How Airbnb Captures and Disseminates Value

Author(s):  
Stephan Reinhold ◽  
Sara Dolnicar

This chapter analyses two of the six vital business model elements, explaining the functioning of peer-to-peer accommodation networks: value capture and dissemination. The other elements are discussed in detail in Chapter 4. We focus on Airbnb because it is the international market leader. Separate business analyses are necessary for other peer-to-peer accommodation networks given that each functions in a slightly different way. In this chapter the business model value capture and value dissemination are discussed in detail for Airbnb.

Author(s):  
Stephan Reinhold ◽  
Sara Dolnicar

A business model is like an ultrasound for businesses: it provides – from the outside – detailed insight into six vital elements of a business which explain their functioning (Chapter 3). Each peer-to-peer accommodation network is slightly different and requires an independent business model analysis. Here we analyze the business model of Airbnb because it is the international market leader in commercial peer-to-peer accommodation trading and a model other platforms aspire to. We focus on value proposition, creation, communication, and transfer. The other two elements (value capture and dissemination) are discussed in Chapter 5.


First Monday ◽  
2010 ◽  
Author(s):  
F. Ted Tschang ◽  
Jordi Comas

This paper examines the evolution of virtual worlds from the developer's perspective. What are the motivations of developers? What are the specific challenges of the governance of user-generated content? User-created virtual worlds may be characterized according to their degree of design or emergence. On one end is the 'the designer as god' perspective and on the other is the unforeseeable and perpetually emergent 'user creativity.' Utilizing a theoretically derived sample of virtual worlds, we illustrate how governance is more complex as designers contend with three major issues. In general, across all three worlds, developers had to come to grips with the limits of their ability to design virtual worlds for premeditated outcomes. Secondly, communities forming within worlds, as opposed to atomized users, are central to the (creative) building, usage and governance of virtual worlds. Developers have a range of choices for how to interact with communities ranging from arm's length monitoring to engagement. Thirdly, developers have to manage instrumentally rational aspects of their business which can lead to tensions with the design and community goals, and, ultimately, lead to the failure of a world's business model. A fuller accounting of governance will have to accommodate the complex interplay between purposeful design, emergent community, and the logic of the marketplace.


2021 ◽  
Vol 2 (1) ◽  
pp. 91-96
Author(s):  
Olena Taranukha

The digital economy allows to compose the new business models, digital platforms and services, which create new types of economic activity, as well as the transformation of traditional industries. Due to the industries transformation to the digital economy there is the transformation of the world economy, or rather the economy itself is being digitized The purpose of the paper is to reveal the essence and features of the digital economy formation and to consider what significant transformations will take place in the world by the analysis of major trends in the near future. Accumulating all the concepts, we can say that the digital economy is the rather complex term, but we can assume that its development is based on the key components According to forecast estimates, the most advanced retail companies will begin implementing the service of virtual and voice search of goods by 2022. This will require from the company the better understanding of the consumers wishes, their interests and intentions. Consider the main technological development trends for 2020-2025 based on the data of the major consulting agencies and the consulting company "Cartner" Figure 2 shows the forecast curve of the new technologies development. Innovative development triggers that will actively influence the technology development include the following: the Authenticated Provenance, Low-Cost Single Board Computers at the Edge, Self-Supervised Learning, BMI (Brain Machine Interface), active development of "Packaged Business Capabilities" services, Digital Twin of the Person and Composible Enterprises. The peak of disappointments will be Social Distancing Technologies and Secure Access Service. The source of expectations will be the development of Carbon-Based transistors technology and Human digital Ontologies. The formation of a productivity platform will be based on trends in Self-Development and Self-Education. Digital IT trends grow, evolve and acquire new properties of social technologies that can influence the structure of the community, form dependencies and demand. Therefore, companies, large corporations and government need to move to more flexible composite business architectures. The modular business model is based on four basic principles: modularity, efficiency, continuous improvement and adaptive innovation. This business model allows to move from rigid traditional planning to a flexible response to rapidly changing business needs. In general, it creates opportunities for innovative approaches, reduces costs and improves partnerships. It is important to pay attention to the other technologies in the new business model such as bundled business services, data factories, private 5G networks and embedded artificial intelligence. Thus, as a result of the research it is proved that the digital world is a completely new order of life, which requires to change our thinking. The person should be always focused on the new technologies and methods in order the enterprises remain competitive and constantly developed, it will promote the economy development and the growth of well-being of the society. So, taking into account the global trends in technology development, Ukraine has to adapt to the new standards quickly and implement innovative solutions for the economic development. The digitalization of the economy, on the one hand, is the key to economic success, on the other hand, it is the driving force in the conditions of the conceptual understanding of the digital economy essence. The growth of the quality and innovation level of domestic goods and services should provide not only sustainable economic growth, but also competitive advantages with further integration into the EU. At the same time, there is the relevant need of the scientific and technological research, the formation of a certain business ("digital") culture, the implementation of smart city ideas in Ukraine based on the development of local communities and the emergence of new initiatives and proposals for innovative solutions.


AdBispreneur ◽  
2019 ◽  
Vol 3 (2) ◽  
pp. 89
Author(s):  
Muhamad Rizal ◽  
Erna Maulina ◽  
Nenden Kostini

ABSTRACTIn 2017, more than 40 new fintech businesses is born, this financial business have emerged that have tried their luck in the Indonesian financial landscape along with the other 140s of startup that have stood before. Indonesia's fintech industry has become one of the prima donna that attracted so much attention from the financial industry actors. Investment on startup fintech began to attract a lot of interest, even some startup managed to get series A of investment this year. The fintech sectors are beginning to develop and many new products are launched.Meanwhile, the Ministry of Cooperatives and Small and Medium Enterprises (Ministry of Small and Medium Enterprises) launched 3.79 million micro, small and medium enterprises (SMEs) already utilizing online platform in marketing their products. This number is around 8 percent of the total perpetrators of SMEs in Indonesia, which is 59.2 million.The problem of sources of financing is a classic problem that is a barrier to the growth of SMEs who do not get financing facilities from the banking sector. Lack of financial resources makes SMEs unable to develop innovations to increase production. However, the rapid growth of financing business of fintech, such as peer-to-peer lending can now be another alternative for loan fund raisers. peer-to-peer lending is a financing business that targets the middle to lower market sectors  ABSTRAKSepanjang tahun 2017, setidaknya muncul lebih dari 40 bisnis fintech baru yang mencoba peruntungan di lanskap keuangan Indonesia bersama dengan 140-an startup lain yang telah berdiri sebelumnya. Industri fintech Indonesia memang menjadi salah satu primadona yang menarik perhatian begitu besar dari para pelaku industri keuangan. Investasi pada startup fintech mulai banyak diminati, bahkan beberapa startup berhasil mendapatkan investasi seri A di tahun ini. Sektor-sektor fintech mulai berkembang dan produk-produk baru banyak diluncurkan.Sementara itu, Kementerian Koperasi dan Usaha Kecil Menengah (Kemenkop UKM) melansir sebanyak 3,79 juta usaha mikro, kecil, dan menengah (UMKM) sudah memanfaatkan platform online dalam memasarkan produknya. Jumlah ini berkisar 8 persen dari total pelaku UMKM yang ada di Indonesia, yakni 59,2 juta.Masalah sumber pembiayaan merupakan masalah klasik yang menjadi penghambat pertumbuhan UMKM yang tidak mendapat fasilitas pembiayaan dari sektor perbankan. Kurangnya sumber dana menjadikan UMKM tidak dapat mengembangkan inovasi untuk meningkatkan produksinya. Namun demikian pesatnya pertumbuhan bisnis pembiayaan FinTech seperti peer-to-peer lending  sekarang ini bisa menjadi alternatif lain bagi para pencari dana pinjaman. peer-to-peer lending merupakan bisnis pembiayaan yang menyasar sektor  pasar menengah ke bawah.


2021 ◽  
pp. 1481-1488 ◽  
Author(s):  
Amineh A. Khaddam ◽  
Hani J. Irtaimeh ◽  
Ahmad Rajaa Salameh Al-Batayneh ◽  
Suliman Raja Salameh Al-Batayneh

The aim of the study is to investigate the impact of business model innovation (BMI) on firm performance. The sample of the study consisted of 120 managers from Alban Al-youm Company in Jordan, a leading dairy company. Data were collected using a questionnaire administered to managers. Eighty-seven questionnaires were retrieved valid for the purpose of data analysis. BMI was measured using three components: value creation, value proposition and value capture innovations while company performance was assessed via self-rated questions about operational measures of performance. The results accepted the hypotheses that all dimensions of BMI had significant effects on company performance. That being so, the study contributed to the literature on BMI on company performance in the absence of such studies that use samples for Arab countries, particularly, from Jordan in one of the most vital industries, which is a dairy industry.


ExELL ◽  
2020 ◽  
Vol 8 (1) ◽  
pp. 68-82
Author(s):  
Džemal Špago

AbstractRhetorical questions (RQs), as a cross-breed of questions and statements, represent an effective tool in putting forward the Speaker’s ideas, as well as influencing the ideas and opinions of other people. Because of their communicative effectiveness and multifunctionality, they are frequently used in different contexts and for different purposes, and, as such, they represent an interesting topic for further research. The aim of this paper is threefold: (i) to explore the nature of the implied answer to RQs, (ii) to offer a classification of RQs based on the Speaker’s communication style, and (iii) to examine whether (or to what extent) the Speaker-Addressee relationship (peer-to-peer, superior-to-inferior, inferior-to-superior) influences the selection and frequency of use of different types of RQs. Using Stalnaker’s (2002) model of Common Ground and Caponigro and Sprouse’s (2007) concepts of Speaker’s and Addressee’s Beliefs, the author redefines the nature of the answers implied by RQs, claiming that they are imposed on the Addressee rather than mutually recognized as obvious. Based on the model of communication styles as defined by Yuan et al. (2018), RQs are classified into aggressive, friendly and sarcastic/ironical questions with imposed answers. The analysis of the corpus, which consisted of 275 RQs taken from ten American movie scripts, showed that friendly RQs are more common than the other two types, and that, in instances where one of the interlocutors is in a superior position, superior-to-inferior RQs are by far more common than vice versa. The finding that RQs asked by inferiors make up less than a third of RQs occurring between interlocutors with different social standing is in line with the view that answers to RQs are imposed on Addressees.


2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.


Author(s):  
Stephan Reinhold ◽  
Sara Dolnicar

Peer-to-peer accommodation networks in general, and Airbnb in particular, are frequently referred to as part of the sharing economy. This chapter provides an overview of key characteristics of the sharing economy, discusses how these characteristics relate to peer-to-peer accommodation, and positions peer-to-peer accommodation networks within the sharing economy.


2021 ◽  
Author(s):  
ShiNa Li ◽  
Lawrence Hoc Nang Fong ◽  
Carol Xiaoyue Zhang ◽  
Mengxin Chen

2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.


Sign in / Sign up

Export Citation Format

Share Document