Understanding Business Models in the Sharing Economy in China: A Case Study

Gao, Shang; Zhang, Xuemei

doi:10.1007/978-3-319-45234-0_59

Cited by 13 publications

(12 citation statements)

References 15 publications

(19 reference statements)

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“…The role of entrepreneurs is to build new value propositions within an organization, while the role of managerial services is to implement entrepreneurial ideas and proposals (Demil and Lecocq, 2010). Value proposition refers to the way in which organizations create value for their customers and for each party engaged in service provision (Gao and Zhang, 2016).…”

Section: Value Propositionmentioning

confidence: 99%

Enthusiastic Academic and Support Service Staff as an Agent for Change: A Case Study Based on a Project in African Higher Education Institutes

Haaranen¹,

Saarti²

2020

EJEL

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The aim of this case study was to evaluate whether there had been educational changes and if so, in which phases of implementation and institutionalization in three African higher education institutions. The changes were evaluated from the point-of-view of trainees in the field of e-learning and library services during the project conducted in 2013-2015. Written texts and visual material were analysed using qualitative content analysis. The enthusiasm and mutual pedagogical understanding of the academic and support service staff were the key factors promoting the changes in the integration of e-learning and modern library services into everyday practices in these higher education institutions. The provision of suitable training and pedagogic skills to the academics and the support service staff made it possible dovetail these concepts to suit their home institution and provide them with a common language and value base that supported student learning.

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Section: Value Propositionmentioning

confidence: 99%

Enthusiastic Academic and Support Service Staff as an Agent for Change: A Case Study Based on a Project in African Higher Education Institutes

Haaranen¹,

Saarti²

2020

EJEL

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“…Ride-hailing services are growing as an alternative to taxis, as they offer flexible and low cost on-demand rides easily while providing a better user experience (Bonazzi & Pigneur, 2015;Janasz & Schneidewind, 2017;Gao & Zhang, 2016;Watanabe, Naveed & Neittaanmäki, 2016). However, Uber and Cabify could be more expensive when the user requests a luxury car, or when there is more demand than supply.…”

Section: Value Propositionsmentioning

confidence: 99%

“…Other extra charges are applied when requesting a service with a premium vehicle or with child seats, among other options. In P2P services, the platform charges a commission per trip, which in the case of Uber is 20% (Cohen & Kietzmann, 2014;Gao & Zhang, 2016;Wu, 2016).…”

Section: Revenue Streamsmentioning

confidence: 99%

Synergies between app-based car-related Shared Mobility Services for the development of more profitable business models

Gilibert¹,

Ribas²

2019

JIEM

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Purpose: Emerging shared mobility services are an opportunity for cities to reduce the number of car single trips to both improve traffic congestion and the environment. Users of shared mobility services, such as carsharing, ridesharing and singular and shared ride-hailing services, often need to be customers of more than one service to cover all their transport needs, since few mobility providers offer more than one of these services from a single platform. On the other hand, providers offering these services separately do not optimize costly resources and activities, such as the vehicles or the technology. Hence, the aim of this paper is to find synergies between the different app-based car-related shared mobility services that foster the development of new business models, to increase the profitability of these services.Design/methodology/approach: The research approach is built on the literature of car-related shared mobility services business models, supported by the review of certain outstanding services websites, and face-to-face interviews with users and drivers of these transport services. The analysis is presented by means of the Business Model Canvas methodology.Findings: Based on the synergies found, this paper suggests a few different approaches for services to share some resources and activities.Originality/value: This study identifies the common features of carsharing, ridesharing and singular and shared ride-hailing services to develop more profitable business models, based on providing the services in aggregated form, or outsourcing activities and resources. In addition, the implications of these proposals are discussed as advantages and drawbacks from a business perspective.

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“…Besides, the main key activities are the development of the technological system, the fleet operation and management and the maintenance of the vehicles, as well as conducting marketing actions to attract not only users but also drivers. As key partnerships we identified local governments and transport authorities, ICT and digital payment platform providers, geolocation services, and insurance companies [2], [4], in addition to freelance drivers in case of the P2P model. The main costs of the cost structure are the personnel, the acquisition and maintenance of the vehicle fleet, the development of the apps, algorithms and platforms, R&D and marketing activities and the cost of infrastructure.…”

Section: Shared Ride-hailing Business Modelmentioning

confidence: 99%

Main design factors for shared ride-hailing services from a user perspective

Gilibert¹,

Ribas²

2019

Int. J. TDI

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Shared ride-hailing transportation is discreetly emerging in cities all over the world with the purpose of decongesting cities, offering a similar comfort and convenience of the private car, and this way, filling the gap between the cities' bus services and the regular taxi services. Hence, the aim of this research is to detect the main factors that should be taken into account for the service design of shared ridehailing transportation, as well as to compare this mean of transport with the bus and taxi services. The research was conducted through, first, an analysis of shared ride-hailing services business model. Then, a quantitative research was conducted to users of a small-scale one-week pilot in Barcelona. The results show that factors related to price and travel times are more important from a user perspective than the ones related to comfort, such as the walking distance to the pickup point or the comfort provided by the vehicle. Furthermore, results indicate the intended use of participants of a potential future shared ride-hailing service in different use cases.

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Understanding Business Models in the Sharing Economy in China: A Case Study

Cited by 13 publications

References 15 publications

Enthusiastic Academic and Support Service Staff as an Agent for Change: A Case Study Based on a Project in African Higher Education Institutes

Enthusiastic Academic and Support Service Staff as an Agent for Change: A Case Study Based on a Project in African Higher Education Institutes

Synergies between app-based car-related Shared Mobility Services for the development of more profitable business models

Main design factors for shared ride-hailing services from a user perspective

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