Presentation of my paper at QUIS14, the 14th International Research Symposium on Service Excellence in Management Theme, in Shanghai, China. Read more at: http://bit.ly/quis2015 Paper published in the Proceedings "Accelerate the Impact of Service Research" (abstract available at: http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-117150).

1. Platform Business Models:
A Case from Mobility Services
HUGO GUYADER & VICTOR AICHAGUI
2015-06-19
QUIS14
hosted
by
The 14th International Research Symposium on Service Excellence in Management
Theme: Collaborative Innovations in the Network Environment

2. Collaborative Consumption
Consumers co-create value
by sharing existing products
that are only temporarily needed.
access to more resources, more convenience and at lower costs
2Guyader, H. & Aichagui, V.

3. 3Guyader, H. & Aichagui, V.
Products and
services are swapped,
redistributed, sold, shared,
lent, rented, borrowed, gifted,
or consumed among two or
more individuals.
Networks of connected
individuals and communities
produce and consume
collaboratively through
P2P networks.

4. Guyader, H. & Aichagui, V.
• Sharing behavior is nothing new,
but it is being revolutionized and facilitated by ICT
• Primary drivers of the sharing economy:
- individual cost consciousness and appeal for
financial compensation of underutilized resources
- an urge to reduce the socio-environmental
impact of consumption
- normative desires to satisfy altruistic needs
- community belonging
4

5. Guyader, H. & Aichagui, V.
Platform Business Model
• Service organizations develop online platforms that enable their
users to co-create value by sharing underutilized resources and
cut down the marginal cost of service provision.
• While some of these organizations are public initiatives or small
cooperatives, others develop platform business models
capitalizing on existing communities and enhancing their P2P
matchmaking services in exchange of a transaction fixed fee or a
commission.
• These platforms dilute the traditional ownership characteristic of
value-in-use.
• The more network users, the more valuable it becomes, the
better services can be provided.
5

6. Guyader, H. & Aichagui, V.
Platform Business Model
• Most of the collaborative consumption platforms charge
their users at pro-rata (membership pricing being more
frequent for B2C services rather than for P2P services).
Consumers pay to access and obtain more value for
less costs than with traditional offers.
• These for-profit platforms become marketplaces where
consumers can find a supplier. Both users economically
benefit from sharing, as well the platform owners.
• Revenues from collaborative consumption are growing
fast (25% each year), rentals representing the greatest
share of business models.
6

7. Guyader, H. & Aichagui, V.
P2P Platforms
Three types of services provided:
1. deferred: “a one-off peer-to-peer service sharing
pattern” occurring only once
2. recurrent: “a repeated series of events”
3. immediate: smartphone-based “instant matches”
enabled by a large network of users
(Andersson, Hjalmarsson, Avital, 2013)
7

8. Guyader, H. & Aichagui, V.
Chicken & Egg Problem
• To grow and expand in large
scale, online P2P platforms
must reach a critical mass of
users.
• The quality of the service relies
on matching each user needs
with corresponding satisfactory
offers.
• Growth, customer adoption,
trust and safety are critical to
collaborative consumption
business platforms.
8
- Consumers consider the price to access
the desired good/service and the number
of adequate offers on the platform.
- Suppliers/providers consider the
quantity of the demand, the additional
services enabled by the platform, and the
cost of matchmaking.

9. Guyader, H. & Aichagui, V.
Methodology
• Case Study
• Interviews with
- Senior Management
- Country managers
- Users
• Document Analysis
• Survey (in development)
- integrated with CRM
• Social Media Analysis
9

10. Guyader, H. & Aichagui, V. 10
ridesharing
·P2P car rentals
·leasing
Case Study
“Revolutionalizing the way people travel, and the overall infrastructure”

11. Guyader, H. & Aichagui, V. 11
• 2005
Imported ridesharing from Germany to Denmark, seeing an opportunity in the
Danes’ concern for the environment and their discontent with public transportation
(prices, delays, cancellations).
Organic growth (no marketing) as a non-profit platform for 6 years.
• 2011
Enhanced the ridesharing platform with a new technology enabling online
payment.
• 2013
Begun to charge the drivers a 9% commission on their ride.
• 2014
February – launch of P2P car rentals: Users could now borrow privately owned
vehicles from other users, or rent out their own car. An insurance-deal covers the
rental period.
September – launch of leasing: when the car idles, it can be rented out to GoMore
members. By renting out their leased car 8 days/month, the Leasers can make up
the leasing cost, so the car can be used for free the rest of the month.
• 2015
More than 250.000 users in Scandinavia.

12. Guyader, H. & Aichagui, V.
Ridesharing
• 450,000+ members on all
platforms.!
• Growing by 40,000+
members per month.!
• 800,000+ visitors and app
sessions per month.!
• 5,000-10,000 rides offered
every day.!
• 200,000+ user ratings,
average 4.9 out of 5.!
1212
GoMore, NGH 2015http://vimeo.com/105126520

13. Guyader, H. & Aichagui, V.
Peer-to-Peer Car Rental
• Launched in DK
February 2014.!
• 2,300+ rental cars on
platform.!
• 2,500+ rental days per
months.!
1313
http://vimeo.com/105124374 GoMore, NGH 2015

14. Guyader, H. & Aichagui, V. 14
Lease and Rent Out
• Concept for lease and
rent out your car
launched in DK
September 2014.!
• More than 500 cars
ordered first day after
launch.!
• Target 2,500 cars on
streets in Denmark by
end of 2015.!
!
• Partner with LeasePlan.
A global partnership,
Spain and Sweden under
preparation.!
14
GoMore, NGH 2015

15. Guyader, H. & Aichagui, V.
Platform Business Model
Frequency:*Low*
Dura0on:*Medium*
Spontaneity:*High*
Hauling:*High*
Frequency:*Low*
Dura0on:*Low*
Spontaneity*:*Low*
Hauling:*Low*
Frequency:*High*
Dura0on:*High*
Spontaneity*:*High*
Hauling:*High***
MOBILITY(NEED(3(MOBILITY(NEED(2(MOBILITY(NEED(1(
*
Financial*
compensa0on*
SERVICE*1*
Ridesharing(
SERVICE*2*
P2P(Rentals(
SERVICE*3*
Leasing(
SERVICE*4*
Servi>za>on(
CAPITALIZATION((
NEED(4(
Par>al(access(( Temporary(access(( Total(access(
Financial((
compensa>on(
Access(
15

16. Guyader, H. & Aichagui, V.
Key Take-Aways
• Critical mass: Chicken and egg problem
• Flexible (“loose”) business model
- Provides necessary resources to obtain multiplier effects
- Allows for new service development
- Can creates new customer needs
• Customer needs:
- Access to mobility: Frequency, Duration, Spontaneity, Hauling
- Non mobility: Financial need
• Platform owner revenue: % of transactions
• Technology is key to service quality and efficiency
16

17. Any questions, remarks, suggestions?
Thank you for your attention!
Hugo Guyader hugo.guyader@liu.se
Victor Aichagui victor.aichagui@liu.se
QUIS14
Platform Business Models:
A Case from Mobility Services