硕士论文答辩sharing economy 共享经济商业模式 汽车共享.pdf

SHARING ECONOMY BUSINESS MODEL AND VALUE CREATING Sihui ZHAO PEG3 Classique Graduate level Master in Management Professeur Tutor: FOX-MURATON Melissa 29/01/2015 Case study on car-sharing Research Context Research Objective Methodology Structure of thesis Findings Conclusion TABLE OF CONTENT Peer-to-Peer Economy RESEARCH CONTEXT collaborative consumption Relationship economy Access Economy Sharing Economy WHAT？ Economic model based on “Access to” rather than “Ownership of” physical and human assets like time, space and skills. They make use of idle assets and create new marketplaces. Sharing Economy In other word, it involves using online platform and internet technology as tools to connect distributed groups of people to match millions of haves with millions of needs, immediately and efficiently. MODE AIM WHERE？ Sharing Economy WHY？ Peer to peer payment systems Reduced transaction costs Peer to peer social networking Innovative mobile technologies DRIVERS OF SHARING ECONOMY Increasing Population Density Need for more Resources Desire for community Consumerist Culture 7 times more devices than people by 2020 Monetize Excess or Idle Inventory Increase Financial Flexibility Access Over Ownership Influx of VC Funding $ 2.46 billion funding in Sharing economy startups in the last 7 MONTHS World population will be 9.3 BILLION by 2050 DRIVERS: T. E. S. Opportunities in Car Sharing 2020: Carsharing to emerge as additional business opportunity for automotive manufacturer for customer retention and long term sustainability Global Carsharing Outlook, Number of Members and Vehicles, 2006-2014 (Source: Frost and Sullivan) Carsharing Market: Carsharing Vehicles and Members Growth, Global, 20102020 Member Carsharing subscriber base to be 14 Million in EU by 2020 200,000 shared vehicles expected in Europe by 2020 France, United Kingdom, Germany and Switzerland to hold around 75% of revenue share in 2016 By 2016, 1 in 5 vehicles of the carsharing vehicle fleet is expected to be a battery powered EV The revenue potential of carsharing market is expected to be 7 Billion by 2020 in Europe Vehicle Potential Market Usage of Electric Vehicle Revenue Generation WHO？ Communication technology support Communication technology support CUSTOMER CUSTOMER PARTICIPANTs provides a new way of thinking about business, exchange, value and community. Enabled by internet technologies Connecting distributed networks of people and/or assets(Mine, yours, ours) Making use of the idling capacity of tangible and intangible assets Encouraging meaningful interactions and trust Embracing openness, inclusivity and the commons The sharing economy Characteristics RESEARCH OBJECTS This study conducted exploratory and descriptive research on the innovation business model of Car- sharing to gain an well understanding of how such emerging consumption business model are shaped and how value creation it produces To develop an understanding of the different between Traditional car consumption and Car- sharing consumption model. To identify Car-Sharing Value Creation by NICE frameworks; To recognize the appropriate methods when applies Car- sharing value; from business, operation and customer strategy views; Specific objectives of the study contain: METHODOLOGY Integrated Theory: Business Model Design; Value creation; Data collection; Data reduction; Data analysis; Theory Study Research Objective Empirical Data Primarily problem Generative model Business model: key choices, components, ecosystem, environment, innovation elements Value creation: Value chain, Value framework Actors Relationship Mechanisms Environment Challenge What are the activities, entities, processes, and forces and the contexts that influenced, enabled, or constrained car-sharing? What are the opportunities for the new comers to car-sharing? What the strategic options for the companies? What the market situation and the context of the car-sharing business? Whats the core value of car-sharing and what the value creation model based on the car-sharing business? Who are the key players and components in carsharing business? How to operate with outstanding execution underlying good idea? What are the correspondent strategies to figure out the challenges? Find the way to answer research questions posed by the research: STRUCTURE OF THESIS The theory research of sharing economy development and the application of sharing economy business model Value net model of sharing economy business model Theory study Model framework Business model Case study Finding conclusion and suggestion Question FINDING The car-sharing business model innovation is based on the role transformation of customers. FINDINGS CUSTOMER MARKET PROCESS OTHER PARTICIPANTS PRODUCT OR SERVICE SOCIAL ENVIRONMENT FINDINGS Service innovation; Potential bargain space; Collaborative consumption; Characteristics; access over ownership Based on the internet and network terminal; No boarder of the transaction time and place; Customer driver Accurate market segmentation Car-sharing; ride-sharing; mobility- sharing; redistribution; Long life time Transaction activity between individuals; Needs and haves self-match system Transaction online platform; social networking services; credit supervisory organization; partnership; terminal manufacturer Sustainable consumption; Sharing spirit CUSTOMER MARKET PROCESS OTHER PARTICIPANTS PRODUCT OR SERVICE SOCIAL ENVIRONMENT FINDINGS MARKETPLACE PRODUTS SERVICE Provide a platform Company as a service Motivate a marketplace Sharing economy Customer-Oriented FINDINGS 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Offering Level Competing Factors Traditional transportation Traditional car renting Car/Ride-sharing FINDINGS FINDINGS Novelty- adopt innovative content, structure or governance Lock-In build in elements to retain business model stakeholders Complementarities bundle activities to generate more value Efficiency reorganize activities to reduce transaction costs Customer is the core value source of the sharing economy business and it is the motivator and revolutionary of the new consumption model. First, customer has more initiatives and each one could be the potential provider and user. Customer owns value, deliver value, cre