jerryking + sharing_economy   80

Platform companies have to learn to share
August 19, 2018 | Financial Times | Rana Foroohar.

Algorithmic management places dramatically more power in the hands of platform companies. Not only can they monitor workers 24/7, they benefit from enormous information asymmetries that allow them to suddenly deactivate drivers with low user ratings, or take a higher profit margin from riders willing to pay more for speedier service, without giving drivers a cut. This is not a properly functioning market. It is a data-driven oligopoly that will further shift power from labour to capital at a scale we have never seen before......Rather than wait for more regulatory pushback, platform tech companies should take responsibility now for the changes they have wreaked — and not just the positive ones. That requires an attitude adjustment. Many tech titans have a libertarian bent that makes them dismissive of the public sector as a whole.......Yet the potential benefits of ride-hailing and sharing — from less traffic to less pollution — cannot actually be realised unless the tech companies work with the public sector. One can imagine companies like Uber co-operating with city officials to phase in vehicles slowly, rolling out in underserved areas first, rather than flooding the most congested markets and creating a race to the bottom......Airbnb...often touts its ability to open up new neighbourhoods to tourism, but research shows that in cities like New York, most of its business is done in a handful of high end areas — and the largest chunk by commercial operators with multiple listings, with the effect of raising rents and increasing the strains caused by gentrification. On the labour side, too, the platform companies must take responsibility for the human cost of disruption. NYU professor Arun Sundararajan, has proposed allowing companies to create a “safe harbour” training fund that provides benefits and insurance for drivers and other on-demand workers without triggering labour laws that would categorise such workers as full-time employees (which is what companies want to avoid).
Airbnb  algorithms  dark_side  data_driven  gig_economy  information_asymmetry  New_York_City  oligopolies  on-demand  platforms  public_sector  Rana_Foroohar  ride_sharing  sharing_economy  safe_harbour  training  Uber 
august 2018 by jerryking
While other regions look to the future of transit, Toronto is lagging behind - The Globe and Mail
R. MICHAEL WARREN
CONTRIBUTED TO THE GLOBE AND MAIL

What’s the future of public transit?

A 2017 MIT study found that all 13,000 New York taxi cabs could be replaced with 3,000 ridesharing cars used exclusively for carpooling. The average wait would be 2.7 minutes. The whole ridesharing system would be 20 per cent faster.

Already transport network companies like Uber and Lyft are driving the taxi industry off the road around the globe. They are doing it with a series of clever algorithms and without owning any cars.

Private ride-sourcing is growing. Ridesharing is coming. Driverless cars and trucks are less than a decade away......The impact on traditional mass transit is not clear. The lines between public and private transportation are being blurred.....Uber and Lyft say they want to complement public transit. But that’s not happening so far. .......TTC ridership has stalled at about 535 million rides annually since 2014. They acknowledge existing travel alternatives like Uber and Lyft have been siphoning away ridership at an increasing rate (responsible for a 6 per cent transit decline in some U.S. cities). Driverless, ridesharing vehicles are poised to steal even more of the TTC’s future market share........the Metrolinx board approved the final draft of the 2041 Regional Transportation Plan. It sets out the regional vision, goals and strategies for the next 25 years.

Only six pages of the 200-page plan are devoted to “preparing for an uncertain future.” Metrolinx concedes that “autonomous vehicles are expected to dramatically change how people and goods are moved.” But the plan lacks a sense of urgency.

The plan says all the right things about embracing the new mobility opportunities: establish partnerships with providers like Uber; develop regulatory tools; test and evaluate new services and technologies; develop a regional big-data strategy.

However, this is all in the future. Other transit systems are already implementing these ideas. Dallas Area Rapid Transit (DART) has incorporated private ridesharing into its mobile ticketing app. Passengers checking train schedules can click through to Uber, Lyft or Zipcar to get to their station.....Preparing for this future means learning from other jurisdictions, integrating current private ride-hailing services into the public system and experimenting with driverless vehicles.
public_transit  transit  Toronto  GTA  Metrolinx  sharing_economy  ride_sharing  laggards  Uber  Lyft  future 
may 2018 by jerryking
From zero to seventy (billion) - Uber
Print edition | Briefing
Sep 3rd 2016 | SAN FRANCISCO
Uber  Pittsburg  sharing_economy 
may 2018 by jerryking
The End of Car Ownership - WSJ
By Tim Higgins
June 20, 2017

Thanks to ride sharing and the looming introduction of self-driving vehicles, the entire model of car ownership is being upended—and very soon may not look anything like it has for the past century.

Drivers, for instance, may no longer be drivers, relying instead on hailing a driverless car on demand, and if they do decide to buy, they will likely share the vehicle—by renting it out to other people when it isn’t in use.

Auto makers, meanwhile, already are looking for ways to sustain their business as fewer people make a long-term commitment to a car.

And startups will spring up to develop services that this new ownership model demands—perhaps even create whole new industries around self-driving cars and ride sharing.

**Drivers: No more permanent arrangements**
The business of ride sharing may take on some new forms. Startups such as Los Angeles-based Faraday Future envision selling subscriptions to a vehicle (e.g. a certain number of hours a day, on a regular schedule for a fixed price).....Other companies are experimenting with the idea of allowing drivers to access more than just one kind of vehicle through a subscription.....Elon Musk has hinted that he’s preparing to create a network of Tesla owners that could rent out their self-driving cars to make money....Companies are already looking at how to market vehicles to overcome some of the possible psychological resistance to nonownership. Waymo, the self-driving tech unit of Google parent Alphabet Inc., has begun public trials of self-driving minivans in Phoenix for select users, with the eventual goal of testing them with hundreds of families.

**Big auto makers: Making peace with on-demand services**
As a result of both driverless cars and fleets of robot taxis, sales of conventionally purchased automobiles may likely drop. What’s more, because autonomous cars will likely be designed to be on the road longer with easily upgradable or replaceable parts, the results could be devastating to auto makers that have built businesses around two-car households buying new vehicles regularly. Currently, cars get replaced every 60 months on average...to get drivers to buy a vehicle of their own is to help owners rent out their vehicles,....GM is hedging all bets, investing in autonomous vehicles, Lyft, a car sharing service (Maven) and allowing Cadillac customers the ability to subscribe to ownership.

**New businesses: Helping to power a new industry**
....Autonomous vehicles could ultimately free up more than 250 million hours of consumers’ commuting time a year, unlocking a new so-called passenger economy, .....turn away from using the exterior of the vehicle as a selling point and focusing on making the interior as comfortable and loaded with features as possible.... turning cars into living rooms on wheels:.....Design firms will also cook up features designed to ease people into the practice of sharing rides regularly (with strangers).....allowing cars recognize to passengers’ digital profiles and become more responsive to their needs (caledaring, eating habits, etc.)....Existing industries may change to support an autonomous, shared future. For instance, the alcohol industry might see a rise in drinks consumed weekly with customers not having to worry about driving home,....Managing autonomous car fleets may be a new line of business for dealerships
automotive_industry  automobile  on-demand  autonomous_vehicles  end_of_ownership  Waymo  Tesla  sharing_economy  ride_sharing  start_ups  transportation  ownership  accessibility  Zoox  dealerships  Lyft  Maven  Reachnow  Getaround  subscriptions  Faraday  passenger_economy  connected_cars 
june 2017 by jerryking
How Technology Will Solve Cities’ Parking Nightmare - The Experts - WSJ
By JASON BORDOFF
Apr 21, 2017

as Prof. Donald Shoup has explained in his book, The High Cost of Free Parking, city officials dramatically underprice public parking relative to its market value, leading people to drive when they might otherwise have taken mass transit, walked, cycled or carpooled. San Francisco in 2010 had nearly 450,000 parking spaces, over half of which were free street spots. Free or low-cost street parking, either metered or permitted for residents, effectively subsidizes driving.

Underpricing parking not only leads to more car use, but also to more driving as people cruise around looking for parking, contributing to pollution, traffic congestion and greenhouse gas emissions. .....The coming revolution in autonomous cars can accelerate this trend. As Uber’s Chief Product Officer Jeff Holden recently explained at Columbia’s Center on Global Energy Policy, displacing the need for drivers will make it far more economical to move about with self-driving shared cars than to own a car—and that does not include the opportunity cost of driving, as riders will be able to use time en route to work, read or sleep.

Technology can also make carpooling far more efficient by better connecting riders going to and from the same place, further reducing cars on the road. Roughly 50% of Uber’s rides in San Francisco and 25% globally are now Uber Pool, according to Mr. Holden. Combining ride sharing with car sharing could cut the number of cars on the road—and that need to be parked—by 80% in major cities such as New York, according to MIT research.

With shared autonomous vehicles, there would be little need to park cars in downtown urban areas. Rather, autonomous vehicles could travel to garages on the outskirts of town to be recharged, cleaned and maintained.
parking  cities  Uber  UberPool  underpricing  ride_sharing  sharing_economy  opportunity_costs  autonomous_vehicles  high-cost 
april 2017 by jerryking
Center for the Future of Museums: technology trends
Thursday, October 6, 2016
The Future of Ownership

Galleries, Libraries, Archives, and Museums (GLAMs) are already grappling with the migration of content (records, correspondence) from paper to digital, including challenges of scale and readability. Now we face an additional complication: increasingly people don’t even own their digital collections of music, books or video content—they rent, borrow or pay to play.

Content that used to be contained in physical objects (books, records, photos, DVDs) is increasing being leased to us via digital devices. What does that mean for the legacy people can (or can’t) leave to document their life and work? Instead of an historic figures’ beloved book collection, will we be able to preserve her Kindle library? Would that collection even be stable over time? Will it contain (digital) marginalia? Photo collections increasingly live on the cloud, and if a service unexpectedly disappears, years of documentation can simply disappear. The podcast Reply All recently devoted a sobering episode to one such story, about a mom named Rachel who panicked when PictureLife folded, erasing her visual record of her daughters’ childhoods. What if one of those girls grows up to be president?
trends  ownership  sharing_economy  minimalism  end_of_ownership  decluttering  galleries  libraries  archives  museums  content  legacies  preservation  streaming  on-demand  physical_assets  artifacts  digitalization 
december 2016 by jerryking
Digital Generation: Is this the beginning of paradigm shift in ownership? : ACM - Computers in Entertainment
By Robert Niewiadomski, Dennis Anderson

Galleries, Libraries, Archives, and Museums (GLAMs) are already grappling with the migration of content (records, correspondence) from paper to digital, including challenges of scale and readability. Now we face an additional complication: increasingly people don’t even own their digital collections of music, books or video content—they rent, borrow or pay to play.

Content that used to be contained in physical objects (books, records, photos, DVDs) is increasing being leased to us via digital devices. What does that mean for the legacy people can (or can’t) leave to document their life and work? Instead of an historic figures’ beloved book collection, will we be able to preserve her Kindle library? Would that collection even be stable over time? Will it contain (digital) marginalia? Photo collections increasingly live on the cloud, and if a service unexpectedly disappears, years of documentation can simply disappear. The podcast Reply All recently devoted a sobering episode to one such story, about a mom named Rachel who panicked when PictureLife folded, erasing her visual record of her daughters’ childhoods. What if one of those girls grows up to be president?
millennials  ownership  sharing_economy  paradigm_shifts  experience  decluttering  minimalism  physical_assets  content  artifacts  digital_artifacts 
november 2016 by jerryking
Why Uber Keeps Raising Billions - The New York Times
Andrew Ross Sorkin
DEALBOOK JUNE 20, 2016
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Uber  funding  venture_capital  Andrew_Sorkin  sharing_economy  deterrence  finance 
june 2016 by jerryking
Chris Selley: Presto! TTC snubs seniors, students as Uber continues slaughter of sacred Toronto cows
Chris Selley: Presto! TTC snubs seniors, students as Uber continues slaughter of sacred Toronto cows Chris SelleyThursday, Dec. 17, 2015 The TTC announced Wednesday all users will soon have to use a
Public  Transport  subways  Taxicabs  Taxicab  Drivers  Uber  sharing_economy 
december 2015 by jerryking
Uber’s algorithm and the mirage of the marketplace.
July 2015 | Slate | By Tim Hwang and Madeleine Clare Elish
Uber  algorithms  sharing_economy 
july 2015 by jerryking
Malcolm Gladwell: the Snapchat problem, the Facebook problem, the Airbnb problem | VentureBeat | Marketing | by John Koetsier
JULY 24, 2015 | Venturebeat | JOHN KOETSIER.

Why marketers have a job
The deficiencies not only in data but of data are the reason marketers have a job, Gladwell said. In fact, it goes deeper than that:

“The reason your profession is a profession and not a job is that your role is to find the truth in the data.”

And that’s a significant challenge.
data  Malcolm_Gladwell  skepticism  Facebook  Snapchat  Airbnb  millenials  sharing_economy  marketing  shortcomings  developmental_change  generational_change  customer_risk 
july 2015 by jerryking
Uber’s advocacy strategy, scrappy lobbying and rapid growth - The Globe and Mail
SIMON DOYLE
Uber’s advocacy strategy, scrappy lobbying and rapid growth
SUBSCRIBERS ONLY
OTTAWA — Special to The Globe and Mail
Published Monday, Jul. 20, 2015
Uber  ride_sharing  sharing_economy  lobbying  lobbyists  Toronto  advocacy 
july 2015 by jerryking
High-tech Singapore rides into the future
6 June 2015 | Financial Times|Louise Lucas in Singapore

Singapore has seen the future - and is busily putting it into practice.

From crowdsourced buses, designed to do for public transport what ...
Singapore  sharing_economy  massive_data_sets  disruption  from notes
july 2015 by jerryking
How Ubernomics can transform Canada’s legal diseconomy - The Globe and Mail
MICHAEL MOTALA
Contributed to The Globe and Mail
Published Friday, Jul. 10, 2015

Technologists from other industries hope Ubernomics is a generalizable business model. This month, the MaRS Discovery District launched LegalX, an industry cluster aimed at promoting local entrepreneurship, driving industry efficiency and pioneering new business models. One of its first startups is a service called LawScout. Like Uber, it offers a simple digital platform aimed at connecting small businesses with local lawyers on a fixed-rate basis. Beagle, another product launched at the event, performs rapid contract analysis using a sophisticated algorithm, while providing a platform for social media-inspired collaboration among decision-making teams....Ubernomics is not a panacea for the legal sector. Rather than disrupt it, it will transform. Big firms are here to stay if they embrace innovation. Digital technologies promise more efficient work flows and higher productivity. The shortcomings of the consensus-driven decision-making structure, exemplified by the fall of Heenan Blaikie, suggests more strategic thinking, stronger leadership and a heavier investment in R&D is needed to make legal work more efficient and cost effective......We live in an absurd legal diseconomy. There is an ever-widening gap between supply and unmet demand. Following the Ontario government's tuition deregulation in 1998, University of Toronto law led the charge, raising tuition by 320 per cent under dean Ron Daniels. Other law schools followed suit and continue to do so. This year, U of T law is unashamed to charge incoming students more than $30,000 a year. Not to be left out, the Law Society of Upper Canada recently doubled its licensing fees. The legal academy is aggravating the access to justice crisis by imposing ever-higher rents on the most vulnerable entrants to the profession. A false and parasitic empiricism has evidently burrowed itself in the minds of our country's greatest legal thinkers.

Ubernomics is not a panacea for the legal sector. Rather than disrupt it, it will transform. Big firms are here to stay if they embrace innovation. Digital technologies promise more efficient work flows and higher productivity. The shortcomings of the consensus-driven decision-making structure, exemplified by the fall of Heenan Blaikie, suggests more strategic thinking, stronger leadership and a heavier investment in R&D is needed to make legal work more efficient and cost effective.........
Businesses like fixed-cost projections. The billable-hour model introduces a lot of uncertainty into the equation. Software such as LawScout is unlikely to undermine the legal industry’s biggest players, but it signals that an economic culture shift lies ahead.
Uber  law  uToronto  law_firms  disruption  arbitrage  sharing_economy  start_ups  invoicing  billing  law_schools  fees_&_commissions  digital_disruption  lawtech 
july 2015 by jerryking
Newark airport climbs on the 'Bandwagon' taxi sharing app | NJ.com
By Steve Strunsky | NJ Advance Media for NJ.com
Email the author | Follow on Twitter
on April 07, 2015 at 8:00 AM, updated April 07, 2015
ride_sharing  sharing_economy  Bandwagon  mobile_applications  taxis  airports 
april 2015 by jerryking
The Rise of the On-Demand Economy - The CIO Report - WSJ
March 13, 2015| WSJ | By IRVING WLADAWSKY-BERGER.

we are seeing the rise of what The Economist called the On-Demand Economy in a recent article....Manufacturing jobs have been automated out of existence or outsourced abroad, while big companies have abandoned lifetime employment. Some 53m American workers already work as freelancers....now the sharing economy is evolving into something new. Ubiquitous communications, freelance work forces and low transaction costs are giving rise to the on-demand company, which aims to apply the principles of Uber or Airbnb to a much broader range of markets....A well-managed company strives to achieve an optimal balance between what work gets done within and outside its boundaries.

Advances in information and communication technologies are having a huge impact on the structure of companies....Where is the future of work heading in such an economy? “Freelance workers available at a moment’s notice will reshape the nature of companies and the structure of careers,”...Ubiquitous communications and very low transaction costs are giving rise to a new class of firm, the on-demand company. These firms aim to efficiently bring together consumers and suppliers of goods and services with their highly scalable platforms and innovative applications...
digital_economy  sharing_economy  Uber  Lyft  Ronald_Coase  Coase's_Law  transaction_costs  freelancing  on-demand  Outsourcing  gig_economy  Irving_Wladawsky-Berger 
march 2015 by jerryking
Andy Kessler: Potholes on the Uber Ride to Riches - WSJ
By ANDY KESSLER
Dec. 8, 2014

What should Uber do? Hiring expensive crisis managers is one option. Or do these four things that everyone else eventually figured out. Admit the mistake. Fire someone. Be transparent on the solution. Put guidelines in place to assure customers that this can’t happen again. Uber hasn’t done much of this but it should.... Those who run or work at startups are a different breed. Often computer science majors or engineers, they didn’t get invited to the cool parties. And then when they came up with ideas for products or companies, just about everyone, from parents to friends, told them they were crazy. That’ll never work, they said. Get a job at IBM like your uncle. But instead these entrepreneurs persist, usually failing a time or two. Mr. Kalanick started a peer-to-peer file-sharing company called Scour that went belly up in 2000.

Entrepreneurs pitch their ideas, sometimes to angel investors like dentists and accountants with extra cash, but more often to venture capitalists looking to fund the next big thing. As a venture capitalist, I’ve been pitched thousands of times, and entrepreneurs often peddle market-size projections and future sales predictions that are creative, if not fictional.

Those who win funding wake up every day and ask what they can do to make this thing work. Hubris becomes an asset. Startup CEOs are always saying the goal is to “suck the oxygen out of the room” of their competitors. Success requires a certain bravado. That should be encouraged, but most entrepreneurs have no idea when to turn it off.
hubris  Uber  sharing_economy  ride_sharing  Andy_Kessler  guardrails  start_ups  organizational_culture  entrepreneur  torchbearers  founders 
february 2015 by jerryking
Uberization of work may be coming to your chosen profession - The Globe and Mail
FARHAD MANJOO
The New York Times News Service
Published Wednesday, Jan. 28 2015
uber  sharing_economy  Farhad_Manjoo 
february 2015 by jerryking
UberPool, Lyft Line: my car trips with strangers - FT.com
December 18, 2014 | FT | Tim Bradshaw
UberPool, Lyft Line: my car trips with strangers
ride_sharing  sharing_economy  Uber  Lyft 
december 2014 by jerryking
Is Uber finally growing up? - The Globe and Mail
NEW DELHI — Special to The Globe and Mail
Published Thursday, Dec. 11 2014
Uber  India  sexual_assault  taxis  ride_sharing  sharing_economy 
december 2014 by jerryking
Uber Now Valued at More Than $41 Billion - WSJ
By DOUGLAS MACMILLAN, SAM SCHECHNER and LISA FLEISHER
Updated Dec. 5, 2014

the five-year-old company must prove it can turn a mobile app for hailing a ride into a significant and profitable global business. Its app, which lets people hail a car from professional or nonprofessional drivers with a few clicks and a credit card, has become a part of daily life in cities from Anchorage to Shenzhen, China....Uber also is exploring using its fleet of drivers to transport goods and services in addition to people. The company has tested deliveries of items including ice cream, flu shots and fresh meals and recently poached the head of Google ’s same-day delivery business.....Uber profits by keeping 20% of the fare paid on most rides on its service and gives the rest to its drivers, who work as independent contractors....by the end of 2015, Uber expects to be operating at an about $2 billion net annual revenue rate, which excludes driver pay, according to the person familiar with the company’s financials. Such growth is coming from a cookie-cutter global expansion, where the company moves quickly to open up shop, splashes out incentives to sign up drivers and then hires lobbyists and lawyers to gird for legal challenges from taxi companies and regulators...Uber’s strategy has been to get a foothold in a market in any way possible, whether it offers a way to hail traditional metered taxis, livery cabs or drivers without professional licenses through its ride-sharing services. The key is to get potential customers to download the app and then expand the range of services.
Uber  valuations  start_ups  sharing_economy  same-day  ride_sharing  international_marketing  Asia_Pacific  expansions 
december 2014 by jerryking
Uber’s Secret Agents: When Poaching Becomes Unethical - NYTimes.com
AUG. 27, 2014
Continue reading the main story
Continue reading the main story
RELATED COVERAGE

Uber and Lyft Have Become Indistinguishable CommoditiesAUG. 28, 2014 Continue reading the main story
RECENT COMMENTS

Chris 28 August 2014
The article posits this is a question of ethics. Perhaps. It may also be an example of tortious interference with contract. If the...
WimR 28 August 2014
This article is too cynical for my taste. There are also general norms of decency that rule human behavior and the reported tactics of Uber...
Vinny 27 August 2014
Good analysis, but why, oh why, choose "cricket" as an adjective. Unlike another commenter, I've lived in NY and SF most of my life and the...
SEE ALL COMMENTS
Neil Irwin
Lyft  Uber  ride_sharing  sharing_economy  ethics  poaching 
november 2014 by jerryking
Instead of blocking progress, Toronto should encourage Uber - The Globe and Mail
MARCUS GEE
The Globe and Mail
Published Wednesday, Nov. 19 2014

Rather than stand in the way, cities should find ways to let these services thrive while protecting consumers and being fair to established providers like cab companies. In California, birthplace of Uber, regulators have brought in rules that permit the car-summoning companies to operate as long as they take steps such as meeting insurance requirements and having background checks for drivers. Officials are still jousting with the companies over how it will work, but it is a start.

It will be a tricky business, no doubt. To suffocate the new services in regulation would be a mistake. Strict standards on car maintenance, equipment and driver training don’t make sense for an informal exchange such as this. Competition and the lash of consumer reviews should help keep the new companies from using clunkers or sketchy drivers.

Authorities shouldn’t over-regulate pricing, either. The practice of “surge pricing” – hiking the cost of rides at busy times – is a legitimate and promising way to get the supply of cars and drivers to meet the demand from passengers.
Uber  Marcus_Gee  Toronto  John_Tory  regulation  taxis  sharing_economy  surge_pricing  price_hikes 
november 2014 by jerryking
Toronto to take over struggling Bixi bike-share program - The Globe and Mail
OLIVER MOORE
The Globe and Mail
Published Wednesday, Dec. 04 2013

Toronto is taking over the struggling local Bixi bike-share program and looking for a private-sector company to run it and assume the risk.

"Bike sharing will be part of the better Toronto we all want to build," Public Works Chair Denzil Minnan-Wong said Wednesday. "Public bike-sharing is public transit."...The company currently costs about $1.5-million to operate annually, with users and sponsors covering most of that. The shortfall of between $100,000 and $200,000 is expected to be bridged by new and richer sponsorship deals and by private-sector efficiencies....Bixi appeared in Toronto in 2011....Bike-share operations have proliferated globally, often with greater success than in Toronto. In New York, where CitiBike was launched in the spring, there are around 500,000 members and riders have used the service 5 million times, according to figures released last month.
Bixi  bike_sharing  sharing_economy  Toronto  public_transit  transit 
november 2014 by jerryking
Airbnb study shows website adds tourism dollars to city - The Globe and Mail
NICOLAS VAN PRAET
MONTREAL — The Globe and Mail
Published Thursday, Nov. 13 2014

Quebec has since struck a government-industry committee to examine "illegal accomodations." Airbnb is not part of that committee.

Rivals allege the company has already done significant damage.

The 136 bed and breakfast businesses that existed in Montreal in 2010 have since dwindled to 61, said Patryck Thenevard, a Montreal bed and breakfast owner who sits on the board of industry trade group Association Hôtellerie Québec. Part of the decline is recession-related, he acknowledged. But he said unfair competition from Airbnb and similar sites has also played a significant role.
Airbnb  bed-and-breakfast  Montreal  sharing_economy 
november 2014 by jerryking
Disruptors are just pirates on the high seas of capitalism - The Globe and Mail
DAINA LAWRENCE
Special to The Globe and Mail
Published Wednesday, Nov. 05 2014

Often portrayed as criminal pursuers of riches, pirates don't have the best of reputations. But is there something that can be learned from them?

Jean-Philippe Vergne thinks so.

Last January, the assistant professor at the University of Western Ontario's Ivey Business School introduced a course entitled Lessons From The Dark Side Of Capitalism: How Pirates Help To Shape New Industry. The course aims to help his students see the innovative impacts these fringe-dwellers have on the marketplace.
piracy  disruption  Ivey  Uber  Bitcoin  Airbnb  ride_sharing  new_industries  sharing_economy  mobile_applications  dark_side 
november 2014 by jerryking
She quit her job and started a car-sharing company - The Globe and Mail
ESTHER HSIEH
Special to The Globe and Mail
Published Monday, Oct. 27 2014
sharing_economy  ride_sharing 
october 2014 by jerryking
Why more business travelers are turning to Airbnb - The Globe and Mail
MATT KRUPNICK
The New York Times News Service
Published Tuesday, Oct. 07 2014, 8:33
Airbnb  sharing_economy  travel  business_travel 
october 2014 by jerryking
James Courtovich: What Uber and School Choice Have in Common - WSJ
By JAMES C. COURTOVICH
Sept. 28, 2014 6:57 p.m. ET
94 COMMENTS

Innovation also unlocks the value in idle cars, rooms, tools and hands—and opens a channel for billions of dollars of capital to spur economic growth and create new jobs. "Money is like blood; it must flow. Hoarding and holding on to it causes sludging . . . and, like clotted blood, it can only cause damage." Adam Smith ? Try Deepak Chopra, doctor and two-time Barack Obama backer.
sharing_economy  Uber  monopolies  idle_funds  capital_flows  cash_reserves 
september 2014 by jerryking
The Evolution of Trust - NYTimes.com
JUNE 30, 2014
Continue reading the main story

David Brooks

Companies like Airbnb establish trust through ratings mechanisms. Their clients are already adept at evaluating each other on the basis of each other’s Facebook pages. People in the Airbnb economy don’t have the option of trusting each other on the basis of institutional affiliations, so they do it on the basis of online signaling and peer evaluations. Online ratings follow you everywhere, so people have an incentive to act in ways that will buff their online reputation.

As companies like Airbnb, Lyft and Sidecar get more mature, they also spend more money policing their own marketplace. They hire teams to hunt out fraud. They screen suppliers. They look for bad apples who might ruin the experience.

The one thing the peer-to-peer economy has not relied on much so far is government regulation.
trustworthiness  David_Brooks  Airbnb  Uber  sharing_economy  peer-to-peer  P2P  reputation  institutional_affiliations 
july 2014 by jerryking
Are Airbnb and Uber changing the world? - The Globe and Mail
MARGARET WENTE
The Globe and Mail
Published Saturday, Jul. 05 2014
Airbnb  Uber  sharing_economy  Margaret_Wente 
july 2014 by jerryking
Uber’s Real Challenge: Leveraging the Network Effect - NYTimes.com
JUNE 13, 2014
Continue reading the main story
Neil Irwin

The question for Uber as a business boils down to two words: network effects. That’s the concept in which users of a service benefit from the fact that everybody else uses the service as well. It isn’t much use being the only person to own a fax machine, or the only person to show up at a stock exchange. Things like these become more valuable the more widely they are embraced. Network effects are the key to the wild profitability of a firm like Microsoft; Windows and Office are hard to displace, even if a competitor offers a better, cheaper product, because Microsoft products are entrenched as an industry standard....The billion-dollar question is whether Uber’s model for offering transportation services has some of the same network effects as those of great information industry monopolies (Microsoft, Google), or is more like, say, the travel website business, a brutally competitive industry of middlemen.

Uber is itself a middleman, of course. On one side, it recruits drivers, who typically own or lease their cars. On the other side, it markets to consumers who may want a ride. Then it matches them up; the consumer orders a car, a driver accepts the request, the service is provided, and Uber charges the consumer’s credit card. It keeps a 20 percent commission for itself and pays the rest to the driver....The task facing Uber is not just to overcome the hurdles and make ride-sharing a multibillion dollar industry. It’s to try to entrench the advantages it has from being first: continually refining its offerings to have the best possible user experience, the best data analytics to ensure that people can get a car when they need one, and not to be greedy with regard to its commission, lest it be all the more inviting a target for rivals. It’s no easy job, but nobody said building a company worth $18 billion is.
Uber  network_effects  sharing_economy  middlemen  ride-sharing  platforms  first_movers  transportation  two-sided_markets  match-making 
june 2014 by jerryking
With Uber’s Cars, Maybe We Don’t Need Our Own - NYTimes.com
JUNE 11, 2014 | NYT |Farhad Manjoo.

Uber is anything but trivial. It could well transform transportation the way Amazon has altered shopping — by using slick, user-friendly software and mountains of data to completely reshape an existing market, ultimately making many modes of urban transportation cheaper, more flexible and more widely accessible to people across the income spectrum.

Uber could pull this off by accomplishing something that has long been seen as a pipe dream among transportation scholars: It has the potential to decrease private car ownership....There’s only one problem with taxis: In most American cities, Dr. King found, there just aren’t enough of them. Taxi service is generally capped by regulation, and in many cities the number of taxis has not been increased substantially in decades, despite a vast increase in the number of miles people travel. In some places this has led to poor service: In the San Francisco survey, for instance, one out of four residents rated the city’s taxi service as “terrible.”

Ride-sharing services solve this problem in two ways. First, they substantially increase the supply of for-hire vehicles on the road, which puts downward pressure on prices. As critics say, Uber and other services do this by essentially evading regulations that cap taxis. This has led to intense skirmishes with regulators and questions over who has oversight to maintain the safety of the blossoming new industry.
Uber  sharing_economy  taxis  transportation  Farhad_Manjoo  ownership  end_of_ownership  on-demand  accessibility  automobile 
june 2014 by jerryking
Startups Want to Be the Next Airbnb, Uber - WSJ.com
By SARAH E. NEEDLEMAN and ANGUS LOTEN CONNECT
May 7, 2014
sharing_economy  Airbnb  Uber  start_ups 
may 2014 by jerryking
A Modern Approach to Open Data | Make government better, together.
October 01, 2013 by Ben Balter, GitHub.

Traditionally, consuming open government data required building and curating many custom tools and wrappers to convert the data from the form it’s exposed in to something more immediately consumable by civic hackers, watchdog groups, and the general public. Developers haphazardly wrote small scripts as one-off efforts and threw them away, or left their solutions buried inside larger infrastructure, reinventing the wheel with each new transparency initiative.

Developers from the Sunlight Foundation, GovTrack, and the New York Times, however, decided to join forces and break from tradition when they reached out to other civic-minded developers and “decided to stop each building the same basic tools over and over, and start building a foundation [they] could share.”
open_data  open_source  tools  self-organization  sharing_economy  reinventing_the_wheel  organizing_data 
december 2013 by jerryking
Trip-sharing is giving cabs a rough ride - The Globe and Mail
BRIAN LEE CROWLEY

Special to The Globe and Mail

Published
Wednesday, Jul. 24 2013
sharing_economy  taxis  ride_sharing 
august 2013 by jerryking
Welcome to the ‘Sharing Economy’ - NYTimes.com
July 20, 2013 | NYT | Thomas L. FRIEDMAN

Airbnb has also spawned its own ecosystem — ordinary people who will now come clean your home, coordinate key exchanges, cook dinner for you and your guests, photograph rooms for rent, and through the ride-sharing business Lyft, turn their cars into taxis to drive you around. “It used to be that corporations and brands had all the trust,” added Chesky, but now a total stranger, “can be trusted like a company and provide the services of a company. And once you unlock that idea, it is so much bigger than homes. ... There is a whole generation of people that don’t want everything mass produced. They want things that are unique and personal.”

There’s more. In a world where, as I’ve argued, average is over — the skills required for any good job keep rising — a lot of people who might not be able to acquire those skills can still earn a good living now by building their own branded reputations, whether it is to rent their kids’ rooms, their cars or their power tools. “There are 80 million power drills in America that are used an average of 13 minutes,” says Chesky. “Does everyone really need their own drill?”
sharing_economy  Tom_Friedman  Airbnb  ecosystems 
july 2013 by jerryking
Max Levchin talks about data, sensors and the plan for his new startup(s) — Tech News and Analysis
Jan. 30, 2013 | GigaOm |By Om Malik.

“The world of real things is very inefficient: slack resources are abundant, so are the companies trying to rationalize their use. Über, AirBnB, Exec, GetAround, PostMates, ZipCar, Cherry, Housefed, Skyara, ToolSpinner, Snapgoods, Vayable, Swifto…it’s an explosion! What enabled this? Why now? It’s not like we suddenly have a larger surplus of black cars than ever before.

Examine the DNA of these businesses: resource availability and demand requests — highly analog, as this is about cars, drivers, and passengers — is captured at the edge, automatically where possible, then transmitted and stored, then processed centrally. Requests are queued at the smart center, and a marketplace/auction is used to allocate them, matches are made and feedback is given in real time.

A key revolutionary insight here is not that the market-based distribution of resources is a great idea — it is the digitalization of analog data, and its management in a centralized queue to create amazing new efficiencies.”
massive_data_sets  data  Max_Levchin  radical_ideas  sensors  start_ups  incubators  San_Francisco  sharing_economy  analog  efficiencies  meat_space  data_coordination  match-making  platforms  Om_Malik  resource_management  underutilization  resource_allocation  auctions  SMAC_stack  algorithms  digitalization 
february 2013 by jerryking
The Weekend Interview with Travis Kalanick: The Transportation Trustbuster - WSJ.com
January 25, 2013 | WSJ | By ANDY KESSLER.
Travis Kalanick: The Transportation Trustbuster
Travis Kalanick, co-founder of Uber, talks about how he's bringing limo service to the urban masses—and how he learned to beat the taxi cartel and city hall.... is a hot San Francisco startup that already has 25 outposts around the world for its simple, seductive service: on-demand transportation. With an iPhone or Android app, you call up the Uber map, spot an available town car or taxi, and summon it with a click. The fare and tip for a town car, or limo, is maybe 50% higher than for a regular taxi ride and paid for through the service.
transportation  disruption  San_Francisco  Andy_Kessler  urban  Uber  mobile_applications  on-demand  start_ups  sharing_economy 
january 2013 by jerryking
When Homes Become Hotels - WSJ.com
November 23, 2012 | WSJ | By CONOR DOUGHERTY.

When Homes Become Hotels Short Stays, Lengthy Fights
Vacation Rentals Prompt Complaints and Bans, Spur Debate Over Property Rights When Homeowners Become Hoteliers, Some Neighbors Bristle at Noise, Nuisance.
Airbnb  hospitality  sharing_economy  hotels 
november 2012 by jerryking
Robert Moses, Pedal Pusher? | By Thomas J. Campanella - WSJ.com
June 25, 2012 | WSJ | by THOMAS J. CAMPANELLA.

The rollout this summer of New York's first bicycle-share program will be the most visible achievement yet of the city's capable commissioner of transportation, Janette Sadik-Khan. Funded by Citigroup and Mastercard, the Citi Bike System will make available 10,000 bicycles for rent and return at any of 600 stations throughout Manhattan and Brooklyn. With Citi Bike, Ms. Sadik-Khan has spun a gossamer new transportation web across much of the city, a healthful and sustainable alternative to getting around by car.
New_York_City  urban  urban_planning  bicycles  rentals  Citigroup  Mastercard  Robert_Moses  transportation  rollouts  sharing_economy  bike_sharing 
august 2012 by jerryking
New Rules for Bringing Innovations to Market
March 2004 | HBR | Bhaskar Chakravorti.

The more networked a market is, the harder it is for an innovation to take hold, writes Bhaskar Chakravorti, who leads Monitor Group's practice on strategies for growth and managing uncertainty through the application of game theory. Chakravorti argues that executives need to rethink the way they bring innovations to market, specifically by orchestrating behavior change across the market, so that a large number of players adopt their offerings and believe they are better off for having done so. He outlines a four-part framework for doing just that: The innovator must reason back from a target endgame, implementing only those strategies that maximize its chances of getting to its goal. It must complement power players, positioning its innovation as an enhancement to their products or services. The innovator must offer coordinated switching incentives to three core groups: the players that add to the innovation's benefits, the players that act as channels to adopters and the adopters themselves. And it must preserve flexibility in case its initial strategy fails.

Chakravorti uses Adobe's introduction of its Acrobat software as an example of an innovator that took into account other players in the network--and succeeded because of it. As more content became available in Acrobat format, more readers were motivated to download the program," he observes. "The flexibility in Acrobat's product structure and the segmentation in the market allowed the pricing elasticity that resulted in the software's widespread adoption."
HBR  innovation  networks  network_effects  rules_of_the_game  commercialization  monetization  product_launches  howto  growth  managing_uncertainty  cloud_computing  endgame  Adobe  uncertainty  switching_costs  jump-start  platforms  orchestration  ecosystems  big_bang  behaviours  behavioral_change  frameworks  sharing_economy  customer_adoption  thinking_backwards  new_categories  early_adopters  distribution_channels  work-back_schedules 
july 2012 by jerryking
globeandmail.com: The value of value is the new consumer angle
March 16, 2009 | The Globe and Mail pg. B6| ANDREA SOUTHCOTT
* Understand your competitive context.
* Offer consumers new ways to experience your product.
* Tap into the power of local stories.
* Tap into the best-kept secrets of local community.
* Shift from owning to using.
consumers  value_propositions  competitive_landscape  value  Andrea_Southcott  sharing_economy  locavore  storytelling  economic_downturn  end_of_ownership 
march 2009 by jerryking

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