A framework for organisations in the sharing economy on trust management.
Part of a cycle of presentations on the subject of Trust in the sharing economy.
Presentatie gebruikt tijdens de meetup voor starters in de deeleconomie.
Presentation used in meetup for starting organizations in the sharing economy.
Share nl report for the ministry of economic affairs on the innovation in the...shareNL
This report summarises research on barriers to investment in innovation and whether opportunities are currently feasible or not in the collaborative economy, and in the area of green growth. For this purpose, multiple roundtable meetings have been organised and interviews have been held with entrepreneurs, academics, legal experts, representatives of companies and government, who are active in the field of the collaborative economy. This summary sets outs the priority aspects of the collaborative economy which require action.
The collaborative economy contributes to green growth, but its potential can be utilised better. This can be achieved by looking at the opportunities and barriers, which now exist because the difference between producers and consumers has become more blurred, as well as changing trends of consumers renting or sharing products rather than owning products. As a result new risks and questions arise concerning liability, taxation, and competition. This report suggests a role for the government in four areas: (1) to ensure that current legislation is clear in how it applies to the collaborative economy; (2) to provide regulatory flexibility for experiments; (3) to monitor relevant developments and safeguard the public interest; and (4) to address the barriers that have been identified in this research.
Share nl collaborative economy environmental impact and opportunities reportshareNL
This research explores the environmental impact of the collaborative economy: an emerging and varied phenomenon on which little information is available. The research focuses particularly on goods within the collaborative economy, but also provides a description of the entire collaborative economy landscape and its sustainability impact. The broad conclusion is that the sharing of goods has significant positive environmental impact because under-used capacity is exploited to accommodate consumption needs.
A framework for organisations in the sharing economy on trust management.
Part of a cycle of presentations on the subject of Trust in the sharing economy.
Presentatie gebruikt tijdens de meetup voor starters in de deeleconomie.
Presentation used in meetup for starting organizations in the sharing economy.
Share nl report for the ministry of economic affairs on the innovation in the...shareNL
This report summarises research on barriers to investment in innovation and whether opportunities are currently feasible or not in the collaborative economy, and in the area of green growth. For this purpose, multiple roundtable meetings have been organised and interviews have been held with entrepreneurs, academics, legal experts, representatives of companies and government, who are active in the field of the collaborative economy. This summary sets outs the priority aspects of the collaborative economy which require action.
The collaborative economy contributes to green growth, but its potential can be utilised better. This can be achieved by looking at the opportunities and barriers, which now exist because the difference between producers and consumers has become more blurred, as well as changing trends of consumers renting or sharing products rather than owning products. As a result new risks and questions arise concerning liability, taxation, and competition. This report suggests a role for the government in four areas: (1) to ensure that current legislation is clear in how it applies to the collaborative economy; (2) to provide regulatory flexibility for experiments; (3) to monitor relevant developments and safeguard the public interest; and (4) to address the barriers that have been identified in this research.
Share nl collaborative economy environmental impact and opportunities reportshareNL
This research explores the environmental impact of the collaborative economy: an emerging and varied phenomenon on which little information is available. The research focuses particularly on goods within the collaborative economy, but also provides a description of the entire collaborative economy landscape and its sustainability impact. The broad conclusion is that the sharing of goods has significant positive environmental impact because under-used capacity is exploited to accommodate consumption needs.
This document discusses trust management in peer-to-peer platforms. It outlines different levels where trust can be catered, including the transaction level, user level, and marketplace level. At the transaction level, platforms can assess benefits, risks, and guarantees. At the user level, platforms can focus on authentication, ratings/reviews, transaction history, and screening. At the marketplace level, platforms can build trust through their identity/image, relationship with users, and platform/application design. Examples of trust management approaches from platforms like BlaBlaCar, Airbnb, TaskRabbit, and others are also provided.
Services marketing focuses on advertising intangible transactions that provide value to customers, unlike product marketing. It involves identifying, communicating, and delivering value to customers in a way that benefits the organization and stakeholders. Services are usually intangible economic activities offered by one party to another that bring about desired results for recipients in exchange for money, time, and effort. Customers expect value from access to goods, labor, professional skills, facilities, networks, and systems through a service, but do not take ownership of physical elements.
The document discusses principles of marketing and defines key marketing concepts. It defines marketing broadly as a social and managerial process to obtain what individuals and organizations need through creating value and building relationships. Marketing also aims to capture value from customers in return. The document outlines different types of demand - negative, nonexistent, latent, declining, irregular, and full demand - and discusses the marketing tasks to address each type. These include conversional marketing, stimulative marketing, developmental marketing, and synchro-marketing.
My talk about customer discovery and understanding customer needs from the 2015 Lean Startup Conference in San Francisco, CA. Based on the book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
This document discusses key concepts in marketing including customer value, marketing environment, marketing mix, and challenges. It defines customer satisfaction, customer delight, and loyalty as aspects of customer value. The marketing environment includes marketplaces, market space, and meta markets. The marketing mix refers to the set of marketing tools a firm uses, including the 7Ps. Major marketing challenges involve connecting with customers, partners, and the world through technology in an increasingly global context.
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)New York University
The document discusses the importance of validating customer needs before building a product or service. It emphasizes that most startups fail due to a lack of market need rather than product issues. The document provides advice on customer development, including testing assumptions about customers, seeking validation that people are interested in the problem being solved, and driving growth by executing the business model. It stresses the importance of talking to customers directly and getting out of the office to better understand their needs and problems.
1. The document discusses different types of business models including product/service, B2B/B2C, and sector-specific models.
2. It contrasts the traditional "pipe" model, where value is created at one point and delivered elsewhere, with the platform model where producers and consumers interact directly to co-create value.
3. Popular digital business models are discussed including marketplace, on-demand, access-over-ownership, hypermarket, subscription-based, free, freemium, experience, and ecosystem models. Each has different focuses like customer acquisition or consistent service delivery.
This document provides an overview of a marketing class on service marketing held by Gumporn Suwannachim at RMUTP in Thailand. The class covered the 7Ps marketing framework and its application to Thailand's tourism industry through case studies. It also discussed segmentation, targeting and positioning strategies. Examples of Thai tourism products, activities and typical customer complaint behaviors were presented.
This document provides an introduction and overview of services marketing. It discusses how services have become increasingly important in the global economy. It defines what services are, highlights some key features of services such as intangibility and inseparability, and discusses how these features necessitate distinct approaches to marketing services. It also covers various ways of classifying services and some common problems in marketing services. Finally, it discusses important aspects of services marketing such as service design, forms of measuring service capacity, and techniques like blueprinting and service mapping.
This document provides an overview of key marketing concepts and frameworks. It discusses exchange as the core concept of marketing and outlines the conditions for exchange. It then summarizes different marketing orientations including the production, product, selling, marketing, and societal marketing concepts. The document also covers consumer behavior factors like culture, subculture, groups, and the consumer decision process. Finally, it defines the marketing mix and its key elements of product, price, place, and promotion.
The document discusses distribution strategies for services, noting that while physical goods can be shipped, services are often distributed through informational and negotiation flows as well as remote transactions. Effective distribution requires considering where services are located for customer access, how customers prefer to interact with service providers, and integrating multiple channels for a seamless experience. Key factors in determining service locations include customer needs, costs, convenience, and targeting specific customer segments.
Introduction of Services Marketing • Services Marketing Concept, Distinctive Characteristics of Services, Services Marketing Triangle, Purchase Process for Services, Marketing Challenges of Services • Role of Services in Modern Economy, Services Marketing Environment • Goods vs Services Marketing, Goods Services Continuum • Consumer Behaviour, Positioning a Service in the Market Place • Variations in Customer Involvement, Impact of Service Recovery Efforts on Consumer Loyalty • Type of Contact: High Contact Services and Low Contact Services • Sensitivity to Customers’ Reluctance to Change
The document discusses commercializing an app and GatePass's experience doing so. It recommends clearly defining the business model around markets/customers, propositions/brands, and channels. GatePass's model targets residential communities and property managers. It offers a community management software. GatePass explores multiple monetization and marketing strategies, including content marketing and thought leadership. It has active communities in Nigeria and provides integrated digital platforms for community interaction and payments, maintenance requests, communication and security.
Fickle is developing an online auction platform to connect landlords, brokers, and tenants in the New York City rental market. Their platform aims to save these parties time by vetting tenants and landlords, and providing a transparent auction process. Over five days of experimentation and business model iteration, Fickle identified key customer segments of landlords, brokers, roommates, and tenants. They developed value propositions around security, control, and access for these customers. Fickle also outlined potential revenue streams such as commissions, fees, and data sales to support their platform.
the pitch.rtfdTXT.rtfBusiness Plan For U-deliver company.docxoreo10
the pitch.rtfd/TXT.rtf
Business Plan: For U-deliver company
Qian Chen
Friday, 3 February, 2017
The Idea
• The idea for U-deliver came about after realizing the potential of the sharing economy to revolutionize delivery by harnessing the power of a wide network of people
• U-deliver is an application where people sign up to deliver packages for others in exchange for a small fee; for instance someone needing a package delivered can send a request on U- deliver and an available person will take the package and deliver it
• U deliver will improve the speed of delivery, make life more convenient and provide employment
The Business Model
• The purpose of the business is to create value by bridging customers and people willing to deliver goods
• U-deliver offers a versatile platform that harnesses people’s spare time and goodwill into a valuable service
• The idea makes money by taking a small cut when clients pay the people delivering goods
• The company will deliver the idea to the customer by emphasizing convenience and price as compared to rivals
The Customer
• We envision the average U-deliver customer as a middle class American who is in urgent need of delivery services
• The customer appreciates the wide network of U-deliver agents whom the customer can tap into to get a package delivered in minutes
• U deliver has the highest potential in high population density cities such as New York
The Competition
• One of the main competitors in America is Fed-Ex; Fed ex is a large distributor that sells quality to customers
• Another main competitor is UPS; this company sells reliability to customers
• DHL is also a key competitor that sells customers on its wide global reach
• Unlike its competitors, U-deliver sells convenience and speed to customers; these are attributes that customers will value more
The Message
• The core message that U-deliver is that of community, trust and convenience
• U-Deliver builds on the strengths of community to allow people to help each other complete essential tasks
• By providing a platform where people lend their resources, U- deliver facilitates a stronger community where people enrich each other's lives
The sales Approach
• U deliver understands that those who could extract the most value from our services reside in high density residential areas such as cities
• The company will present its message to urban dwellers through targeted advertisements on Facebook and google
• The company will also pay for a prominent presence on platforms frequently visited by urban middle class dwellers such as Snapchat and Reddit
The Inner workings
• The core component of U-deliver is an application which people can use to ...
Portals need to better understand consumers and provide more valuable leads to customers. By tracking consumer behavior across sites, portals can build profiles on consumers' interests and needs. Portals can then score and grade leads based on factors like pages viewed and share more qualified leads with customers. Customers want leads they can cost-effectively convert to sales and measure through their CRM systems. Portals aim to deliver more customized experiences for consumers and transparent metrics to help customers optimize marketing spend and understand lead values.
MARKETING MANAGEMENT BA4207 ANNA UNIVERSITYFreelance
UNIT – I INTRODUCTION
Marketing – Definitions - Conceptual frame work – Marketing environment : Internal and
External - Marketing interface with other functional areas – Production, Finance, Human
Relations Management, Information System. Marketing in global environment – Prospects
and Challenges
ANNA UNIVERSITY SYLLABUS PPT FOR SEMESTER 2
This document discusses the key concepts of service marketing. It begins by defining service marketing as promoting and selling intangible goods and services, as opposed to tangible products. It then explains the importance of studying service marketing. The rest of the document outlines the characteristics of services, such as intangibility, inseparability, variability, and perishability. It categorizes services into four broad categories based on how they are processed: people processing, possession processing, mental stimulus processing, and information processing. The document also discusses the 7Ps of marketing framework (product, price, place, promotion, people, process, and physical evidence) in the context of services. Finally, it explains why service marketing can be more difficult than product marketing
This document discusses services marketing. It defines key terms like services, goods, and the service sector. Some main points:
1. Services are intangible economic activities that are often difficult to define because they are simultaneously produced and consumed.
2. The service sector has grown significantly and now makes up over 50% of GDP in many developed and developing countries.
3. Services have unique characteristics like intangibility, variability, and simultaneous production and consumption that distinguish them from goods.
Governing Sharing Cities | research | Lies van den Eijnden | June 2017shareNL
This master's thesis examines how nine European cities govern the sharing economy through a comparative case study. The thesis finds that cities frame the challenges and opportunities of the sharing economy differently based on their unique historical and political contexts. Additionally, cities govern the sharing economy using different policy actions due to variations in their multilevel governance capacities and interactions. As such, urban governance of the sharing economy is a path-dependent and place-specific process that results in cities taking diverse approaches.
More Related Content
Similar to Trust sharing economy-part_II-trust_triangle
This document discusses trust management in peer-to-peer platforms. It outlines different levels where trust can be catered, including the transaction level, user level, and marketplace level. At the transaction level, platforms can assess benefits, risks, and guarantees. At the user level, platforms can focus on authentication, ratings/reviews, transaction history, and screening. At the marketplace level, platforms can build trust through their identity/image, relationship with users, and platform/application design. Examples of trust management approaches from platforms like BlaBlaCar, Airbnb, TaskRabbit, and others are also provided.
Services marketing focuses on advertising intangible transactions that provide value to customers, unlike product marketing. It involves identifying, communicating, and delivering value to customers in a way that benefits the organization and stakeholders. Services are usually intangible economic activities offered by one party to another that bring about desired results for recipients in exchange for money, time, and effort. Customers expect value from access to goods, labor, professional skills, facilities, networks, and systems through a service, but do not take ownership of physical elements.
The document discusses principles of marketing and defines key marketing concepts. It defines marketing broadly as a social and managerial process to obtain what individuals and organizations need through creating value and building relationships. Marketing also aims to capture value from customers in return. The document outlines different types of demand - negative, nonexistent, latent, declining, irregular, and full demand - and discusses the marketing tasks to address each type. These include conversional marketing, stimulative marketing, developmental marketing, and synchro-marketing.
My talk about customer discovery and understanding customer needs from the 2015 Lean Startup Conference in San Francisco, CA. Based on the book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
This document discusses key concepts in marketing including customer value, marketing environment, marketing mix, and challenges. It defines customer satisfaction, customer delight, and loyalty as aspects of customer value. The marketing environment includes marketplaces, market space, and meta markets. The marketing mix refers to the set of marketing tools a firm uses, including the 7Ps. Major marketing challenges involve connecting with customers, partners, and the world through technology in an increasingly global context.
So I've Got a Big Idea...Now What (Maplewood Ideas Festival 2017)New York University
The document discusses the importance of validating customer needs before building a product or service. It emphasizes that most startups fail due to a lack of market need rather than product issues. The document provides advice on customer development, including testing assumptions about customers, seeking validation that people are interested in the problem being solved, and driving growth by executing the business model. It stresses the importance of talking to customers directly and getting out of the office to better understand their needs and problems.
1. The document discusses different types of business models including product/service, B2B/B2C, and sector-specific models.
2. It contrasts the traditional "pipe" model, where value is created at one point and delivered elsewhere, with the platform model where producers and consumers interact directly to co-create value.
3. Popular digital business models are discussed including marketplace, on-demand, access-over-ownership, hypermarket, subscription-based, free, freemium, experience, and ecosystem models. Each has different focuses like customer acquisition or consistent service delivery.
This document provides an overview of a marketing class on service marketing held by Gumporn Suwannachim at RMUTP in Thailand. The class covered the 7Ps marketing framework and its application to Thailand's tourism industry through case studies. It also discussed segmentation, targeting and positioning strategies. Examples of Thai tourism products, activities and typical customer complaint behaviors were presented.
This document provides an introduction and overview of services marketing. It discusses how services have become increasingly important in the global economy. It defines what services are, highlights some key features of services such as intangibility and inseparability, and discusses how these features necessitate distinct approaches to marketing services. It also covers various ways of classifying services and some common problems in marketing services. Finally, it discusses important aspects of services marketing such as service design, forms of measuring service capacity, and techniques like blueprinting and service mapping.
This document provides an overview of key marketing concepts and frameworks. It discusses exchange as the core concept of marketing and outlines the conditions for exchange. It then summarizes different marketing orientations including the production, product, selling, marketing, and societal marketing concepts. The document also covers consumer behavior factors like culture, subculture, groups, and the consumer decision process. Finally, it defines the marketing mix and its key elements of product, price, place, and promotion.
The document discusses distribution strategies for services, noting that while physical goods can be shipped, services are often distributed through informational and negotiation flows as well as remote transactions. Effective distribution requires considering where services are located for customer access, how customers prefer to interact with service providers, and integrating multiple channels for a seamless experience. Key factors in determining service locations include customer needs, costs, convenience, and targeting specific customer segments.
Introduction of Services Marketing • Services Marketing Concept, Distinctive Characteristics of Services, Services Marketing Triangle, Purchase Process for Services, Marketing Challenges of Services • Role of Services in Modern Economy, Services Marketing Environment • Goods vs Services Marketing, Goods Services Continuum • Consumer Behaviour, Positioning a Service in the Market Place • Variations in Customer Involvement, Impact of Service Recovery Efforts on Consumer Loyalty • Type of Contact: High Contact Services and Low Contact Services • Sensitivity to Customers’ Reluctance to Change
The document discusses commercializing an app and GatePass's experience doing so. It recommends clearly defining the business model around markets/customers, propositions/brands, and channels. GatePass's model targets residential communities and property managers. It offers a community management software. GatePass explores multiple monetization and marketing strategies, including content marketing and thought leadership. It has active communities in Nigeria and provides integrated digital platforms for community interaction and payments, maintenance requests, communication and security.
Fickle is developing an online auction platform to connect landlords, brokers, and tenants in the New York City rental market. Their platform aims to save these parties time by vetting tenants and landlords, and providing a transparent auction process. Over five days of experimentation and business model iteration, Fickle identified key customer segments of landlords, brokers, roommates, and tenants. They developed value propositions around security, control, and access for these customers. Fickle also outlined potential revenue streams such as commissions, fees, and data sales to support their platform.
the pitch.rtfdTXT.rtfBusiness Plan For U-deliver company.docxoreo10
the pitch.rtfd/TXT.rtf
Business Plan: For U-deliver company
Qian Chen
Friday, 3 February, 2017
The Idea
• The idea for U-deliver came about after realizing the potential of the sharing economy to revolutionize delivery by harnessing the power of a wide network of people
• U-deliver is an application where people sign up to deliver packages for others in exchange for a small fee; for instance someone needing a package delivered can send a request on U- deliver and an available person will take the package and deliver it
• U deliver will improve the speed of delivery, make life more convenient and provide employment
The Business Model
• The purpose of the business is to create value by bridging customers and people willing to deliver goods
• U-deliver offers a versatile platform that harnesses people’s spare time and goodwill into a valuable service
• The idea makes money by taking a small cut when clients pay the people delivering goods
• The company will deliver the idea to the customer by emphasizing convenience and price as compared to rivals
The Customer
• We envision the average U-deliver customer as a middle class American who is in urgent need of delivery services
• The customer appreciates the wide network of U-deliver agents whom the customer can tap into to get a package delivered in minutes
• U deliver has the highest potential in high population density cities such as New York
The Competition
• One of the main competitors in America is Fed-Ex; Fed ex is a large distributor that sells quality to customers
• Another main competitor is UPS; this company sells reliability to customers
• DHL is also a key competitor that sells customers on its wide global reach
• Unlike its competitors, U-deliver sells convenience and speed to customers; these are attributes that customers will value more
The Message
• The core message that U-deliver is that of community, trust and convenience
• U-Deliver builds on the strengths of community to allow people to help each other complete essential tasks
• By providing a platform where people lend their resources, U- deliver facilitates a stronger community where people enrich each other's lives
The sales Approach
• U deliver understands that those who could extract the most value from our services reside in high density residential areas such as cities
• The company will present its message to urban dwellers through targeted advertisements on Facebook and google
• The company will also pay for a prominent presence on platforms frequently visited by urban middle class dwellers such as Snapchat and Reddit
The Inner workings
• The core component of U-deliver is an application which people can use to ...
Portals need to better understand consumers and provide more valuable leads to customers. By tracking consumer behavior across sites, portals can build profiles on consumers' interests and needs. Portals can then score and grade leads based on factors like pages viewed and share more qualified leads with customers. Customers want leads they can cost-effectively convert to sales and measure through their CRM systems. Portals aim to deliver more customized experiences for consumers and transparent metrics to help customers optimize marketing spend and understand lead values.
MARKETING MANAGEMENT BA4207 ANNA UNIVERSITYFreelance
UNIT – I INTRODUCTION
Marketing – Definitions - Conceptual frame work – Marketing environment : Internal and
External - Marketing interface with other functional areas – Production, Finance, Human
Relations Management, Information System. Marketing in global environment – Prospects
and Challenges
ANNA UNIVERSITY SYLLABUS PPT FOR SEMESTER 2
This document discusses the key concepts of service marketing. It begins by defining service marketing as promoting and selling intangible goods and services, as opposed to tangible products. It then explains the importance of studying service marketing. The rest of the document outlines the characteristics of services, such as intangibility, inseparability, variability, and perishability. It categorizes services into four broad categories based on how they are processed: people processing, possession processing, mental stimulus processing, and information processing. The document also discusses the 7Ps of marketing framework (product, price, place, promotion, people, process, and physical evidence) in the context of services. Finally, it explains why service marketing can be more difficult than product marketing
This document discusses services marketing. It defines key terms like services, goods, and the service sector. Some main points:
1. Services are intangible economic activities that are often difficult to define because they are simultaneously produced and consumed.
2. The service sector has grown significantly and now makes up over 50% of GDP in many developed and developing countries.
3. Services have unique characteristics like intangibility, variability, and simultaneous production and consumption that distinguish them from goods.
Similar to Trust sharing economy-part_II-trust_triangle (20)
Governing Sharing Cities | research | Lies van den Eijnden | June 2017shareNL
This master's thesis examines how nine European cities govern the sharing economy through a comparative case study. The thesis finds that cities frame the challenges and opportunities of the sharing economy differently based on their unique historical and political contexts. Additionally, cities govern the sharing economy using different policy actions due to variations in their multilevel governance capacities and interactions. As such, urban governance of the sharing economy is a path-dependent and place-specific process that results in cities taking diverse approaches.
Share nl pieter van de glind _ tel aviv sharing economy _ december 2016shareNL
Here are the slides Pieter used during his keynote at the sharing economy summit in Tel Aviv. Organized by Weconomize during December 2016. These slides were also used during a 1-hour keynote within the Tel Aviv City Government.
shareNL symposium autodelen 2016, Karla Münzel, State of car sharingshareNL
This document summarizes a symposium on car sharing in 2016. It analyzes data on car sharing in 177 cities across 5 European countries. The top cities for car sharing per capita are Karlsruhe, Utrecht, and Amsterdam, while the top cities for total shared cars are Paris, Berlin, and London. Key factors influencing car sharing adoption in a city include country, city size, education levels, environmental attitudes, public transit usage, and presence of other shared transport options. P2P car sharing is also influenced by a city's history, while B2C car sharing correlates with education, environmentalism, and bikesharing/university presence.
shareNL symposium autodelen 2016, Michael Glotz-Richter, Why cities should em...shareNL
This document summarizes a presentation given at a symposium on car sharing in 2016. The presentation discusses the benefits cities can see from embracing car sharing programs. It provides examples from the city of Bremen, Germany, which has over 11,800 car sharing users across 71 stations. Data shows each car sharing car in Bremen replaces about 15 privately owned cars. The city has a goal of 20,000 car sharing users by 2020 to replace over 6,000 private vehicles as part of its car sharing action plan.
shareNL symposium autodelen 2016, Christian Lambert, Drive nowshareNL
This document provides a summary of a presentation given by Christian Lambert, CEO of DriveNow Belgium, at a symposium on car sharing in 2016. The presentation outlines how car sharing services like DriveNow help address mobility challenges in large cities experiencing population growth and congestion by providing an on-demand alternative to private car ownership that reduces traffic, parking demand, and emissions. DriveNow allows users to rent BMW and Mini vehicles by the minute using a smartphone app, and has over 630,000 members across 10 European cities.
shareNL symposium autodelen 2016, Bart Stoffels, Wordt de zelfrijdende auto e...shareNL
This document discusses self-driving vehicles and how they may become shared vehicles. It notes that fully self-driving vehicles (level 5 automation) are likely to be used primarily for shared mobility services rather than private ownership. Shared self-driving vehicles could provide environmental and accessibility benefits by reducing traffic, emissions, and enabling transportation for those who cannot drive. However, self-driving vehicles also face challenges related to public trust, legal issues, and the need for detailed maps and real-time traffic information to operate safely. The document advocates for cities and governments to strategically plan for and support the development of self-driving and shared mobility services.
Welcome to the ecosystem of the collaborative economyshareNL
The sharing economy’s popularity is increasing. The term, and
organizations often associated with it, such as Airbnb and Uber,
is featured daily in the media. However it is not always clear
what does or doesn’t belong to the collaborative economy;
and what the collaborative economy looks like from the ‘inside’.
Therefore we have created this ecosystem.
shareNL | SHARE | hoofdstuk 'kennis' | april 2016shareNL
De deeleconomie is aan een onstuitbare opmars bezig. Het internet mengt zich met de fysieke wereld. We delen niet alleen meer onze foto’s, video’s en verhalen, maar ook onze auto’s, huizen, spullen, ons eten, onze energie, onze kennis en ons kapitaal. Door deze gedragsverandering voorzien we op een nieuwe manier in wat we nodig hebben: een overnachting zonder hotel, een auto zonder verhuurbedrijf, een studie zonder universiteit, gereedschap zonder bouwmarkt, energie zonder nutsbedrijf en een lening zonder bank.
Aan de hand van onderzoek en vele praktijkvoorbeelden brengen Van de Glind en Van Sprang de deeleconomie per markt in kaart. Dit boek geeft een unieke inkijk in de ontwikkeling van deze nieuwe economie. Het laat zien welke kansen en uitdagingen er zijn voor zowel opkomende als gevestigde organisaties en hoe de koplopers de toekomst al aan het vormgeven zijn.
Dit is het hoofdstuk 'Kennis' uit ons boek.
Mayor and Executive Board of the Municipality of Amsterdam have agreed on the Action Plan on Sharing Economy and herewith gives space to the opportunities the sharing (or collaborative) economy offers to the city. Sharing economy is a broad concept, amongst other things it is about making more efficient use of goods, services and skills. By using online platforms, people can for example exchange, rent and borrow stuff from each other more easily. The consumer is at the centre and gets more affordable and easier access to services and goods. The Mayor and Executive Board want to stimulate the sharing economy where possible without losing sight of any excesses. Risks include an uneven playing field or a lack of social security. Thus the sharing economy is not a question of ban or authorize, but of monitor and seize opportunities where possible (March 2016).
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Competition and Regulation in Professions and Occupations – ROBSON – June 202...
Trust sharing economy-part_II-trust_triangle
1. in the sharing economy
shareNL | Jessica Slijpen | November 2014
Part II – The Trust Triangle
Image courtesy of Tonis Pan
2. There is a lot to say about trust…
Therefore we create several presentations
Part I – Introduction
Part II – The trust triangle
Part III – Trust management in peer-to-peer platforms
Part IV – Cross-platform trust tools
Part V – Further thoughts
These – and possibly others – will be subsequently posted on
SlideShare.
Enjoy the read and don’t hesitate to contact us if you have
questions or other interest in the subject.
4. THE TRUST TRIANGLE
Transaction
Users Marketplace
Will I be able to
satisfy my needs &
wishes with a service
like this?
Do I trust the person
that offers this service /
that wants to use my
offer?
Do I trust the
marketplace that
facilitates the
transactions between
me and other users?
And it’s all in the eye of
the beholder…
9. Transaction characteristics
• Goods <–> services
• Local <–> global
• Real life transactions <–> remote transactions
• Monetary – other reward system – no (objective)
reward
• Required adaption of common consumer behaviour
• …
10. Variations in transactions
Benefits of the transaction
What is the gain for both users?
Risks in the transaction
What are the risks?
Guarantees of the transaction
What are the safeguards?
13. Users vary in motivations
The required trust is related to the relevant motivation
underlying the specific transaction
14. User vary in adoption
People have varying attitudes towards the adoption of market
innovations.
15. Users vary also in…
• their propensity to trust
• their intentions
• their capabilities
• their values
• their disposition
Which may also vary in related to
the type of transaction
car sharing / buying a meal / crowdsourcing a task /
home sharing / personal care / …
and may not be stable over time
17. Marketplaces differ greatly
• The identity of the marketplace
what, how, why; social & societal character; for profit / not for profit;
funding
• The people working for the marketplace
with their motives, story, character; co-creation with users
• The processes installed in the organization
service process, customer service, screening process, involvement in
the sharing process, …
• The characteristics of the software platform
functionality, design, processes
The sharing organization is the trusted third party in
the transaction between users
18. All marketplaces included?
International debate is continuing on the definition of the sharing
economy and the marketplaces that match the definition.
• shareNL, November 2014:
Within the sharing economy people consume, produce and trade products,
services, knowledge and money, facilitated by peer-to-peer marketplaces,
business-to-business marketplaces and cooperatives.
See also blog on the definition of Nov 2014 on www.sharenl.nl.
• E.g. Toon Meelen & Koen Frenken Oct 2014 put ‘idle capacity’ in the center of the
definition. Following their reasoning:
• only car / ride sharing services offering seats on car trips that would have been made
otherwise are included in the sharing economy, which excludes regular Uber / Uber POP /
Lyft services
• only apartments that are available due to temporary absence of the regular users, or
rooms that are spare in a furthermore occupied house are idle capacity. Spaces that are
specifically kept for rental represent no idle capacity.
• matching demand and supply for (small) jobs and errands are not part of the sharing
economy as these would be regular services instead of usage of idle capacity