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Uberized Economy - Inspiring Route

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Uberized Economy is the economic framework, inspired by Uber, for the immediate supply of goods and services via the matching of unstructured demand and scalable offer.

This report - part of the "Inspiring Route" project - analyses and understands the main themes related to Uberized Economy through stories, examples, numbers, case studies.


Market Revolution is an inspiration company. Our mission is to identify and understand the impacts of new consumer and business trends. We work with companies and brands who want to be visionary, creative, brave. And also a bit revolutionary.

To learn more about our services please visit the website [www.marketrevolution.it] or drop us a line at info[at]marketrevolution.it. Stay with us on Twitter [@MktRvltn] and Facebook [/MarketRevolutionBlog] or subscribe to our newsletter [www.marketrevolution.it/newsletter]

Published in: Business

Uberized Economy - Inspiring Route

  1. 1. U B E R I Z E D E C O N O M Y I N S P I R I N G R O U T E July,  7th  2015
  2. 2. 0 1 T H E S I Z E O F U B E R I Z E D E C O N O M Y 0 2 F R O M A B U S I N E S S P O I N T O F V I E W 0 3 I N S T A N T H A P P I N E S S C O N T E N T S . 0 0
  3. 3. @MKTRVLTN #INSPIRIN G ROUTE
  4. 4. MARKET R EVOLUT IO N I S AN INSPIRATION CO MPANY. OUR MISSIO N IS TO IDENT IF Y AND UNDERSTAND TH E IMPACTS O F NEW CONSUMER AND BUSINESS T REN DS. WE WORK WI TH COMPA NIES AND BRANDS WHO WAN T TO BE VISION ARY , CREATIVE, BRAVE. AND ALSO A BIT REVOLUTIONARY.
  5. 5. G E T I N S P I R E D N O W ! DRO P US A LIN E AT IN FO@M A RKE TRE VOLU TIO N.IT TO LEARN M O RE ABOU T OU R SE RVICE S.
  6. 6. I N S T A N T H A P P I N E S S 0 1
  7. 7. T H I S S T O R Y S T A R T S I N S A N F R A N C I S C O
  8. 8. I N S T A N T H A P P I N E S S U B E R I Z E D E C O N O M Y L I Z ’ S S T O R Y Liz  is  a  working  from  home  journalist,  based  in   San  Francisco.   At  12:15  pm  she  opens  up  the  SpoonRocket  app   on  her  phone  and  selects  a  chicken  tamale  and  a   mint  smoothie.   Six  minutes  later,  there’s  a  car  in  her  driveway.   She  goes  downstairs  to  greet  the  driver,  who  pulls   the  order  from  a  bag  in  his  passenger  seat.   She’s  back  at  her  laptop  before  the  clock  has   ticked  past  seven  minutes. 8
  9. 9. I N S T A N T H A P P I N E S S U B E R I Z E D E C O N O M Y S E A N ’ S S T O R Y Sean  is  a  23-­‐year-­‐old  driver,  based  in  San   Francisco.   He  just  got  a  degree  in  photography,  and  he’s   saving  up  money  to  travel  to  photograph  wildlife.   Carrying  two  iPhones  that  beep  out  assignments   all  day  long,  Sean  works  for  three  different  app-­‐ enabled  services:  SpoonRocket,  Sprig  and   Instacart.   He  does  about  25  to  30  deliveries  per  day   and  he  thinks  he  will  make  between  $45K  and   $60K  this  year. 9
  10. 10. W H O ’ S L I Z ?
  11. 11. I N S T A N T H A P P I N E S S L I Z I S O N E O F U S A N D W H AT M AT T E R S I S T I M E 11 U B E R I Z E D E C O N O M Y H U R R Y S I C K N E S S
  12. 12. I N S T A N T H A P P I N E S S L I Z I S O N E O F U S A N D W H AT M AT T E R S I S T I M E 12 U B E R I Z E D E C O N O M Y N E W R I C H P A R A D I G M
  13. 13. I N S T A N T H A P P I N E S S A N D W E W A N T T H I S 13 U B E R I Z E D E C O N O M Y SPEED COGNITIVE EASE Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
  14. 14. I N S T A N T H A P P I N E S S A N D W E W A N T T H I S 14 U B E R I Z E D E C O N O M Y CONVENIENCE Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
  15. 15. I L M A C R O M E S S A G G I O D A D A R E .
  16. 16. I N S T A N T H A P P I N E S S I N S TA N T G R AT I F I C AT I O N 16 U B E R I Z E D E C O N O M Y “I  want  what  I  want  when  I  want  it” Source: Recode, 2014.
  17. 17. W E A R E G I V I N G U P Q U E U E S A N D W A I T I N G , T H E B O R I N G P A R T O F O U R L I F E T O G E T T H E N E W , T H E S H I N I N G A N D M A K E T H E M O S T O F I T.
  18. 18. W H O ’ S S E A N ?
  19. 19. I N S T A N T H A P P I N E S S U B E R I Z E D E C O N O M Y S E A N I S O N E O F T H E U B E R I Z E D W O R K E R S Workers  aren’t  expecting  stability.   Coffee  shops  are  their  office.   No  expectation  of  standard  work  hours.   They  take  freelance  tasks.   They  want  to  be  their  own  boss.   They  want  a  greater  work-­‐life  balance.   19
  20. 20. I N S T A N T H A P P I N E S S U B E R I Z E D W O R K E R S G E N D E R 20 U B E R I Z E D E C O N O M Y 27,0% 73,0% MALE FEMALE Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
  21. 21. I N S T A N T H A P P I N E S S U B E R I Z E D W O R K E R S A G E 21 U B E R I Z E D E C O N O M Y 18-24 25-34 35-44 45-54 55-64 +65 0,9% 4,3% 11% 16,3% 28,8% 38,7% Source: The Atlantic, 2015
  22. 22. I N S T A N T H A P P I N E S S W H Y U B E R I Z E D W O R K E R S L E F T T H E I R F O R M E R C O M P A N I E S 22 U B E R I Z E D E C O N O M Y Insufficient pay Lack of enjoyment from work I don't need to work there anymore Insufficient flexibility in schedule 26,4% 28,2% 36,9% 42,9% Source: The Atlantic, 2015
  23. 23. T H E Y A R E N O T J U S T M E S S E N G E R S
  24. 24. O T H E R W I S E T H E Y W O U L D B E D A B B A W A L L A
  25. 25. W E N E E D W A Y M O R E …
  26. 26. I N S T A N T H A P P I N E S S U B E R I Z E D E C O N O M Y A L F R E D Alfred  is  a  $99-­‐per-­‐month  service.  It  connects   customers  with  home  managers  called  “Alfreds”.   Each  Alfred  will  visit  at  a  pre-­‐determined  time   twice  a  week  to  complete  a  user’s  chores.   Alfreds  will  keep  the  home  cleaner,  send  any   packages  that  need  to  be  dealt  with,  and  even   pick  up  prescriptions  from  the  neighborhood   pharmacy. 27
  27. 27. I N S T A N T H A P P I N E S S U B E R I Z E D E C O N O M Y I N S TA C A R T “Instacart  lets  you  order  food  from  your  fave   local  grocery  stores,  and  then  select  your  desired   delivery  window,  which  could  be  as  soon  as  the   next  hour  —  we  can’t  even  manage  to  fight  our   way  into  the  Union  Square  Trader  Joe’s  in  that   amount  of  time.”   28
  28. 28. H O W D I D W E G E T H E R E ?
  29. 29. I N S T A N T H A P P I N E S S T H I S H A S C H A N G E D 30 U B E R I Z E D E C O N O M Y CONTENT INTERACTION SERVICE accessing  a  document   with  the  push  of  a   button stay  in  touch  with  our   friends  and  family   from  the  comfort  of   our  couch getting  whatever  you   want  delivered  to  your   doors  two  days  later PRODUCTS large-­‐scale   marketplace  powered   by  independent   workers  and   smartphones
  30. 30. I N S P I R E D B Y U B E R , U B E R I Z E D E C O N O M Y I S T H E E C O N O M I C A C T I V I T Y , T H AT F U L F I L L S D E M A N D O F G O O D S A N D S E R V I C E S , V I A T H E I M M E D I AT E S U P P LY , P R O V I D E D B Y P E O P L E
  31. 31. T H E S I Z E O F U B E R I Z E D E C O N O M Y 0 2
  32. 32. A N E N T I R E C I T Y I S B E C O M I N G U B E R I Z E D
  33. 33. 34 A D A I LY R O U T I N E I N S A N F R A N C I S C O … 09:00 14:00 11:00 16:00 22:00 18:00 Woke  up  with   a  headache? Need  to  send   a  pack? An  action  movie   with  the  guys? No  clean  cloths   for  tomorrow? Prefer  a   Michelin-­‐Starred  dinner? Girlfriend  to  spoil? Source:  Medium
  34. 34. 35 A C I T Y W H E R E A C L I C K G E T S Y O U A L L ! Source:  Medium
  35. 35. A N Y T H I N G T H A T C A N B E C O N S U M E D , C A N B E “ U B E R I Z E D ”
  36. 36. S I Z E “ T H E U B E R O F X ” The  business  model  that  has  been  established  by  Uber  has  inspired  a  lot  and  is  seeing  similar   and  various  applications  in  different  industries… 37 U B E R I Z E D E C O N O M Y Source:  The  On  Demand  Economy TRANSPORTATIONRESERVATIONS  &  TICKETING TRAVEL HOME  SERVICESDELIVERY HEALTH  &  BEAUTY
  37. 37. S I Z E “ T H E U B E R O F X ” - M A N Y O F T H E M The  business  model  that  has  been  established  by  Uber  has  inspired  a  lot  and  is  seeing  similar   and  various  applications  in  different  industries…  with  almost  300  companies. 38 U B E R I Z E D E C O N O M Y Source:  The  On  Demand  Economy TRANSPORTATIONRESERVATIONS  &  TICKETING TRAVEL HOME  SERVICESDELIVERY HEALTH  &  BEAUTY 7 9 1 3 2 4 1 19 73 1
  38. 38. S I Z E “ T H E U B E R O F X ” - S O M E O F T H E M 39 U B E R I Z E D E C O N O M Y PROFESSIONAL  SERVICESHEALTH  &  BEAUTYDELIVERY 20  min. 30  min. 24  hr. hand  over  in receive  in deal  in Source:  The  On  Demand  Economy
  39. 39. W H A T P E O P L E D O A N D D E M A N D M O S T ?
  40. 40. S I Z E W H E R E T H E S E O N D E M A N D S E R V I C E S A R E C O N C E N T R AT E D ? The  on  demand  services  have  been  developed  especially  in  the  areas  where  people  pass  plenty  of  time   and  spend  plenty  of  money.   In  US,  the  concentration,  among  all  the  spendings  is  in  home  services,  transportation  and   food  delivery. 41 U B E R I Z E D E C O N O M Y 33  % 18  % 14  % @HOME  EVERYDAY 37  MILES  /  DAY GROCERY  2X  A  WEEK Source:  KPCB,  Internet  Trends  2015
  41. 41. S I Z E U B E R I Z E D E C O N O M Y H O M E S E R V I C E S 42 $350  spent  per  customer/month   18.000+  runs   Dry  cleaning  58K  shirts   Delivering  3K  pounds  of  dog  food 40.000  hours  in  5  months 4,5  years  time Source:  CrunchBase,Business  Insider,  Boston  Magazine
  42. 42. S I Z E U B E R I Z E D E C O N O M Y T R A N S P O R TAT I O N 43 Source:  CrunchBase,  Lyft,  Sherpa  Ventures,  Bloomberg 29% 71% SF  Taxi   Rev.2013 SF  OD  Serv.   Rev.2013 Growth  in  revenues  2013-­‐2014:  983%   2013:  7.000  drivers,  488.000  rides/month   2014:  51.000  drivers,  2,2m  rides/month
  43. 43. S I Z E U B E R I Z E D E C O N O M Y F O O D D E L I V E R Y 44 Gross  Profit:  2014-­‐2015:  +10% Source:  Techcrunch
  44. 44. T H E R E I S S T I L L R O O M F O R G R O W T H
  45. 45. S I Z E U B E R I Z E D E C O N O M Y A W A R E O R N O T A W A R E ? Among  the  three  most  spending  industries,  the   awareness  rates  are  still  improvable. 46 8 5   % 4 5   % 6   % 4 3   % 1 3   % 2 5   % Source:  The  On-­‐Demand  Economy  2015  Mobile  Consumer  Survey
  46. 46. S I Z E C O U L D H A V E A G R E AT P O T E N T I A L The  online  penetration  rates  of  top  industries  for  on-­‐demand  services  are  really  impressive  considering   that  the  services  are  operatively  functioning  in  the  last  5  years  at  most. 47 U B E R I Z E D E C O N O M Y Source:  BIA  Kelsey 5% 95% 10% 90% 20% 80% TAM  =  $1.100B TAM  =  $660B TAM  =  $80
  47. 47. I N V E S T O R S A R E I N T O I T !
  48. 48. T H E R E W E R E F E W O F T H E M F I V E Y E A R S A G O … Investments  in  on-­‐demand  services  have  begun  with  nearly  20  Venture   Capital  firms  in  2010. 49 S I Z E U B E R I Z E D E C O N O M Y Source:  CB  Insights
  49. 49. … N O W T H E M A R K E T I S O N F I R E ! As  of  April  2015,  there  are  already  198  of  them  investing. 50 S I Z E U B E R I Z E D E C O N O M Y Source:  CB  Insights
  50. 50. $ 9 + B I L L I O N S O F T O T A L I N V E S T M E N T S I N C E 2 0 1 0
  51. 51. S I Z E V E N T U R E C A P I TA L S H A V E A N E Y E O N “ U B E R F O R X ’ s ” ! Big  players  among  Venture  Capitals  got  their  eye  on  on-­‐demand  services.  Since  2010,  including  all  the   investment  stages  -­‐seed,  early,  A/B/C/D/E-­‐  more  than  $9B  have  been  invested. 52 U B E R I Z E D E C O N O M Y Source:CrunchBase,  CB  Insights
  52. 52. 4 6 % H I G H E R S E R I E S A I N V E S T M E N T S C O M P A R E D T O T E C H S T A R T - U P S
  53. 53. S H E R P A V E N T U R E S W I T H $ 1 5 4 M I L L I O N S
  54. 54. S I Z E W H AT A R E T H E Y I N V E S T I N G I N ? T R A N S P O R TAT I O N T O P ! These  companies  in  on-­‐demand  services  have  seen  the  bigger  investments  among  all.  They  are  also   those  operating  in  the  three  main  industries  where  we  previously  saw  that  there  is  a  major  frequency   and  spending. 55 U B E R I Z E D E C O N O M Y $5.9B $1B $275M Source:CrunchBase,  CB  Insights a n d l o t m o r e … $62M
  55. 55. G O O G L E S H O P P I N G E X P R E S S W I T H $ 5 0 0 M F R O M G O O G L E
  56. 56. I N O N - D E M A N D B U S I N E S S E S , T H E R E I S S T I L L M O R E T O I N V E S T , L O T T O C H A N G E !
  57. 57. 58 O N - D E M A N D M O B I L E S E R V I C E S F U N D I N G T R E N D J A N U A R Y 2 0 1 0 - A P R I L 2 0 1 5 Source:CB  Insights
  58. 58. 59 W E ’ L L S E E L O T M O R E I N V E S T M E N T S O N - D E M A N D M O B I L E S E R V I C E S F I N A N C I N G T R E N D F O R 2 0 1 5 $4.924M Source:CB  Insights +186%
  59. 59. F R O M A B U S I N E S S P O I N T O F V I E W 0 3
  60. 60. T H E S T O R Y S O F A R
  61. 61. I W A N T I T A L L , I W A N T I T A L L , I W A N T I T A L L , A N D I W A N T I T N O W . Q u e e n ,   1 9 8 9 .
  62. 62. T H E S E N E E D S A R E R E A L L Y N E W ? ( S P O I L E R : N O )
  63. 63. " I F I ' M W I L L I N G T O P AY $ 1 0 0 F O R S O M E O N E T O B R I N G M E A G L A S S O F F R E S H M I L K F R O M A N O M A H A D A I R Y C O W R I G H T N O W , T H E R E M I G H T V E R Y W E L L B E A G U Y W H O W O U L D B E S U P E R H A P P Y T O D O T H AT , B U T H E D O E S N ' T K N O W T H AT I ' M T H E C R A Z Y G U Y W H O I S W I L L I N G T O P AY $ 1 0 0 . " B o   F i s h b a c k ,   C E O   Z a a r l y Source:  Fastcompany,  mar  2014.
  64. 64. T E C H N O L O G Y H A S C H A N G E D O U R B E H A V I O R S A N D E X P E C T A T I O N S
  65. 65. I T E N A B L E D A N E W B U S I N E S S M O D E L : O N - D E M A N D
  66. 66. W I T H M P 3 s I T ’ S E A S Y , A F T E R A L L B U T T R Y I T W I T H A H A I R D R E S S E R
  67. 67. N O T E V E R Y T H I N G I S S C A L A B L E . S E R V I C E S A N D P R O D U C T S H A V E B O T T L E N E C K S
  68. 68. B U S I N E S S P O V U B E R I Z E D E C O N O M Y “ W E B V A N ” W H O ? A  30-­‐minute  grocery  delivery  service  funded  in   1996.   “If  We  Build  It,  They  Will  Come”.   In  oder  to  handle  up  to  10.000  orders  per  day,   they  built  a  huge  infrastructure,  including  a   30.000  square  meters  -­‐  50.000  SKUs  distribution   center  in  Oakland   Webvan  went  bankrupt  in  2001,  with  the  largest   dot-­‐com  flop  in  history. 69 Source:  Youtube,  1998;  Wikipedia,  2015;  The  Innovative  Manager,  mar  2015.
  69. 69. A R E A S S E T S S T I L L A S T R E N G T H ?
  70. 70. B U S I N E S S P O V “ I D O N ’ T O W N T R U C K S , I D O N ’ T P AY F O R H U B S , I D O N ’ T P AY F O R D R I V E R S I D O N ’ T U S E ” 71 U B E R I Z E D E C O N O M Y Source:  Recode,  aug  2014. ASSET-BASED COMPANY $50 ACCESS-BASED COMPANY $5VS Who’s  going  to  win?
  71. 71. H E R E C O M E S T H E S H A R I N G E C O N O M Y
  72. 72. A N E C O N O M I C S Y S T E M B A S E D O N S H A R I N G U N D E R U S E D A S S E T S O R S E R V I C E S , F O R F R E E O R F O R A F E E , D I R E C T LY F R O M I N D I V I D U A L S . R a c h e l   B o t s m a n Source:  Fastcoexist,  may  2015.
  73. 73. B U S I N E S S P O V M U C H M O R E T H A N C H E A P C A R P O O L I N G B U T A W H O L E N E W S E T O F T O O L S T O R E B U I L D B U S I N E S S E S F R O M T H E I N S I D E 74 U B E R I Z E D E C O N O M Y CROWDSOURCED WORKERS & MICRO-ENTREPRENEURSHIP SEAMLESS ACCESS TO ASSETS AGGREGATION PLATFORM & INTERMEDIATION NETWORK FEEDBACK & COLLABORATION TOOL
  74. 74. A N E W B U S I N E S S F R A M E W O R K
  75. 75. U B E R , T H E W O R L D ’ S L A R G E S T TA X I C O M P A N Y , O W N S N O V E H I C L E S . F A C E B O O K , T H E W O R L D ’ S M O S T P O P U L A R M E D I A O W N E R , C R E AT E S N O C O N T E N T. A L I B A B A , T H E M O S T V A L U A B L E R E TA I L E R , H A S N O I N V E N T O R Y. A N D A I R B N B , T H E W O R L D ’ S L A R G E S T A C C O M M O D AT I O N P R O V I D E R , O W N S N O R E A L E S TAT E . T o m   G o o d w i n ,   V P   H a v a s   M e d i a Source:  Techcrunch,  mar  2015.
  76. 76. T H E C O M P A N Y B E C O M E S “ L I Q U I D ”
  77. 77. T H E P E R F E C T F I T F O R O N - D E M A N D B U S I N E S S
  78. 78. B U S I N E S S P O V U B E R I Z E D E C O N O M Y “ O N - D E M A N D ” S Q U A R E D : M A G I C TEXT  “HELLO”  TO  83489  TO  GET  WHATEVER   YOU  WANT  ON  DEMAND  WITH  NO  HASSLE.   Trained  operators  standing  by  24/7  answer  to   everyone  requests.  Send  a  text  message,  and   you'll  get  what  you  want.     They  order  what  you  need  from  the   appropriate  service  (e.g.  DoorDash,   Instacart,  Postmates,  etc.),  and  deal  with   them  so  you  just  automatically  get  what  you   want,  like  magic... 79 Source:  Magic,  2015.
  79. 79. A T H I N L A Y E R O N T O P O F V A S T S U P P L Y S Y S T E M S ( W H E R E T H E C O S T S A R E )
  80. 80. T H A T I N T E R F A C E S A H U G E N U M B E R O F P E O P L E ( A N D H E R E ’ S T H E M O N E Y )
  81. 81. B U S I N E S S P O V A R T I F I C I A L A R T I F I C I A L I N T E L L I G E N C E Amazon  Mechanical  Turk  is  a  web  service  that  enables  individuals  and  businesses  (known  as   Requesters)  to  coordinate  the  use  of  human  intelligence  (known  as  Providers  or  “Turkers”)  to  perform   tasks  that  computers  are  currently  unable  to  do. 82 U B E R I Z E D E C O N O M Y QUALITY   Pre-­‐qualified  workers FLEXIBILITY   Scale  your  workforce   up  and  down  quickly ACCURACY   Get  high-­‐quality,   cost-­‐effective  results SPEED   Start  receiving  results   in  minutes Source:  Amazon  Mechanical  Turk,  2015;  Wikipedia,  2015;  Quora,  may  2013;  Panos  Ipeirotis,  nov  2012. 1K-10K FTEs 10$M-150$M PER YEAR
  82. 82. I N S E A R C H O F T H E M O S T E F F I C I E N T ( A N D P R O F I T A B L E ) M O D E L
  83. 83. T H E I M M E D I A T E S U P P L Y O F G O O D S / S E R V I C E S V I A T H E M A T C H I N G O F U N S T R U C T U R E D D E M A N D A N D S C A L A B L E O F F E R
  84. 84. B U S I N E S S P O V 3 M A I N C O M P O N E N T S 85 U B E R I Z E D E C O N O M Y BUSINESS MODEL SERVICE MODEL CUSTOMER EXPERIENCE
  85. 85. L I Q U I D C O M P A N Y L E V E R A G I N G T H E A G G R E G A T I O N O F D E M A N D A N D T H E E L A S T I C I T Y O F S U P P L Y
  86. 86. W Y - W A N T - I W Y G R E M O V I N G A N Y F R I C T I O N S T O D E L I V E R A T A I L O R E D , F A S T A N D E F F I C I E N T S E R V I C E
  87. 87. C L O S E D L O O P C O L L A P S I N G A L L T H E P O I N T S O F T H E V A L U E C H A I N I N O N E Source:  Schalafman,  apr  2014..
  88. 88. E F F E C T S
  89. 89. I F T H E S U P P L Y I S ( V I R T U A L L Y ) U N L I M I T E D , T H E D E M A N D H A S M O R E A N D M O R E P O W E R
  90. 90. B U S I N E S S P O V A L L T H E S E T R A N S F O R M E D D E M A N D , S U P P LY A N D W O R K The  power  relationships  that  regulate  the  traditional  supply  chain  are  called  into  question. 91 U B E R I Z E D E C O N O M Y W M D C Workers Manufacturers Distributors Customers
  91. 91. T H E D A R K S I D E O F “ U B E R I F I C A T I O N ”
  92. 92. B U S I N E S S P O V S O C I A L A N D P O L I T I C A L I M P A C T S 93 U B E R I Z E D E C O N O M Y Source:  The  Nib,  2015. Employees  VS   contractors? EMPLOYMENT People  with  money  VS   people  with  time NEW CLASSISM Un-­‐regulation  VS     De-­‐regulation REGULATION Virtual  assets  VS     real  profit TAX
  93. 93. W H A T ’ S G O I N G O N
  94. 94. U N B U N G L I N G T H E I N C U M B E N T S ( T H E F O R M E R W I N N E R I S T H E N E W L O S E R ) Source:  CBInsight,  mar  2015..
  95. 95. A D A P T O R D I E
  96. 96. B U S I N E S S P O V U B E R I Z E D E C O N O M Y P A R T N E R T O L E A R N Hyatt  took  part  in  a  $40  million  investment  deal   in  Onefinestay.   CEO  Mark  Hoplamazian  says  the  company   invested  to  help  the  chain  learn  about  the  new   ways  that  customers  look  at  the  guest   experience. 97 Source:  Skift,  jun  2015. “Democratizing tavel makes the pie bigger”
  97. 97. B U S I N E S S P O V U B E R I Z E D E C O N O M Y E X P E R I M E N T T O F I T Volvo  is  turning  his  cars  into  a  pickup  and  drop-­‐ off  zone.   In  2014  piloted  the  Roam  Delivery  service:   enabled  by  Connected  Car  and  Digital  Keys   technologies,  Volvo  owners  can  receive  their   purchases  online  directly  on  their  car  with  the   goal  to  deliver  the  goods  to  people  and  not  to   places.   98 Source:  The  Verge,  feb  2014;  Volvo,  Feb  2014. 92 % say roam delivery is more convenient than getting their online orders at home.
  98. 98. B U S I N E S S P O V U B E R I Z E D E C O N O M Y B U I L D H Y B R I D M O D E L S A  virtual  supermarket  available  anytime,  at  the   metro  stop,  on  the  train,  from  the  couch  at  home   or  in  line  at  the  postoffice,  to  organize  your   groceries  at  any  time  and  place.   From  wherever  you  order,  the  shopping  can  be   collected  within  1  hour  at  your  favorite  store,   jumping  the  queue  through  a  checkout,  or   delivered  at  your  door  in  3  hours. 99 Save time do fun things and be together Source:  Cliccaeritira,  2015;  Economyup,  may  2015.
  99. 99. A L O O K T O T H E F U T U R E
  100. 100. U B E R I F I C A T I O N O F B 2 B D E M O C R A T I Z A T I O N O F O U T S O U R C I N G Source:  KPCB,  may  2015.
  101. 101. U B E R I F I C A T I O N + I N T E R N E T O F E V E R Y T H I N G A L I F E H A S S L E - F R E E Source:  Amazon,  2015.
  102. 102. S O , G O O D B Y E T O T H E G O O D O L ’ M A R K E T I N G Source:  Recode,  aug  2014.
  103. 103. ARE YO U IN TE RE STE D IN THESE TOP ICS FOR YO U R ORGANIZAT ION ? WRITE US F OR AN IN - HO U SE WORKS H OP AT IN FO@M A RKE TRE VOLU TIO N.IT
  104. 104. MARKET R EVOLUTION IS PART OF FUTUREBE RRY, THE STRATE GIC CONSULTANCY GROUP T HAT ENA BLES INNOVATION A ND CHANGE.
  105. 105. 106 M A R K E T R E V O L U T I O N U B E R I Z E D E C O N O M Y July, 7th 2015 info@marketrevolution.it marketrevolution.it /MarketRevolutionBlog @MktRvltn M A I L W E B F A C E B O O K T W I T T E R

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