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Understanding the sharing economy:

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by

Andrea Busto Gómez

on 10 June 2015

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Transcript of Understanding the sharing economy:

Understanding the sharing economy:
a strategy analysis

2. Sharing Economy
"A socio-economic system for production, distribution, trade and consumption of goods and services by different people and organizations"
3. Porter's 5-Forces
Industry: Airbnb + B&Bs + Hotels up to 4* in Spain
4. Resources and Capabilities
5. Positioning and future
Cost Advantage Strategy
Image by goodtextures: http://fav.me/d2he3r8
1. Introduction
Uber is valued at $41.5 billion and Airbnb at $10 billion as of May 2015
Uber's and Airbnb founders are in Forbes' 500 Billionaire List 2015
Property renting
Guests' Fee
6-12%
Hosts' Fee
3%
Exchange Rate Fee
3%
Reputation and trust mechanisms
Guarantee for hosts
Problems derived from the use of the Internet
Difficulty to assess quality
Anonymous peers
Lack of homogeneity
Industry rivalry
Fragmented industry
High product differentiation
Excess capacity
High level of internal rivalry
Bargaining power of buyers
Buyers' price
sensitivity
Relative bargaining power
High bargaining power of buyers
Holiday accommodation = big proportion of buyers’ holiday total costs
High product differentiation
Size and concentration of buyers
Access to more information
Bargaining power of suppliers
Hotels' suppliers: food and linen mainly
Airbnb's suppliers: different to the ones hotels have.
Low bargaining power of suppliers
Threat of new entrants
Capital requirements
Economies of scale
Legal barriers
Expected retaliation
Higher threat of new entrants
Threat of substitutes
Low threat of substitutes
Staying with family instead of paying for accommodation
Scenario Analysis
Constant factor: people's need for money
Predetermined factor: demographics
Uncertain factors: evolution of technology & economic growth
If Airbnb reacts in time, it can avoid those possible bad effects and continue to grow
6. Conclusion
Boost from new technologies and Internet
Trust and security problems
Internal rivalry is high
Intangible resources
Cost advantage strategy
Uncertain future
Some entry barriers are irrelevant
Energy providers
Full transcript