Читать книгу Sharing Economy and Big Data Analytics - Soraya Sedkaoui - Страница 45

Transactions initiated by the company:

 – B2B (Business to Business): describes business transactions between companies;

 – B2C (Business to Customer): describes the business transactions between a company and end consumers;

 – B2G (Business to Government): describes business transactions between companies and the government.

Transactions initiated by the consumer:

 – C2B (Customer to Business): describes business transactions between consumers and businesses;

 – C2C (Customer to Customer): describes the business transactions between consumers;

 – C2G (Customer to Government): describes the business transactions between consumers and the government.

Transactions initiated by the government:

 – G2B (Government to Business): describes business transactions between the government and businesses;

 – G2C (Government to Customer): describes business transactions between the government and consumers;

 – G2G (Government to Government): describes business transactions between governments.

Basically, the economic model of sharing is essentially based on the “consumer-to-consumer” (C2C) formula. The platforms have served as intermediaries between individuals (Buda and Lehota 2017).

Based on this operating logic, the relations between producer, consumer and government have been redefined and have revealed the new exchange methods discussed above. Collaborative consumption embodies the change that has led economic networks to move towards a more local and collective organization, similar to an ecosystem, guided by new patterns of exchange (Ertz et al. 2017).

By freeing the sharing economy, will companies be able to transform today’s threat into tomorrow’s opportunity?

So many issues call on business leaders to be players in this new economic model, not just bystanders suffering the consequences of this change. The answer to these issues is suggested by the honeycomb representation of the collaborative economy. It was developed by Jeremiah Owyang (founder of Catalyst Companies, industry analyst). It outlines the scope of the sharing economy in the different sectors of the economy.

The illustration in the form of a honeycomb structure is not accidental, explains the designer: “The cells are elastic structures that allow the accessing, sharing and improving of resources in a group” (Torfs 2016b).

The representation is evolutionary, interpreting the change in strategies in companies. Currently, we are on its third version, the first version only had six honeycombs in the center of the graph. Several companies have joined the sharing economy movement and the list of sectors that have integrated the sharing economy into their strategies includes “the finance, logistics, food and transport sectors” (Hallet 2018).

Figure 2.2. Honeycomb representation of the collaborative economy (Owyang 2016). For a color version of this figure, see www.iste.co.uk/sedkaoui/economy.zip

On the third version, Owyang argues that the collaborative economy allows people to get what they need from each other. Similarly, in nature, honeycombs are resilient structures that allow access, sharing and growth of resources within a common group:

Our latest version of the Honeycomb Framework, Honeycomb 3.0, shows how the collaborative economy market has grown to include new applications in the areas of reputation and data, worker assistance, mobility services and beauty. (Owyang 2016)

The collaborative economy is no longer a simple fashion phenomenon, nor is it the apanage of some companies. However, the transition from a traditional to a sharing economy requires a review of all the issues. The French Chamber of Commerce and Industry (CCI 2014) suggests that companies consider the following points:

 – The company must be interested in the stakeholders influencing its internal activity, in other words, suppliers, customers, investors and partners. For example, to improve its relationship with its customers, the company creates a customer club to facilitate the exchange of its used products. At first glance, it will sell less, so what would it gain by creating this club? In the long term, “positive external factors would compensate for the risks” (CCI 2014) and the company would win the loyalty of these customers.

 – It must find an alternative to its business model6 in regard to the challenges of the collaborative economy. In this case, the company opts for a gradual change in its activity, as opposed to an abrupt one. It integrates social elements “on a small scale, by creating an agile ad hoc structure (in lean start-up mode) in order to experiment with more open models” (see Box 2.5).

 – The company must intercept a part of the clients from start-ups that are engaged in collaborative economy practices. Companies in the “traditional economy” have underutilized capacities and assets to mobilize a shared or collaborative approach: “It can be a customer base, a local presence, a network of business partners, exclusive suppliers or patented technology.”