michlin Shemer Schwarz Shareyourmeal.net Utrecht, 2012 Jan Thij Bakker - Netherlands Marieke Hart Cookisto Athens 2013 Michalis Gkontas Michalis Petros Pitsilis Gkontas Other Fon (wifi) Madrid 2006 Martin Varsavsky Martin Varsavsky Quirky New York 2009 Ben Kaufman Ben Kaufman SERVICES Paid TaskRabbit San Francisco 2008 Leah Busque Leah Busque oDesk San Francisco 2005 Odysseas Tsatalos Fabio Rosati (since oDesk’s merger with Elance) Skillshare New York 2010 Michael Michael Karnjanaprakorn Karnjanaprakorn Malcolm Ong PeoplePerHour London 2007 Simos Kitiris Xenios Xenios Thrasyvoulou Thrasyvoulou Vayable San Francisco 2010 Samrat Jeyaprakash Jamie Wong Jamie Wong Airtasker Sydney 2012 Tim Fung Tim Fung Jonathan Lui Instacart San Francisco 2012 Brandon Leonardo Apoorva Mehta Apoorva Mehta Max Mullen Time-based Time Republik Lugano, 2012 Gabriele Donati Gabriele Donati Switzerland Karim Varini Karim Varini Appendix 210 Sector/Company Headquarters Founded Founder(s) CEO Echo London 2014 Matthew Matthew McStravick McStravick CROWDFUNDING Equity crowdfunding Seedrs London 2012 Jeff Lynn Jeff Lynn Carlos Silva Crowdcube Exeter, UK 2011 Luke Lang Darren Westlake Darren Westlake Debt crowdfunding Lending Club San Francisco 2006 Renaud Laplanche Renaud Laplanche Funding Circle London 2009 Samir Desai Samir Desai James Meekings Andrew Mullinger Prosper San Francisco 2006 Chris Larsen Aaron Vermut John Witchel Auxmoney Düsseldorf, 2007 Raffael Johnen Raffael Johnen Germany Philipp Kriependorf Zopa London 2005 James Alexander Giles Andrews Giles Andrews Richard Duvall David Nicholson Rewards-based crowdfunding Kickstarter New York 2009 Charles Adler Yancey Strickler Perry Chen Yancey Strickler Indiegogo San Francisco 2008 Danae Ringelmann Slava Rubin Slava Rubin Eric Schell RocketHub New York 2009 Jed Cohen Brian Meece Brian Meece Vladimir Vukicevic People investing Pave New York 2012 Oren Bass - Sal Lahoud Justin Mitchell Upstart Palo Alto, 2012 Dave Girouard Dave Girouard Silicon Valley Mark Levin Index 3Doodler 116–17, 149 new categories 45–6 9Flats 46 new metric for sharing economy 99Designs 94 193 1099.is 65–6 NYC subpoena 164–6, 169 online community 25 Abbott, Ryan 207 payment 21 Accel Partners 4, 100, 101, 139 professionalization 148 Accenture 41, 129 real estate 46–8, 50, 51–2 Addison Lee 156 recession 28 Adidas 145 regulation 164–6, 170–1, 174, Adler, Charles 210 175–6, 179, 195 AIG 191 risk 66–7 Airbnb 3, 4, 11, 14, 92, 95, 135–6 sharing food 60 Bedford 40, 43 social experience 44, 45 beginnings 18–20 trust 30 Blecharczyk 28, 66–7, 87–91, 206 visit to Germany 182 buy-to-share 124, 125–6 Airtasker 63, 209 Chesky 18–21, 42, 46, 87–91, 95, Alamo 11 166, 201, 206 Alexander, James 210 compared with couchsurfing 61 algorithmic regulation 178 compared with JustPark 65 AlleyNYC 49 Cooperatives 2.0 196 Alterkeys 46 corporates 129, 135–6 Amazon 10, 98, 116, 144, 164, 185 creating entrepreneurs 41 distribution 143–4 disruption 154 investors 101 empowerment 42 partnering with corporates 141, 142 future 198, 201 Ruben 76–7 Gebbia 30, 78, 87–91, 171, 206 Amazon Payments 124 government engagement 152, 176 Amazon Web Services 17 Hurricane Sandy 179–80 Anderson, Joel 143 investors 97–8, 100–2, 105, 106, 124 Andreessen, Marc 120 lack of certainty 26 Andreessen Horowitz 100, 101–2, 112, marketplaces 103–4, 105, 106 119, 170 211 Index 212 Andrews, Giles 84–5, 210 BayShare 169 Android 21, 23 BBC 153 AngelList 112, 119, 122, 164 B Corporation model 196 AOL 7, 20, 100, 102 Beal, Deron 208 AOL-Time Warner 102 Bedford, Brittney 40–1, 42, 43, 65, AOL Ventures 139 148, 194 Apache 21 Belk, Russell 19 Appear Here 49, 152 Benchmark Capital 105–6 Apple 22, 27, 128, 131 Benkler, Yochai 190 investors 97, 99 Berger, Roland 199 apps 132, 142–3, 177, 180 Berkshire Hathaway 11, 180 car-sharing 23, 194 Bernanke, Ben 191 lending 137 Bertrand,
Recommended publications
  • Ireland's Experience Economy

    Ireland's Experience Economy

    Ireland’s Experience Economy 2021 #yourexperienceeconomy 2 Ireland’s Experience Economy 1 Ireland’s Experience Economy 1 Experience Economy by the numbers 2 Ireland’s Our campaign 4 Campaign purpose 4 Defining the Experience Economy 5 Experience Social and economic contribution 6 Sustainability and a shared island 6 Policy asks 7 Economy 1 Bouncing back 9 2 Putting people first 13 3 Fire powering product, marketing and digitalisation 17 With a landscape, surrounded by an outstanding Calls to action 20 coastline, diverse and dramatic, a haunting history steeped in ancient traditions, literature, folklore and music fused culture, Ireland has all the raw materials for an exceptional experience. ​ This amazing place, famous for its welcome, is backed by thousands of businesses and hundreds of thousands of people that power it. Our world-renowned hotels, fantastic festivals, the fame of sporting occasions, our rich provenance in food and drink, the ceremonies marking our culture and way of living, our campaign global connectivity join forces to create experiences unique to the island of Ireland. The Experience Economy is part of Ibec’s Reboot and Reimagine campaign to shape a better and sustainable future for Ireland. This is the Experience Economy and more than meets the eye. The Reboot and Reimagine campaign provides a range of solutions that cover the enormity and breadth of the challenges posed by the pandemic. It outlines thematic policy actions across engagement and crisis management, getting people back to work, fiscal policy and stimulus measures, responding to Brexit and reimaging a better Ireland. With courage and commitment from Government, the business community and the public, the Reboot and Reimagine campaign can chart not simply a recovery for society and the economy, but one which will deliver a more sustainable future for all.
  • Application of Brand-Centered Experience Design in the Transformation of Traditional Enterprises

    Application of Brand-Centered Experience Design in the Transformation of Traditional Enterprises

    Frontiers in Art Research ISSN 2618-1568 Vol. 2, Issue 6: 71-82, DOI: 10.25236/FAR.2020.020613 Application of Brand-centered Experience Design In the Transformation of Traditional Enterprises Yubo Zhang*, Min Lin School of innovation and design, The Guangzhou Academy of Fine Arts, Guangzhou, 510260, China *Correspondence: [email protected] ABSTRACT. After 40 years of reform and opening up, China has become the world’s second largest economy. With the rapid economic development, local traditional enterprises have gradually paid attention to and realized the importance of user experience for enterprise transformation. However, every traditional enterprise must consider how to integrate user experience into the enterprise's existing model and give play to the market value of user experience. This paper explores the relationship between brand, experience and design. And, combined with brand positioning theory, behavioral economics prospect theory and experience model of design psychology, this paper proposes a brand-experience-design integration strategy model, which has been initially verified in corporate practice. KEYWORDS: Experience design; Brand; Integration 1. Introduction After 40 years of reform and opening up, China has become the world’s second largest economy. Economic development and technological progress have affected people’s needs and desires and consumers’ consumption patterns accordingly. Economic development has moved from the past agricultural economy, industrial economy, and service economy to the current experience economy. The so-called experience economy is an economic form in which goods and services are used as carriers to meet people’s ever-increasing spiritual needs, so that consumers can get emotional and self-realization value satisfaction and enjoyment.
  • Pdf (Arguing That the Sharing Economy Is a Consequence of Moore’S Law and the Internet)

    Pdf (Arguing That the Sharing Economy Is a Consequence of Moore’S Law and the Internet)

    Notre Dame Law Review Volume 94 | Issue 1 Article 7 11-2018 The hS aring Economy as an Equalizing Economy John O. McGinnis Northwestern University Pritzker School of Law Follow this and additional works at: https://scholarship.law.nd.edu/ndlr Part of the Law and Economics Commons, Law and Politics Commons, and the Law and Society Commons Recommended Citation 94 Notre Dame L. Rev. 329 (2018). This Article is brought to you for free and open access by the Notre Dame Law Review at NDLScholarship. It has been accepted for inclusion in Notre Dame Law Review by an authorized editor of NDLScholarship. For more information, please contact [email protected]. \\jciprod01\productn\N\NDL\94-1\NDL107.txt unknown Seq: 1 19-NOV-18 13:05 THE SHARING ECONOMY AS AN EQUALIZING ECONOMY John O. McGinnis* Economic equality is often said to be the key problem of our time. But information technol- ogy dematerializes the world in ways that are helpful to the ninety-nine percent, because informa- tion can be shared. This Article looks at how one fruit of the information revolution—the sharing economy—has important equalizing features on both its supply and demand sides. First, on the supply side, the intermediaries in the sharing economy, like Airbnb and Uber, allow owners of housing and cars to monetize their most important capital assets. The gig aspect of this economy creates spot markets in jobs that have flexible hours and monetizes people’s passions, such as cooking meals in their home. Such benefits make these jobs even more valuable than the earnings that show up imperfectly in income statistics.
  • Evolution of E-Mobility in Carsharing Business Models

    Evolution of E-Mobility in Carsharing Business Models

    Evolution of E-Mobility in Carsharing Business Models Susan A. Shaheen1 and Nelson D. Chan2 Transportation Sustainability Research Center, University of California, Berkeley, [email protected], [email protected] Abstract Carsharing continues to grow worldwide as a powerful strategy to provide an alternative to solo driving. The viability of electric vehicles, or EVs, has been examined in various carsharing business models. Moreover, new technologies have given rise to electromobility, or e-mobility, systems. This paper discusses the evolution of e-mobility in carsharing business models and the challenges and opportunities that EVs present to carsharing operators around the world. Operators are now anticipating increased EV proliferation into vehicle fleets over the next 5- 10 years as technology, infrastructure, and public policy shift toward support of e- mobility systems. Thus, research is still needed to quantify impacts of EVs in changing travel behavior toward more sustainable transport. 1 Introduction Carsharing enables a group of members to share a vehicle fleet that is maintained, managed, and insured by a third-party organization. Primarily used for short-term trips, carsharing can provide affordable, self-service vehicle access 24-h per day for those who do not have a car, want to reduce the number of vehicles in their household, or do not use their vehicle during the day for long periods of time. Rates include fuel, insurance, and maintenance. Ideally, carsharing works best in a neighborhood, business, or campus setting where users could walk, bike, share rides, or take public transit to access the shared-use vehicles. Carsharing has evolved through several phases since the first carsharing system began in Europe in 1948.
  • The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto Da Cruz

    The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto Da Cruz

    The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies Jordana Viotto da Cruz To cite this version: Jordana Viotto da Cruz. The Economics of Crowdfunding : Entrepreneurs’ and Platforms’ Strategies. Sociology. Université Sorbonne Paris Cité, 2017. English. NNT : 2017USPCD030. tel-01899518 HAL Id: tel-01899518 https://tel.archives-ouvertes.fr/tel-01899518 Submitted on 19 Oct 2018 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. |_|_|_|_|_|_|_|_|_|_| UNIVERSITE PARIS 13 U.F.R. DE SCIENCES ÉCONOMIQUES ÉCOLE DOCTORALE : ERASME NO 493 THÈSE Pour obtention du grade de Docteur de l’Université Paris 13 Discipline : Sciences Économiques Présentée et soutenue publiquement par Jordana VIOTTO DA CRUZ Le 13 novembre 2017 « The Economics of Crowdfunding: Entrepreneurs’ and Platforms’ Strategies » Directeurs de thèse Marc BOURREAU, Télécom ParisTech François MOREAU, Université Paris 13 Jury Thierry PÉNARD, Professeur, Université Rennes 1 Président Paul BELLEFLAMME, Professeur, Aix-Marseille Université Rapporteur Jörg CLAUSSEN, Professeur, Ludwig-Maximilians-Universität München Rapporteur Françoise BENHAMOU, Professeur, Université Paris 13 Examinateur Marc BOURREAU, Professeur, Télécom ParisTech Directeur de thèse François MOREAU, Professeur, Université Paris 13 Directeur de thèse UNIVERSITÉ PARIS 13 U.F.R.
  • Sharing and Tourism: the Rise of New Markets in Transport

    Sharing and Tourism: the Rise of New Markets in Transport

    SHARING AND TOURISM: THE RISE OF NEW MARKEts IN TRANSPORT Documents de travail GREDEG GREDEG Working Papers Series Christian Longhi Marcello M. Mariani Sylvie Rochhia GREDEG WP No. 2016-01 http://www.gredeg.cnrs.fr/working-papers.html Les opinions exprimées dans la série des Documents de travail GREDEG sont celles des auteurs et ne reflèlent pas nécessairement celles de l’institution. Les documents n’ont pas été soumis à un rapport formel et sont donc inclus dans cette série pour obtenir des commentaires et encourager la discussion. Les droits sur les documents appartiennent aux auteurs. The views expressed in the GREDEG Working Paper Series are those of the author(s) and do not necessarily reflect those of the institution. The Working Papers have not undergone formal review and approval. Such papers are included in this series to elicit feedback and to encourage debate. Copyright belongs to the author(s). Sharing and Tourism: The Rise of New Markets in Transport Christian Longhi1, Marcello M. Mariani2 and Sylvie Rochhia1 1University Nice Sophia Antipolis, GREDEG, CNRS, 250 rue A. Einstein, 06560 Valbonne France [email protected], [email protected] 2University of Bologna, Via Capo di Lucca, 34 – 40126, Bologna, Italy [email protected] GREDEG Working Paper No. 2016-01 Abstract. This paper analyses the implications of sharing on tourists and tourism focusing on the transportation sector. The shifts from ownership to access, from products to services have induced dramatic changes triggered by the emergence of innovative marketplaces. The services offered by Knowledge Innovative Service Suppliers, start-ups at the origin of innovative marketplaces run through platforms allow the tourists to find solutions to run themselves their activities, bypassing the traditional tourism industry.
  • TSRC Section Cover Page.Ai

    TSRC Section Cover Page.Ai

    Susan Shaheen, Ph.D., Adam Cohen, Michael Randolph, Emily Farrar, Richard Davis, Aqshems Nichols CARSHARING Carsharing is a service in which individuals gain the benefits of private vehicle use without the costs and responsibilities of ownership. Individuals typically access vehicles by joining an organization that maintains a fleet of cars and light trucks. Fleets are usually deployed within neighborhoods and at public transit stations, employment centers, and colleges and universities. Typically, the carsharing operator provides gasoline, parking, and maintenance. Generally, participants pay a fee each time they use a vehicle (Shaheen, Cohen, & Zohdy, 2016). Carsharing includes three types of service models, based on the permissible pick-up and drop-off locations of vehicles. These are briefly described below: • Roundtrip - Vehicles are picked-up and returned to the same location. • One-Way Station-Based - Vehicles can be dropped off at a different station from the pick- up point. • One-Way Free-Floating - Vehicles can be returned anywhere within a specified geographic zone. This toolkit is organized into seven sections. The first section reviews common carsharing business models. The next section summarizes research on carsharing impacts. The remaining sections present policies for parking, zoning, insurance, taxation, and equity. Case studies are located throughout the text to provide examples of existing carsharing programs and policies. Carsharing Business Models Carsharing systems can be deployed through a variety of business models, described below: Business-to-Consumer (B2C) – In a B2C model, a carsharing providers offer individual consumers access to a business-owned fleet of vehicles through memberships, subscriptions, user fees, or a combination of pricing models.
  • Crowdfunding, Crowdsourcing and Digital Fundraising

    Crowdfunding, Crowdsourcing and Digital Fundraising

    Fundraising for Archives Crowdsourcing, Crowdfunding and Online Fundraising Crowdfunding, Crowdsourcing & Digital Fundraising Aim of Today This session will help to demystify the landscape surrounding crowdsourcing, crowdfunding, and online fundraising providing you with information and tools essential when considering these different platforms. Plan for today • Understand the digital fundraising techniques • Evaluate what components are required for an online campaign to be successful • What does a good online case for support look like • Reflect on examples of good practice • Build a crowdfunder plan 4 5 Apples…….oranges……or pears? Digital isn’t complicated – change is! 7 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE 8 Your Crowd… • Internal Stakeholders • External Stakeholders Databases: Which one do you choose? Microsoft Dynamics 10 Who’s Online ONS 2015 ONLINE DONATION METHOD Blackbaud 2014 12 DO YOU HAVE THE RIGHT TOOLS FOR THE JOB TO NAVIGATE THE MAZE • Email • Website / online platform • Social Media • CRM System / Database • Any others…… You need to be able to engage with your online audience on multiple platforms! 13 Email "Correo." by Itzel402 - Own work. Licensed under CC BY-SA 3.0 via Wikimedia Commons - 14 https://commons.wikimedia.org/wiki/File:Correo..jpg#/media/File:Correo..jpg http://uk.pcmag.com/e-mail-products/3708/guide/the-best-email-marketing-services-of-2015 15 Social Media 16 Social Media Channel Quick Guide •Facebook - Needs little explanation. Growing a little older in terms of demographics. Visual and video content working well. Tends to get higher engagement than Twitter. •Twitter - The other main channel. Especially useful for networking and news distribution.
  • Benchmarking of Existing Business / Operating Models & Best Practices

    Benchmarking of Existing Business / Operating Models & Best Practices

    SHared automation Operating models for Worldwide adoption SHOW Grant Agreement Number: 875530 D2.1.: Benchmarking of existing business / operating models & best practices This report is part of a project that has received funding by the European Union’s Horizon 2020 research and innovation programme under Grant Agreement number 875530 Legal Disclaimer The information in this document is provided “as is”, and no guarantee or warranty is given that the information is fit for any particular purpose. The above-referenced consortium members shall have no liability to third parties for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials subject to any liability which is mandatory due to applicable law. © 2020 by SHOW Consortium. This report is subject to a disclaimer and copyright. This report has been carried out under a contract awarded by the European Commission, contract number: 875530. The content of this publication is the sole responsibility of the SHOW project. D2.1: Benchmarking of existing business / operating models & best practices 2 Executive Summary D2.1 provides the state-of-the-art for business and operating roles in the field of mobility services (MaaS, LaaS and DRT containing the mobility services canvas as description of the selected representative mobility services, the business and operating models describing relevant business factors and operation environment, the user and role analysis representing the involved user and roles for the mobility services (providing, operating and using the service) as well as identifying the success and failure models of the analysed mobility services and finally a KPI-Analysis (business- driven) to give a structured economical evaluation as base for the benchmarking.
  • How Uber Won the Rideshare Wars and What Comes Next

    How Uber Won the Rideshare Wars and What Comes Next

    2/18/2020 How Uber Won The Rideshare Wars and What Comes Next CUSTOMER EXPERIENCE | HOW UBER WON THE RIDESHARE WARS AND WHAT COMES NEXT How Uber Won The Rideshare Wars and What Comes Next How Uber won the first phase of the rideshare war and how cabs, competitors, and car companies are battling back. BY ELYSE DUPRE — AUGUST 29, 2016 VIEW GALLERY https://www.dmnews.com/customer-experience/article/13035536/how-uber-won-the-rideshare-wars-and-what-comes-next 1/18 2/18/2020 How Uber Won The Rideshare Wars and What Comes Next View Gallery In 2011, two University of Michigan alums Adrian Fortino and Jahan Khanna partnered with venture capitalist Sunil Paul to revolutionize how people got from point A to point B quickly without having to do much. The company was Sidecar, and the idea was simple: “We're going to replace your car with your iPhone,” Fortino explains. Sidecar did not lack competition. Around this time, the taxi industry was experimenting with new ways to make it easier for individuals to summon cars. And entrepreneurs, frustrated with wait times, imagined new ways to hire someone to drive them around. Multiple companies formed to solve this need, including one that is now considered a global powerhouse: Uber. By the time Sidecar went into beta testing in February 2012, Uber, or UberCab as it was originally known when it was founded in 2009, had raised at least $37.5 million at a $330 million post-money valuation, according to VentureBeat. Lyft followed shortly after when it went into beta in mid 2012, boasting more than $7 million in funding, according to TechCrunch's figures.
  • UNIVERSITY of CALIFORNIA Los Angeles Architecture in the Experience Economy: the Catalog Showroom and Best Products Company a Di

    UNIVERSITY of CALIFORNIA Los Angeles Architecture in the Experience Economy: the Catalog Showroom and Best Products Company a Di

    UNIVERSITY OF CALIFORNIA Los Angeles Architecture in the Experience Economy: The Catalog Showroom and Best Products Company A dissertation submitted in partial satisfaction of the requirements for the degree Doctor of Philosophy in Architecture by Christina Bernadette Gray 2019 © Copyright by Christina Bernadette Gray 2019 ABSTRACT OF THE DISSERTATION Architecture in the Experience Economy: The Catalog Showroom and Best Products Company by Christina Bernadette Gray Doctor of Philosophy in Architecture University of California, Los Angeles, 2019 Professor Sylvia Lavin, Chair Although it is often assumed that production must logically precede consumption, the development of postmodern architecture complicates this narrative. The development of postmodern architecture undermined established structures by centralizing the role of consumption and the consumer. This dissertation examines ways in which various conservative trends pushed the consumer closer toward production. These changes ushered in the experience economy of which Best Products Company and the broader catalog showroom phenomena were particularly emblematic. Drawing on these changes within the history of retail architecture, this dissertation sets out to explore how architecture emerged into the postmodern period as a box, a malleable shell that was increasingly being invaded and overturned by a powerful consumer. ii This dissertation of Christina Bernadette Gray is approved. Dana Cuff Michael Osman Debora Silverman Sylvia Lavin, Committee Chair University of California, Los
  • Acquiring Zipcar: Brand Building in the Share Economy

    Acquiring Zipcar: Brand Building in the Share Economy

    Boston University School of Management BU Case Study 12-010 Rev. December 12, 2012 Acquiring Zipcar Brand Building in the Share Economy By Susan Fournier, Giana Eckhardt and Fleura Bardhi Scott Griffith, CEO of Zipcar, languished over his stock charts. They had something here, everyone agreed about that. Zipcar had shaken up the car rental industry with a “new model” for people who wanted steady access to cars without the hassle of owning them. Sales had been phenomenal. Since its beginning in 2000, Zipcar had experienced 100%+ growth annually, with annual revenue in the previous year of $241.6 million. Zipcar now boasted more than 750,000 members and over 8,900 cars in urban areas and college campuses throughout the United States, Canada and the U.K. and claimed nearly half of all global car-sharing members. The company had continued international expansion by purchasing the largest car sharing company in Spain. The buzz had been wonderful. Still, Zipcar’s stock price was being beaten down, falling from a high of $31.50 to a current trade at $8 and change (See Exhibit 1). The company had failed to turn an annual profit since its founding in 2000 and held but two months’ of operating cash on hand as of September 2012. Critics wondered about the sustainability of the business model in the face of increased competition. There was no doubt: the “big guys” were circling. Enterprise Rent-a-Car Co. had entered car sharing with a model of its own (See Exhibit 2). The Enterprise network, which included almost 1 million vehicles and more than 5,500 offices located within 15 miles of 90 percent of the U.S.