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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.

Economic schools --- Didactics of economy --- co-creation --- sharing economy --- economie

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Was vereint Google, Facebook, Apple, Microsoft, Monsanto, Uber und Airbnb? Sie alle sind Unternehmen, die Hardware und Software für andere bereitstellen, mit dem Ziel, möglichst geschlossene sozio-ökonomische Tech-Systeme zu schaffen. Google kontrolliert die Recherche, Facebook regiert Social Media und Amazon ist führend beim E-Commerce. Doch nicht nur Technologie-Unternehmen bauen Plattformen auf, auch Traditionsfirmen wie Siemens entwickeln ein cloudbasiertes Produktionssystem. Plattformen sind in der Lage, immense Daten zu gewinnen, zu nutzen und zu verkaufen - Monopolisierungstendenzen sind die »natürliche« Folge. Sind wir auf dem Weg in einen digitalen Monopolkapitalismus? Diese Streitschrift ist unerlässlich für alle, die verstehen wollen, wie die mächtigsten technologischen Unternehmen unserer Zeit die globale Ökonomie verändern.

Datenschutz --- Digitalwirtschaft --- E-Commerce --- Monopol-Kapitalismus --- Sharing Economy

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The purpose of this paper is to analyse all aspects linked to the new business models which create markets, disrupt markets, shift product-market boundaries, and alter competitive structure. Traditional companies are facing these new entrants which create new competitive dynamics that threaten the bottom lines of incumbents. 

In the first part, the characteristics of these new business models are detailed. Disruption, disintermediation and dematerialization represent the difference between the linear and new business models. These features allow the value chain to be reduced and transformed: linear companies no longer have the control of the entire value chain. The reconfiguration of the value chain is not the only factor to take into account. Indeed, new entrants have totally changed the way people consume because they understood that customer’s behaviour is changing over time. Being customer-centric by following an “Outside-In” approach is the key to succeed. Environmental threats and opportunities (innovation, digitalization, regulation, etc.) must be taken into account as they interact with the existing organizations to avoid business model obsolescence or less profitability. Investing in a digital transformation is therefore a necessity to help counter these new entrants and to improve the customer journey, allowing customers to experience unique and personalized experiences. However, investing in social networks only is not enough.

Then, a special focus on the hospitality sector is described. In the second part we assess the potential impact Airbnb may have on independent hotels and hotel chains. The Airbnb platform is based on the collaborative economy that has effects on technologic, economic and social dimensions. Moreover, the aim of Airbnb is to possess the end-to-end travel experience of its users. This value proposition represents the strength of the business model which is designed with new technologies. Traditional hotels, whose business models are based on a linear model, need to strengthen their position in the minds of customers, by for example simplifying the online booking procedure, emphasizing how the hotel experience is different from the others or by helping guests find local and authentic experiences. The hotel chain AccorHotels understood the importance of a digital transformation to conquer the customer. In summary, three different case studies are described to explain how new business models are disrupting market.

digital transformation, disruption, sharing economy, customer centricity --- Sciences économiques & de gestion > Marketing

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Ce mémoire traite des mauvais comportements des utilisateurs de véhicules partagés au sein de l'économie du partage.

Access-Based Services --- Sharing Economy --- Misbehavior --- customer --- Brand Equity --- Car-sharing --- Sciences économiques & de gestion > Marketing

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To celebrate the 270th anniversary of the De Gruyter publishing house, the company is providing permanent open access to 270 selected treasures from the De Gruyter Book Archive. Titles will be made available to anyone, anywhere at any time that might be interested. The DGBA project seeks to digitize the entire backlist of titles published since 1749 to ensure that future generations have digital access to the high-quality primary sources that De Gruyter has published over the centuries.

Cooperation --- Collaborative economy --- Cooperative distribution --- Cooperative movement --- Distribution, Cooperative --- Peer-to-peer economy --- Sharing economy --- Economics --- Profit-sharing