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Sharing Economy

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Presentazione riguardante la sharing economy con tre case studies (Uber, AirBnB e TaskRabbit) preparata da Augusto Chiaravalloti, Anna Barbieri e Gabriele Ruscelli

Published in: Economy & Finance
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Sharing Economy

  1. 1. Presentazione a cura di Anna Barbieri, Augusto Chiaravalloti e Gabriele Ruscelli
  2. 2. Queste slides fanno parte del corso “Strumenti e applicazioni del Web”. Il sito del corso, con il materiale completo, si trova in www.corsow.wordpress.com . Data la rapida evoluzione della rete, il corso viene aggiornato ogni anno. Il presente materiale è pubblicato con licenza Creative Commons “Attribuzione - Non commerciale - Condividi allo stesso modo – 3.0” (http://creativecommons.org/licenses/by-nc-sa/3.0/it/deed.it ): La licenza non si estende alle immagini provenienti da altre fonti e alle screen shots, i cui diritti restano in capo ai rispettivi proprietari, che, ove possibile, sono stati indicati. L'autore si scusa per eventuali omissioni, e resta a disposizione per correggerle.
  3. 3. Per cominciare
  4. 4. Importanza della fiducia nella rete Fiducia ebay TripAdvisor WikipediaTorrent
  5. 5. Cos’è la sharing economy? Tre tratti distintivi: - La condivisione (intesa come l’utilizzo comune di una risorsa) - La relazione orizzontale (peer-to-peer) tra persone (o organizzazioni) in cui i confini tra finanziatore, produttore e consumatore vengono meno - La presenza di una piattaforma tecnologica che organizza queste relazioni digitali, che possono essere supportate e alimentate solo grazie alla fiducia generata da sistemi di reputazione digitale. Business Model: Marketplace puri
  6. 6. Esempi - Uber - TaskRabbit - Airbnb
  7. 7. Nascita e Sviluppo 1968: principio “tragedy of the commons” by Garrett Hardin. Metà degli anni 2000: emerge come nuovo modello sostenibile Crisi tra 2007/2010: costituisce un momento di svolta PriceWaterhouse Cooper: stima che la sharing economy generi 335mld di dollari entro 10 anni globalmente(Wired Italia Editoriale Marzo 2015)
  8. 8. Principi della Sharing Economy - Access, not ownership/disownership - Unused value is wasted value - Trust - Transparent & open data
  9. 9. Environment favorevole - Accesso alla connessione in quantità e qualità non possibile in precedenza - Prodotti elettronici reperibili con costi accessibili - Interazione diretta tra persone e aziende - Crescita della popolazione e urbanizzazione - Crisi globali: finanziarie, sociali, ambientali
  10. 10. Benefici - Impatto positivo sulla crescita economica e sul welfare - Stimolo al consumo, creazione di nuovi bisogni - Aumento della produttività catalizzando creatività individuale e - Imprenditorialità
  11. 11. Criticità - La sharing economy funziona e ha successo solo perché il mercato è depresso - Privacy e big data come moneta, è sempre uno scambio economico - Disruptive economy
  12. 12. Tipologie
  13. 13. Product Service Systems:
  14. 14. Redistribution Markets
  15. 15. Collaborative Lifestyle
  16. 16. Case studies
  17. 17. Uber: everyone’s private driver
  18. 18. Cos’è Uber? - Azienda nata a San Francisco nel 2009 da Travis Calanick e Garret Camp - Network di trasporti basato su un’applicazione mobile - Dal 2009 al 2011 raccoglie 49 milioni di dollari in fondi - Nel 2012 si espande nel resto del mondo (la prima città è Parigi) - Valore stimato dell’azienda a dicembre 2014: 40 miliardi di dollari (Sole24ore) - Ora presente in 58 paesi con entrate per il 2015 stimate 10 miliardi di dollari - Business model: basato sul noleggio con conducente (NCC)
  19. 19. Applicazione - Registrazione sia su sito che in app sia tramite Facebook che Google+ o via email - User interface molto semplice - Immediata - Permette il pagamento solo tramite carta di credito
  20. 20. Tipologie di veicoli
  21. 21. - Progetto di trasporto privato a metà tra il taxi e il noleggio di auto con autista - Permette a chiunque di registrarsi come autista Uber - Simile ad un servizio di Car Pooling - Devono avere dei requisiti: – Avere un’auto intestata a proprio nome. – Avere la patente da più di tre anni. – Possedere un’auto immatricolata da non più di otto anni e con almeno 4 posti. – Non avere avuto sospensioni della patente di recente. – Avere la fedina penale pulita. - Bisogna superare un colloquio
  22. 22. Tariffe
  23. 23. Criticità - Problemi legali in 20 diversi stati legati alla licenza degli autisti - In Italia scontro con i tassisti - Problemi di sicurezza - Minacce ai giornalisti - Sessismo - Discriminazione contro i ciechi - Sabotaggio verso i competitors - Marketing aggressivo - Problemi di privacy
  24. 24. In Italia - 6 Marzo 2013: app Uber sbarca a Milano - Nasce pagina Facebook “Uber, no thanks!” - 17 Maggio 2013: violente proteste al Wired Next Festival - 25 Giugno 2013: sentenza a favore di Uber - Febbraio 2014 pianificata manifestazione durante settimana della moda
  25. 25. Marketing aggressivo
  26. 26. Discriminazione verso i non vedenti
  27. 27. Sicurezza
  28. 28. Sessismo
  29. 29. Minacce ai giornalisti
  30. 30. Privacy degli utenti
  31. 31. Genialità di marketing - Giornata del gatto - Mese del gelato - UberChopper Elicottero per 3000$ - Corsa nella Delorean car dal film “Ritorno al futuro” - Christmas tree delivery - Laundry delivery
  32. 32. La Giornata del Gatto
  33. 33. Mese del gelato
  34. 34. UberChopper
  35. 35. Competitors
  36. 36. TaskRabbit
  37. 37. Cos’è TaskRabbit? - Fu fondato da Leah Busque nel 2008 - È una sorta di eBay per il lavoro - Basato sull’idea “neighbors helping neighbors” - Compiti “indesiderati” vengono affidati ai rabbit-taskers - Business model: una percentuale del 15% sul compenso del TaskRabbit - Fondi raccolti primavera 2011 = 5 milioni di dollari (BusinessInsider) - Fondi raccolti 2012= 37.5 milioni di dollari (TheVerge) - Ogni mese sono postati lavori per un valore totale di 4 milioni di dollari
  38. 38. I Tasks
  39. 39. I Taskers
  40. 40. Chi sono i Taskers? - 70% hanno una bachelor degree (equiparabile ad una nostra triennale) - 20% hanno una master degree (equiparabile alla nostra magistrale) - 5% ha fatto il dottorato
  41. 41. Sezione TaskRabbite elite
  42. 42. Le linee guida I tre pilastri sono: -Velocità di risposta -Professionalità -Lavoro di alta qualità
  43. 43. Come diventare un TaskRabbit
  44. 44. Criticità - Sistema di assunzione - I TaskRabbits non sono tutelati - I TaskRabbits non possono comunicare tra di loro attraverso la piattaforma - TaskRabbit si approfitta dei disoccupati - TaskRabbit prende di più della percentuale che dichiara
  45. 45. Sistema di assunzione
  46. 46. Colpo di genio
  47. 47. - Gamification - Si sale di livello con l’aumentare delle tasks completate - C’è una classifica - C’è una barra dei progressi in cui i RabbitTaskers possono vedere quanto manca al prossimo livello - Si acquisiscono punti in moltissimi modi
  48. 48. Competitors
  49. 49. AirBnB
  50. 50. Cos’è AirBnB? - Fondata nel 2008 a san Francisco da Biran Chesky - Luglio 2011: raccoglie 112milioni di dollari di fondi (gigaom.com) - Ospita più di 800.000 annunci in 33.000 città per un totale di 192 paesi - Business model: la compagnia mette in contatto proprietari di immobili e viaggiatori - Valutazione marzo 2015: 20 miliardi di dollari (repubblica.it)
  51. 51. Come funziona?
  52. 52. Prima della prenotazione - Utente deve registrarsi con carta d’identità e numero di telefono - Ogni profilo ha una pagina personale - Uso esclusivo della chat integrata per comunicare con il proprietario fino all’avvenuta prenotazione
  53. 53. Dopo la prenotazione - AirBnB prende il 3% dal guadagno del proprietario e dal 6% al 12% da quello del cliente - Pagamento verso il proprietario avviene il giorno dopo l’arrivo - Al termine del soggiorno proprietario e cliente potranno scrivere una recensione
  54. 54. Struttura di un annuncio
  55. 55. Criticità - Utilizzo di spam per formare comunità al momento del lancio dell’app - Incidenti e sicurezza - Tassazione - Privacy - Etiquette - Customer service
  56. 56. Spam
  57. 57. Incidenti e sicurezza
  58. 58. Privacy
  59. 59. Competitors
  60. 60. Per concludere
  61. 61. “Ciò che è veramente inquietante non è che il mondo si trasformi in un dominio completo della tecnica. Più inquientante è che l’uomo non sia preparato a questo radicale mutamento. Ed ancora più inquietante è che non siamo capaci di raggiungere, attraverso un pensiero meditativo, un adeguato confronto con ciò che sta realmente emergendo nella nostra epoca”. –Heidegger
  62. 62. GRAZIE PER L’ATTENZIONE

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