Seats2meet.com, founded in 2007 amidst the early days of co-working and digital platforms, has grown to over 200 locations in 29 countries without owning any real estate. The document discusses the evolution of the collaborative economy, emphasizing the shift from ownership to access, and the importance of networking and serendipitous connections in coworking environments. It also introduces concepts like the S2G framework for cities and the significance of creating innovative business models that align with stakeholder expectations.

1. SEATS2MEET.COM
SOCIETY3.0 & POST-CORONA

2. RONALDVAN DEN HOFF
MARIELLE SIJGERS
In 2007 we started Seats2meet.com

3. In 2007 …
Co-working
was a non existing word. Facebook,
just a year old
YouTube,
the first video was uploaded Bitcoin,
didn't exist
Android,
a small startup that Google
just acquired Alibaba
was a fairy tale

4. Airbnb,
the world’s largest accommodation provider
owns no real estate or beds.
Skype, WhatsApp & Facebook Messenger
the world largest phone companies
own no telco infra
Netflix
world’s largest movie house
owns no cinemas
Seats2meet.com
has over 200 cowork centers in 29 countries
owns no real estate
Uber,
the world’s largest taxi company
owns no vehicles.
Facebook,
the world’s most popular media owner
creates no content.
In 2020…

5. WE ARE A CHAORDIC SOCIETY ONTHE RISE*:
TECHNOLOGAL EXPLOSIONS
&
SOCIALTRANSFORMATIONS
* FRAMEWORK BY
INTERNET
gateway to
information
SOCIAL WEB
connectivity machine
COLLABORATIVE
ECONOMY
new social economic
value creation platforms
1995 202520152005
AUTONOMOUS WORLD
artificial & human
intelligence connected:
GLOBAL BRAIN

7. COMMODITIES & RESOURCES
CAPITAL (SOCIAL & MONETARY)
LABOUR, SKILLS & KNOWLEDGE
ENTREPRENEURSHIP, A CONCEPT,
BUSINESSMODEL…
ABOUT ORGANIZATIONS
ORGANIZATIONS
ORGANIZE…..

8. TECHNOLOGY
MORE RESOURCES
MONEY
GROWTH
INNOVATION POWER
TRADITIONAL
TECHNO DRIVEN
ASHBY’S LAW
COASE CEILING
DATA
VALUE CHAIN MARKETPLACES

9. CENTRALIZATIONOF MARKETPLACES:
‘WINNERTAKESALL PRINCIPLE”

10. FROM MARKETPLACETO CLASSICVALUE CHAIN?
AIRBNB PLUS

11. THE AIRBNB EFFECT
nbr of rooms 2016 2018
Amsterdam 7.800 18.500
London 18.500 50.000
Paris 29.000 55.000
Barcelona 12.000 17.000
Los Angeles 14.500 31.000
NewYork City -- 41.000
source: http://insideairbnb.com
9 4.000.000 31
91 1.200.000 35
98 838.000 19
71 766.000 10
12 675.000 9
50 600.000 12
Airbnb
Marriott
Hilton
Intercontinental
Wyndham
Accor Hotels
source: Marco Derksen (Upstream, 2018)
age rooms value ($B)

12. CENTRALIZATIONVS. DECENTRALIZATION
Beds &
Workspaces

13. DECENTRALIZATION of banking systems
CRYPTO:
Market cap
$ 170.000.000.000.
Decentralization of
knowledge and education: Mooc’s

14. live & work
tooling & legal
structures
transportation &
distribution
crypto currencies
networked professionals
DECENTRALIZED, BUT CONNECTED NETWORKS :
PLATFORM OR ECO SYSTEMS. “RENDANHEYI” *
Haier: the awareness (heyi) that your role in the mini-network (ren) only exists by the
value creation for the client/user (dan). http://www.haier.net/en/about_haier/one_person_alone/

15. S2G FRAMEWORK* FOR CITIES
‘A SERENDIPITIOUS MULTIDIMENSIONAL
PUBLIC SPACE WITH CULTURAL,
ECONOMIC AND SOCIAL DIVERSITY’.
OLMA, 2017
GENIUS CITY
‘INHABITANTS ARE DATA PRODUCERS
AND ARE MANAGED BY ALGORITMS.
THE COMMONS, PUBLIC SPACE, HAVE
GONE’.
VAN DEN HOFF, 2017
SMART CITY
YOU LIVE WHERE YOU WORK
DUMB CITY
‘TALENT, TOLERANCE, TECHNOLOGY’
FLORIDA, 2002
CREATIVE CITY
*Inspired by:
S2G FRAMEWORK
Joe Pine, April 2017

16. takeaway home cooked meals
COLLABORATIVE & SHARING ECONOMY:
ACCES MORE IMPORTANTTHAN OWNERSHIP

17. NEIGHBOURHOOD BECOMESONE BIG-GIG ECONOMY,
WITHTHE PLATFORMSAS ENABLERS.

18. PHYSICAL SPACE
3RD PLACES:
Coworking locations
Hotel lobbies
Flex offices
Libraries
Maker spaces
Coffee shops
Theaters
VIRTUAL LAYER
+
OFFICEHOME
3RD
PLACE
3RD SPACE

19. OUR STORY

20. **THE PROGRESSION OF ECONOMIC VALUE**
ECONOMICVALUE CREATION INTHE AGE OFTHE
INTERDEPENDENT * ECONOMY **
* “The Interdependent Economy”,
R. van den Hoff, Society30, 2012

21. spaces, services
and products
monetary capital
shared co-working &
open collaboration
social capital
BUSINESS MODEL
3rd Space Cowork & Meeting Locations
HOME OFFICE
3RD
SPACE
THINK INTERMS OF
ABUNDANCE,
NOT SCARCITY…

22. VIRTUAL LAYER:
-BOOKING PROCES
-MAGAZINE
-WHO IS IN THE HOUSE DASHBOARD?
-HYBRID MEETINGS
-Q&A NETWORK CONNECTIVITY
HOME OFFICE
3RD
SPACE

23. PASSPORT
personal work environment
HOME OFFICE
3RD
SPACE

24. DIGITAL OFFICE HOST
launch fall 2020
- Capacity management
- Real time check in
- Employee flow
- Log files
HOME OFFICE
3RD
SPACE

25. REALTIME DASHBOARDS

26. S2M PLATFORM DATA SET 2019, location030
TOPIC TRENDS
TAG COMBINATIONS
POTENTIAL VISITORS

27. SEATS2MEET EVENT CREATION PROGRAM
SPRING 2021 :
DETERMINE
TRENDING TOPICS
SELECT & INVITE
RELEVANT
CO-WORKERS TO
CO-CREATE EVENT
SELECT EVENT TOPIC
&
BOOK SPACE
EVENT LAUNCH
SELECT & INVITE
POTENTIAL
AUDIENCE
NO-RISK
EVENT EXECUTION

28. SOCIAL & MONETARY CAPITAL: NUMBERS 2019
PER 100.000 Check-Ins:
332.000 Knowledge Tags
16.000 Fields of expertise
125.000 Personal Matches
Number of seats S2m Nl :
- 400.000 Meeting-& Cowork
- 100.000 Social Capital
- 300.000 Monetary Capital
Research* Coworkers
Serendipity Experience & Results @
S2m :
-A new job
-Invited for a new project
-Started a new company:
2015 1 out of 6
2017 1 out of 4
*2013-2015-2017 Survey by the Erasmus University of Rotterdam

29. COWORKING ISAN ENABLER
COWORKING
is not about
the venues,
the hardware,
the software,
or the design.
COWORKING
is about
the number and quality of
serendipitous connections,
opportunities &
open collaboration.

30. COWORKING AS ENABLER:
The Hotel Lobby as a local connectivity square

31. COWORKING AS ENABLER:
ASR Bank & Insurance.
Wants to be recognized as a Sustainable & Socially Connected Insurance Company, Employer
& Investor…
Q4 2019
+1000 CHECK-INS
6400 FIELDS OF EXPERTISE
2500 NEW CONNECTIONS

33. THE
SEATS2MEET.COM
NETWORK &
200 LOCATIONS
29 COUNTRIES
100.000+ PASSPORT HOLDERS

34. How might Seats2meet successfully create, develop and execute a
Business Model Innovation based on their core competencies and current assets.
In answering this question, please keep in mind the core competencies and
strategy of Seats2meet and the values and expectations of all related stakeholders.