The document summarizes the key drivers of the rise of collaborative consumption as an economic trend: 1) Resource depletion due to unsustainable consumption patterns has led to scarcity of resources like water, biodiversity, minerals, and topsoil. This reflects a state similar to "peak oil" where demand outstrips supply. 2) The 2007/2008 financial crisis and resulting recession triggered job losses, stagnating wages, and decreased asset values. Governments implemented austerity measures that further rattled economies. 3) Technological innovation enabled new digital platforms and sharing networks through smartphones, social media, and cloud computing. These reduced transaction costs and matched supply with demand. 4) Younger generations like Millenn

1. My Food Garden
Is Our Food Garden
How Landshare & others
are changing the way
we get our food
- pg. 26
More than AirBnB
How a Handful of Startups
Are Breaking Down The Doors
Between Living, Working And Playing
- pg. 14
Is The Era Of
Deregulated
Finance Here?
More on Bitcoin &
Currencies of Exchange
- pg. 18
We No Longer
Buy Things, We
Buy The Joy Of
Co-Design
More on
CustomMade &
Prosumers as Sellers
- pg. 22
How Sharing Is Reshaping Commerce
How Ride-Sharing Is
Overtaking The Way
Everything Travels
More on Uber &
Transport Logistics
- pg. 28
L A C U N A R A D A R
Q U A R T E R LY
3RD EDITIONSEPTEMBER
2015
c o l l a b o r at i v e c o n s u m p t i o n

2. FROM THE EDITOR
BUY IT, LEASE IT OR BORROW IT?
This is the question facing consumers, producers and suppliers in a growing
number of markets around the world.
As Collaborative Consumption gains momentum and ownership models of
assets change en-masse, the pressing issue the mainstream economy faces is:
How does this sharing affect financing, distribution and insurance models? For
most industries, it is not a question of “if” they will be affected, but “when”.
FEATURE: SETTING THE SCENE FOR
COLLABORATIVE CONSUMPTION
COLLABORATIVE CONSUMPTION//004
A Necessary Disruption
IN THE DRIVING SEAT//009
Drivers of Collaborative Consumption
RETAIL//022
>> Prosumers as sellers
>> Loaning, not owning
>> Swapping & second-
hand goods
FINANCIAL ECONOMY//017
>> Insurance & credit
>> Saving & fundraising
>> Currencies of exchange
TRANSPORTATION//028
>> Personal transport
>> Logistics & shipping
FOOD &
DRINKS//025
>> Meal sharing & dining
>> Food delivery
>> Space sharing
NAVIGATING
LACUNA QUARTERLY
INDUSTRIES UNDER DISRUPTION: HOW SHARING IS RESHAPING COMMERCE
SOCIETY//014
>> Personal life management
>> Sharing & the classroom
>> Working & living
THOUGHT LEADERSHIP
WHERE IN THE WORLD?//031
Mapping regional profiles of
Collaborative Consumption
COLLABORATIVE READINESS
SELF-ASSESSMENT//034
How ready are you to innovate?
This is why we have selected Collaborative
Consumption as the focus of this edition
of Lacuna Quarterly.
In this special report, we aim to:
• help define the scope of this multi-
pronged trend;
• highlight the industries under the
most disruption by collaborative startups;
• spotlight companies that are proving
that Collaborative Consumption can be as
viable as it is disruptive; and
• provide some guiding inspiration
about how your business can leverage its
resources to compete collaboratively.
You might be asking, what makes a
trend disruptive to begin with? This is
the central question that our first feature
addresses, along with an approachable
and comprehensive overview of the drivers
and scope of Collaborative Consumption.
We then turn the spotlight on Society,
Finance, Retail, Food and Drinks, and
Transport – five sectors that are bubbling
up with new business models and
startups offering a collaborative way of
value-creation.
To get an on-the-ground perspective
we chatted to Ari Kestin, founder of
Nimber – a community-delivery service
that is challenging norms in the logistics
industry.
Together, the sector updates and Nimber
case study affirm many of the trends of
the collaborative economy that are widely
reported on – particularly regarding
convergence of industries and shifting
social perceptions of payments and
ownership.
None of this should make you panic,
though. We close off Lacuna Quarterly
with a mapping of the susceptibility of
collaborative consumption in different
global regions, and then provide you with
two self-assessment guides to help you
identify your position in the collaborative
economy.
Once you’re ready to take the next step
and begin innovating for collaboration,
we’ll be here to workshop you through it.
In the spirit of shared knowledge,
Dinika Govender
Managing Editor
Lacuna Quarterly
INDUSTRY PERSPECTIVE//020
Interview with Zopa
INDUSTRY
PERSPECTIVE//30
Interview with Nimber
Follow us on Twitter
@ Lacuna_Innovate
Trend Driver:
MILLENNIALS
011
Prosumers as Sellers:
3D PRINTING ONLINE MARKETPLACE
022
Industry Interview:
NIMBER
030
002 SEPTEMBER2015
Editor’s Letter Content
003SEPTEMBER2015

3. A NECCESSARY DISRUPTION
COLLABOR
A T I V E C O N
SUMPTION
Features editor, Cris Robertson, defines this growing trend and
addresses the obstacles and regulatory conditions that – once
overcome – lead to disruption.
Collaborative Consumption is not just another trend – it is as much about culture
as it is about consumption. As a business model that prioritises the access of
goods and services, rather than the ownership thereof, this emerging movement
of business disruption represents a fundamental shift in both what we consume
and how we consume.
No matter what you call it – the sharing economy or the peer-to-peer economy –
Collaborative Consumption is, no doubt, a shift of paradigmatic proportions.
From Centralisation
To Collaboration
In the collaborative economy,
individuals with underutilised
assets are matched with other
individuals who are in search of
those same assets.
As opposed to the traditional
industrial economy, in which
consumers were passive to the
powers of centralised institutions,
like banks and multinational
corporations, the Collaborative
Consumption business model
allows for consumers to reinvent
their roles in the economy – either
as creators, collaborators, financiers,
producers or providers.
New technologies, such as
smartphones and social media
platforms, allow people to effectively
decentralise the source of power
– from big, powerful institutions to
distributed networks of individuals
and communities – and unlock
the hidden wealth of
underutilised assets.
As many technology startups
position themselves as the
facilitators of the collaborative
economy, building apps and
services that connect the ‘haves’
with the ‘have-nots’, many social
networks serve as platforms
that promote this collaborative
system of consumption, sustaining
transactions by relying on
a reputation and referrals-
based system.
It’s about trust, not control.
A Welcome Interruption
And importantly so, because
Collaborative Consumption
addresses “broken systems
of supply and demand”, says
Rachel Botsman, the founder of
the Collaborative Consumption
Global Hub and who famously
popularised the term.
The global economy is in a
shambles. There are not enough
natural resources to feed the
hyper-consumption of modern
society. And the business practices
of multinational corporations
do not meet the expectations of
today’s emerging middle-class
of Millennials and developing
countries, who increasingly value
community and sustainability.
Make no mistake, Collaborative
Consumption is ‘the next big thing’.
“Nomatterwhatyoucallit–thesharing
economy or the peer-to-peer economy –
Collaborative Consumption is, no doubt, a
shift of paradigmatic proportions.
Feature | Collaborative Consumption
005SEPTEMBER2015

4. In Case Of Business,
Disrupt
By 2020, the concept of
ownership in the housing,
automobile, home appliance
and clothing sectors will be
replaced by that of access,
according to a report by the
open foresights project,
Future Agenda.
By 2025, the total revenue
from the collaborative
economy is projected
to rise to $14 billion in
the UK and $335 billion
globally, according to recent
analysis from multinational
professional services
network, PwC.
Business is booming.
“But achieving this potential
will require important
regulatory and competitive
challenges to be overcome,”
says Robert Vaughan, PwC’s
self-proclaimed champion of
the sharing economy
and megatrends.
As In Business,
So Too In Sports
The Collaborative
Consumption business model
is by its nature disruptive.
A business enters an
industry that relies on the
traditional consumer-producer
relationship, turns it on its
head, and creates a new
space for economic activity.
However, companies in the
collaborative economy not
only disrupt the markets in
which they operate, says David
Laufer of Forum Strategies
and Communications, they
also disrupt the regulatory
regimes that govern.
Just like some of the biggest
sports stars of our time,
Collaborative Consumption
is changing the game by
challenging the rules of
the game.
Think of how Shaquille
O’Neal’s bossing figure led
NBA officials to change
the illegal defence rule in
basketball, or how Tiger
Woods’ dominance of the
PGA Tour forced the Masters
committee of Augusta
National to introduce ‘Tiger-
proofing’, or how Wayne
Gretzky and the Edmonton
Oilers’ proficiency at exploiting
broken play on the ice rink
caused the NHL to institute
the ‘Gretzky Rule’.
The Only Thing
Constant Is Change
The point is: things change.
This is just a simple fact of
life. Throughout history, the
human species has always
adapted to change – and
necessarily too. Disruption
is what Joseph Schumpeter,
who coined the term ‘creative
destruction’ in reference to
business innovation, calls
“the essential fact
about capitalism”.
But disruption is never as
simple as that. According to
the Director of the Sustainable
Economies Law Center in
Berkeley, attorney Janelle Orsi,
the ‘new space of economic
activity’ that companies in
the collaborative economy
create tends to be a grey
area between personal and
commercial, public and
private. And government
legislation is notorious for
lagging behind the pace
of innovation.
This is why you’ll find many
companies, which operate in
established industries that
are ripe for disruption, look
to the law to help them fight
off their nemesis: change.
For example, the taxi industry
has argued that Uber should
also be restricted to the
same safety and insurance
requirements imposed on
regular taxi drivers. And the
hotel industry has argued that
Airbnb renters should also
have to pay hotel tax or
meet the same health and
safety standards.
As Douglas Atkin, Airbnb’s
Head of Community, has said,
“outdated laws really threaten
the growth of this nascent
new-world economy”. So
what should companies do if
they’re hoping to thrive in the
collaborative economy?
Innovate or Die
Innovative companies don’t sit
back and wait, they don’t let
the status quo or the powers
that be dictate the way things
should be – they disrupt.
And perhaps necessarily, this
might mean going up against
the regulatory regimes that
currently govern the markets
in which they operate, in the
hope that they will ultimately
be able to mobilise public
opinion and get the law
changed in their favour.
This has worked for the
likes of YouTube and
Airbnb – two pioneers of
Collaborative Consumption.
Feature | Collaborative Consumption
007SEPTEMBER2015

5. In 2005, YouTube was unlike
other video-sharing websites
in that it waited for copyright
owners to complain instead
of checking for copyright
infringement beforehand.
Google, which was one of
those other video-sharing
websites, ended up buying
YouTube for $1.65 billion the
following year. In 2014, in
response to the success of
Airbnb, the British government
scrapped restrictions on short-
term lettings. “The internet is
changing the way we work
and live, and the law needs
to catch up,” said Minister of
Parliament, Eric Pickles.
But this strategy hasn’t really
worked for the likes of Prosper
Marketplace and Uber –
two other pioneers of
Collaborative Consumption.
In 2006, Prosper Marketplace
entered the peer-to-peer
lending industry and soon
rose above other companies,
but then succumbed to
a ‘cease and desist’ order
from the US Securities and
Exchange Commission.
However, one of those
other platforms, Lending
Club, worked with the law,
adhering to similar orders
and restructuring itself, before
eventually overtaking Prosper
Marketplace. This year, Uber
announced that it might
have to fork out up to $50
billion if it has to reclassify its
drivers as ‘employees’, not just
‘contractors’. After one of their
employees filed a class-action
claim against the car-hailing
service and demanded to be
paid for overtime pay, gas
and car-repair expenses, the
California Labor Commission
agreed and said that Uber’s
drivers are “involved in every
aspect of the operation”.
Collaborate or Die
Clearly, being innovative
doesn’t guarantee success
in the collaborative
economy. As previously
mentioned, disruption is
never as simple as that. And
unfortunately, there’s no
simple strategy when it comes
to the inevitable show-down
between disruption and
the law.
However, as any wise
economist will tell you, the
tension between innovators
and regulators is a necessary
part of progress – in fact,
it is the path to progress,
personified. And so,
Collaborative Consumption
business models need be just
as proactive in reshaping the
rules of the game as they are
in reshaping the game itself.
Ironically, the concluding
message is this: innovators
need to work with the
regulators, and vice-versa.
As the saying goes, ‘keep
your friends close, but your
enemies closer’ – after all,
this is what Collaborative
Consumption is all about.
WHAT ARE THE DRIVERS OF
COLLABORATIVE CONSUMPTION?
INTHE DRIVING SEAT
With Collaborative
Consumption disrupting
industries from all corners
and classes of the world, you
would be forgiven for thinking
of this trend as a true unicorn
- an unpredictable, once-in-a-
lifetime occurrence.
However, a closer look at the
time lines and first-movers
in this field reveals four
underlying drivers that have
facilitated and push the rise
of sharing.
Resource Depletion
Unsustainable human
consumption patterns, heavy
reliance on fossil fuels and
accelerating environmental
degradation have led to
the depletion of valuable
resources, such as drinking
water, biodiversity levels,
fishing stocks, minerals and
topsoil. Combined with climate
change, the rate of resource
regeneration is slowing down,
the food chain is under
pressure and waste is not
being recycled fast enough.
According to a report by the
UK’S Institute for Mechanical
Engineers, 50% of all food
produced goes to waste and
the amount of water wasted
globally in growing crops that
never reach the consumer is
estimated at 550 billion cubic
metres.
This water, energy and food
scarcity reflects a state not
unlike Peak Oil - a point
in time when oil demand
outpaces supply. Back in
2005, Colin Campbell, founder
of the London-based Oil
Depletion Centre estimated
that about 944 billion barrels
of oil had been extracted so
far, some 764 billion remained
extractable in known reserves,
and a further 142 billion of
reserves were yet to be found.
The knock-on effect of the
decline in oil production is
rising fuel prices, and as
a result, everything – from
travel to heating, agriculture,
plastics, trade and so on –
costs more. And in a world
that is already facing severe
income inequality, these
global market features
will only exacerbate the
gap between the rich and
the poor.
To highlight the main global forces pushing
this new wave of socio-economic structuring,
our Trends Analyst, Sandiso Ngubane, walks
through the drivers of this trend.
008 SEPTEMBER2015
Feature | Collaborative Consumption
009SEPTEMBER2015

6. Recession
The 2007/8 financial crisis
triggered job losses, stunted
growth in real wages and
plunged the value of assets,
like houses and cars. As
a result governments cut
spending, consumers
tightened their belts and
businesses felt the impact
of a $22 trillion wipe-out of
global wealth. The austerity
measures introduced by the
US and EU governments
included fiscal cuts to
minimise budget deficits, but
this rattled currencies, sent
inflation soaring and made
commodities volatile. In the
USA alone, the recession
resulted in the loss of over 10
million jobs between 2008
and 2010. During the same
period, part-time employment
rose from about 25 million to
28 million. In Greece, which
is now a symbol of failed
austerity economics, high
levels of unemployment
(54.2% for people 15-24
years of age, for example)
have often led to social unrest
and it remains in a precarious
financial position.
The mutual impacts of
personal and government
debt forced consumers
to do more with the little
they have, do things
differently or use different
things. As the traditional,
mainstream economy shrunk,
opportunities were created in
a new economy that lay on
the fringes. Suddenly, letting
out an extra room in one’s
home, providing taxi services
or doing graphic design work
for someone who needs it
halfway across the planet
became worthwhile. In other
words, the sharing economy
is creating unprecedented
opportunity for self-
employment and creating an
additional income stream at
a time when people need
it most.
Web 2.0
Emerging from the first
version of the World Wide
Web, which only offered
users search and readability
capabilities, the development
of Web 2.0 is a reference
to websites that emphasise
user-generated content,
usability and interoperability.
Rather than referring to new
technical specifications of the
web, Web 2.0 is more about
the cumulative changes in
how web pages are made
and used. Web 2.0 sites
allow users to interact and
collaborate with each other
in virtual communities. The
advanced operating systems
of smartphones also fall into
this category of the internet’s
evolution, combining the
features of a cellphone with
those of other mobile devices,
such as a personal digital
assistant, GPS navigation and
media players.
Web 2.0 enabled social
media and web applications
that promote interaction,
providing an environment
that enables the sharing
and communication that is
necessary for the collaborative
economy. The advanced
mobile operating systems has
also enabled the running of
third-party apps, thus allowing
us to locate and provide
desired goods or services in
real-time. Most smartphones
produced from 2012 onwards
also have high-speed mobile
broadband 4G LTE internet,
motion sensors, and mobile
payment mechanisms, further
entrenching the real-time
functions and fast-transacting
that is characteristic of
collaborative consumption.
Millennials
Millennials grew up alongside
the evolution of the internet
and became acquainted with
the concept of sharing at an
early age. This can be traced
back to the late 90s with the
advent of peer-to-peer (P2P)
file sharing, made popular
by sites like Napster. Today,
P2P file sharing is accepted
as standard, and consumer
perceptions about ownership
have changed, with most
preferring only being able
to access rather than own a
music album, for example.
Sites like eBay and PayPal
emerged around the same
time to perhaps become the
first illustrations of goods
being sold and exchanged in
a P2P environment.
At the same time, Millennials
have had to adjust from being
children who grew up in the
era of hyper-consumption,
to practising restraint in
their own spending habits
as adults, due to the tough
economic times that have
further enforced the concept
of sharing and finding value
in idling assets. This has
brought about much less of
a need to acquire new assets,
instead unlocking the value of
what we already own.
In short, they are a new kind
of consumer, whose behaviour
is shaped by the tools and
environmental conditions
that emerged as they came
of age. According to a 2013
Crowd Companies report,
73% of those who participate
in the sharing economy use
social networks, 55% engage
in sharing services and 44%
stream music. According to
the report, almost half of
these ‘neo-sharers’
are Millennials.
Paying attention to these
shifting socioeconomic drivers
allows us to understand how
Collaborative Consumption
emerged, and how it is likely
to evolve.
Forgoing an understanding of
the key drivers of change puts
your innovation strategies at
risk of being off-target or ill-
suited to the underlying
needs that are driving the
sharing economy.
NEXT UP:
The Industries Under
Collaborative Disruption
010 SEPTEMBER2015
Drivers | Collaborative Consumption
011SEPTEMBER2015

7. INDUSTRIES
UNDER DISRUPTION
IN THIS SECTION, WE LOOK AT THE INDUSTRIES THAT ARE UNDER MAJOR DISRUPTION BY THE SHARING
ECONOMY. FROM RECONFIGURED SUPPLY CHAINS, TO RESTRUCTURING OF ASSET-OWNERSHIP, TO THE
INCREASING VALUE OF TRUST AS A CURRENCY, COLLABORATIVE CONSUMPTION IS PROVING THAT VALUE
CAN BE CREATED IN MANY NEW AND NETWORKED WAYS.
Ataglance,TheInfluenceHeatMap(overleaf)illustrateswhichtrendsareplayingout,andinfluencing
collaborative consumption in each industry. It starts with the core trends that influence all industries,
and spreads outward to the trends that have a lesser effect limited to particular industries.
We then provide a snapshot of the major themes of disruption in
each industry, and the new businesses that are already making waves.
SOCIETY, p.14
FOOD & DRINK, p.25
RETAIL, p.22
TRANSPORT, p.28
FINANCE ECONOMY, p.17
CC
RESOURCE SCARCITY
BACK TO BASICS
GLOBAL ACCESS TO INTERNET
MILLENNIALS
DECLINE OF TRUST
INSTANT GRATIFICATION
AUTHENTICITY
LOCALISATION
CROWDSOURCED COMMUNITIES
ON-THE-GO CONSUMER
NICHE CONSUMPTION
GREEN SUPPLY CHAIN
SPACE SCARCITY
SINGLE LIVING
SOCIAL DIVIDE
BE MY OWN BOSS
WAR FOR TALENT
LOCALISED CURRENCIES
P2P PAYMENTS
CRYPTO-CURRENCIES
craft culture
farm-to-table
flavour experience
Industries Under Disruption | Key Trends
013SEPTEMBER2015012 SEPTEMBER2015

8. SOCIETY
UPDATE
HOW IS SOCIET Y BEING SHAPED BY
COLLABORATIVE CONSUMPTION ?
WE IDENTIFIED THREE THEMES OF SHARING SOCIETIES,
AND THE POSSIBLE FUTURES THEY HINT AT.
SHARING & THE
CLASSROOM
In a sharing economy, the route to education and
professional development is neither linear nor
centralised. It is globally-networked and role-
driven, not title driven.
These are some of the companies disrupting
traditional models of education:
Skillshare launched a subscription-based
learning service that enables students
to learn from industry practitioners and
seasoned experts instead of university
academics. This marks a move to a
more viable revenue model for the
collaborative-learning platform.
Coursera – one of the first providers of
Massive Online Open Courses (MOOCs) -
is growing its offering and revenue stream
through private-sector partnerships, on-
demand content and the introduction of
university-verified Specialisations.
Career-networking platform, Beyond,
and online learning platform, Udemy,
have partnered to help job-seekers
develop their skills and polish their CVs
at a fraction of the cost of traditional
recruitment services.
WORKING
& LIVING
As urbanisation, living costs and global work travel increase, the concept of
long-term home and office ownership is being dismantled by those who believe
that the costs of property ownership should be based on usage rather than title.
These are some of the companies challenging the concept of property ownership:
Krash is an example of a mix of
co-working and co-living, offering
entrepreneurs short-term co-working
and co-living opportunities in
refurbished houses across America.
Unlike AirBnB – that gives property
owners a platform to turn their homes
into temporary income-earning hotels
– Couchsurfing is a social network that
allows people to lend accommodation
to visitors at no charge. The exchange
that Couchsurfing rests on is cultural
exchange and social connection.
WeWork, valued at $433,9m, allows
individual workers to rent working space
alongside startups and teams within larger
companies. Since its recent valuation,
WeWork stands as an example to cities
and large organisations of the demand for
temporary co-working premises.
AirTasker is a completely self-regulated,
commission-based platform for people
to outsource their errands.
TaskRabbit launches a Broadcast feature
allowing people to find immediate help for
odd-jobs and personal errands.
DogVacay allows you to find a nice home
for your pets when you’re away, providing
an alternative to kennels.
PERSONAL LIFE
MANAGEMENT
As individuals find less and less time to fit
in personal and professional commitments –
leading busy schedules to combat the growing
fear of missing out – a market for sharing life’s
unpleasant, or less important, tasks is growing
too. For instance: don’t want to wait in line?
There’s an app that let’s you hire someone to that for you. Don’t want to move into your new home or office? Hire
someone with spare time to do your packing, moving and unpacking for you.
In the collaborative economy, the value of convenience is increasing with the number of niche platforms connecting
individuals with spare time and sparse cash – like students and retirees – with those who have little time and the
willingness to pay for outsourcing. Here are some of those companies:
THEMESANDINSPIRATIONS
Industries Under Disruption | Society
015SEPTEMBER2015014 SEPTEMBER2015

9. >> decl ine of trust
>> demographic change
>> millenni al s
>> soci al di v ide
>> global access to interne t
>> postponed l ifestages
>> be my own boss
>> war for talent
These core examples trigger
some important questions about
alternative,cheaperandpotentially
more useful forms of education.
Some questions that arise from
this are:
• How does the value of a
qualification change when millions
of people around the world can
obtain it?
• How does an employer verify and
rankcandidateemployeesbasedon
their online qualifications?
• How much of taxpayers’ money
could be reallocated if institutions
migrated more of their courses to
online and distance learning?
Financial
Economy
UPDATE
INSURANCE
& CREDIT
Pay-Per-Usage and Risk-Sharing are terms underlining today’s
collaborative insurance products – and it might just make traditional
ownership-based pricing and individual risk assessments obsolete.
What does a “regular” insurance company do in response? First -
know the competitors, and the gaps they are filling.
Here are a few companies that highlight the changing shape
of insurance.
WHAT IS THE FUTURE OF GLOBAL F INANCE
UNDER COLLABORATIVE CONSUMPTION ?
WE LOOKED AT THREE MAJOR AREAS OF FINANCIAL SERVICES
THAT ARE UNDER DISRUPTION BY SHARING ECONOMY SERVICES.
If homes are being bought or built
not just to be lived in by the owner
or tenant, regulations and taxes
that go with property ownership
will need to come under serious
scrutiny, quickly. Considerations
for co-working and co-
living include:
• Home insurance: do shared
houses pay per tenant per stay?
• Office space: how much can
companies save by distributing
their teams across co-working
spaces?
• Travel and tourism: Do hosts of
AirBnB, Couchsurfing and similar
home-shares need to apply for
hospitality licenses?
These companies underscore
the fact that consumers are not
just looking for more specialized,
convenient and cheaper service-
providers – but that they are
looking to each other to provide all
those things.
• What do traditional service
providers, such as laundromats
and grocery retailers do in
this case?
• How can big business leverage
these startups to improve their
employees’ productivity?
• Could the sharing economy help
busy people spend more time with
loved ones?
These are just some of the
opportunities opening up through
collaborative working, living
and task-sharing.
PERSONAL LIFE
MANAGEMENT, pg. 14
SHARING THE
CLASSROOM, pg. 15
WORKING
& LIVING, pg. 15
what trends are
influencing
collaborative
consumption in
society?
THEMESANDINSPIRATIONS
Uber and Lyft are now legally required to provide
secondary insurance that covers drivers from the
moment their ride-sharing apps are switched on.
Freelancers Insurance Company is a social-purpose
business wholly owned by the union providing
independent workers with portable health insurance.
Peers Marketplace’s Homesharing Liability Insurance
works with existing home insurance policies, so
consumers don’t need to make any changes to their
existing home insurance. Homsharing Liability allows
consumers to choose the months they need coverage,
so that they’re not over-insured.
Lending Club connects credit-worthy borrowers
(individuals and businesses) with multiple investors
to provide access at cheaper rates than banks.
THOUGHTS&INSIGHTS
Industries Under Disruption | Society
017SEPTEMBER2015

10. SAVING &
FUNDRAISING
Group-savings and community investments have long been
a feature of collective societies in African, Asian and
Middle Eastern cultures.
With the power of cloud computing, the digitisation
of finance, and social networking, accessing capital
that once happened in a localised physical environment
(like a village) can now happen in digital environments
worldwide, serving communities formed around common
interests and difficulty accessing capital.
CURRENCIES
OF EXCHANGE
• How do you charge for trust in a collaborative economy?
• How do you regulate a currency that has an anonymous
owner and no physical monetary backing?
• What if big brands cut out banks as intermediaries and
let customers transact directly with them?
• How much could banks save by cutting out plastic
cards altogether – in favour of mobile money?
INSURANCE & CREDIT, pg. 17
These companies trigger some important questions for
the insurance and credit industry:
• If more people choose contract work, how do they
qualify for traditional employment benefits like insurance
and savings?
• Howdosharingcompaniesinsuretheircontractworkers
and limit their liabilities?
• Whatifconsumersturnedtotheirfriendsandfamilyfor
financial leverage and cover?
• How can the insurance industry leverage its knowledge
of its customer to become an active contributor to the
sharing economy?
SAVING & FUNDRAISING, pg. 18
Since the Financial Crisis of 2008, big finance has suffered
a blow to its reputation, resulting in the growth of peer-
to-peer financial products and services that remove
consumers’ interactions with banks.
The question for banks then is, how do they get back in
consumers’ good books?
>> decl ine of trust
>> Back to basics
>> Authent ici t y
>> Local ised Currencies
>> Crypto-currencies
>> Instant grat if icat ion
>> p2p Payments
>> F-Fac tor
>> Crowdsourced Communi t ies
SO WHAT ARE COMPANIES IN THE
SHARED FINANCIAL SERVICES SECTOR
DOING THAT TRADITIONAL FINANCIAL
SERVICES ARE NOT?
They are adapting quickly to a world where mobility, not
material possession, is valued. This creates new risks,
new arbitrage opportunities and therefore gaps in the
insurance and payments markets.
Traditional financial services can leverage their scale to
support new business models and develop products for
collaborative consumers’ new financial mindset.
Some key questions for banks and insurers to
consider are:
• How would you cover shorter-term contract workers,
likeUberdrivers,whohavenosingleorcontinuoussource
of income?
• Can banks help sharing economy start-ups provide
insurance cover for their clients as well as members?
• How does risk-profiling change with a pay-per-usage
lending model?
• How do banks mitigate fraud and black markets with
the rise of peer-to-peer currencies?
These are some of the startups providing platforms
for friends, family and fans to invest in the things
they care most about:
what trends are
influencing collaborative
financial services?
THOUGHTS&INSIGHTS
SmartyPig is a social savings
platform that allows groups to
save for specific things together.
X(periment) Fund is an initiative of
Harvard University that connects
alumni to early-stage businesses
started by Harvard students to
provide seed-funding.
RainFin is a South African P2P
credit platform inspired by local
customs of community saving
schemes, called stokvels.
Kickstarter, Indiegogo and
Thundafund are all examples of
crowd-funding platforms that
are providing more accessible
funding and exposure to small
businesses, NGOs and creative
projects.
The Boston Bean is a local
currency developed for use
within Boston, USA. Users of the
localized currency are only able to
purchase locally made products
and services – thereby helping to
grow the local economy.
Echo (Economy of Hours) is a
time-banking network in Britain,
allowing consumers to exchange
the skills they have for those they
need, building a stronger sense of
community in the process.
Bitcoin, the unregulated,
digitally encrypted currency, is
now being adopted by celebrity
ambassadors like Mike Tyson –
whose new Bitcoin ATM promises
to change the way we get change.
MPESA is perhaps the most
successful P2P mobile-money
transfer system that lets people
send money to each other with a
simple text message.
018 SEPTEMBER2015
Industries Under Disruption | Financial Economy

11. What led you to start Zopa
at the time that you did?
Zopa was founded in 2005,
when online platforms were
really beginning to take off.
At that time, it was interesting
to watch the rise of platforms
like eBay and how people
were behaving around its
online marketplace.
There were people who were
looking to invest but weren’t
very wealthy had very few
options of what they could do
with their money - and those
people looking to borrow were
getting poor customer service.
We saw a big opportunity
in creating an offering that,
on the borrower-side, was
more efficient and had better
customer service than was
offered elsewhere. On the
lender-side, the opportunity
was to create a new asset
class that offered better
returns in exchange for
slightly more risk and tapped
into the social return that
people seemed to enjoy from
platforms like eBay.
What was critical to the
successful launch and
running of Zopa?
It was critical to have the
right team in place across all
business functions, from web
development to credit risk.
Securing funding was also
very important for us to start
the business so we could
start lending.
What barriers and
challenges did you
encounter starting
your business? And
what do you face now?
A key issue was establishing
consumer trust to the extent
that they would be happy to
put their money into Zopa.
Not only were we a new
company, but P2P was a new
concept. It was different from
existing models, and at the
time we had no track record
or regulation. We also had
to work hard to differentiate
ourselves within the market.
Back in 2005, people were
getting higher returns, so
our value proposition of
offering an average 5% return
on investment wasn’t as
distinctive as it is in today’s
low interest rate environment.
What is your understanding
of a Collaborative Economy?
The collaborative economy
provides a place for people
to share assets for their
mutual benefit. This allows
for the redeployment of
underutilised assets (in our
case, lenders’ money) to
more useful purposes (in
our case, borrowers’ loans).
In the middle of this is an
online platform that serves
as a marketplace to bring
together the people who
want to collaborate, but the
collaborators are the real
engines and recipients
of value.
Zopa is considered a pioneer
in the peer-to-peer lending
industry. Their Head of PR, Mat
Gazeley, talked to us about
ruling the collaborative economy.
Q&A by, Thomas Klaffke.
In your opinion, why
do bigger companies
struggle to operate in the
Collaborative Economy?
Bigger companies tend to be
older, with large operational
costs and a set-up based on a
different model to businesses
in the collaborative economy.
Collaborative economy
companies tend to be very
lean so they can pass on the
value of the efficiencies to
the collaborators themselves.
The legacy issues of older
and bigger companies mean
they can’t do this to the same
extent. It’s worth noting there
are some big companies
within the collaborative
economy though – Airbnb
and Uber number their
employees in the 1000s.
What factors or events do
you think would stand in
the way of your business’s
future growth?
Offering a strong value
proposition is really important
to us, and so anything that
makes that harder would
be potentially difficult.
Strict regulation would stifle
innovation and potential
growth, fortunately we have
worked closely with the
FCA to ensure that we have
responsible lending practices
to ensure we continue to
act in the best interest
of consumers.
Do you see your
business being applied
to other industries?
Peer-to-peer has already
been copied and applied
in other industries. Within
the financial services sector,
companies are offering other
P2P-funded products, like
mortgages. More widely, some
of the biggest names in the
sharing economy - Uber and
Airbnb - operate on peer-to-
peer model.
From your experience,
how is Collaborative
Consumption changing
consumers’ expectations?
People expect more
transparency from businesses.
A strong value proposition
is important, but it isn’t
enough anymore. There’s
greater demand from people
to understand what is
happening to their money
and where the value is going.
People also expect simplicity
and a personal approach,
which has really shaped the
way banks and other financial
services have presented
themselves in the last decade.
How do you think
traditional business
models could embrace
Collaborative Consumption?
Rather than view
Collaborative Consumption
antagonistically, traditional
businesses should look for
partnership opportunities
and areas where the different
businesses can work together.
There are some areas where a
collaborative business might
have a better offering that can
be more efficiently applied.
Rather than try to compete, a
partnership option might be
more productive.
How important do
you think Collaborative
Consumption will become
in the near future?
Collaborative Consumption
will become even more
important - reaching further
into different aspects of
people’s lives. In the peer-to-
peer lending market, we see
no reason why it shouldn’t
account for 50% of the UK
loans market in 20
years’ time.
020 SEPTEMBER2015
Industry Perspective | Financial Economy
021SEPTEMBER2015

12. RETAIL
UPDATE
WHAT NEW FORMS OF RETAIL EMERGE IN
A COLLABORATIVE ECONOMY ?
WE IDENTIFIED THREE ALTERNATIVE RETAIL CHANNELS,
AND THE COMPANIES LEADING THEM.
PROSUMERS AS SELLERS
Along with the building of sharing and trust in collaborative economies, is the global rise of consumers making,
building and crafting their own products to satisfy their own needs in a more authentic manner. This movement of
consumers making products for themselves triggers some important questions:
• Can the sharing economy reduce overheads for small retailers?
• How do craft makers scale up their customer engagement?
• Can elements of production be co-owned in a network of retailers?
These are some companies answering these questions with new business models:
SWAPPING
& SECOND-
HAND GOODS
The second-hand market is certainly no new phenomenon,
but with the rise of e-commerce and social networking,
the second-hand market has been digitised on a global
scale – providing more consumers with similar shopping
experiences to a traditional e-commerce shop.
Here are the startups polishing up the second-hand and
swapping sector:
LOANING,
NOT OWNING
One of the characteristic tenants of collaborative consumption
is the move away from direct ownership of assets. The saying,
“one man’s junk is another man’s treasure” applies directly to
collaborative retail, and these startups are proving that one
man’s idle capacity is another man’s highly useful item.
THEMESANDINSPIRATIONS
BorrowMyDoggy is an online
community where dog-lovers, who
cannot commit to owning a dog, can take
care of dogs for varying time periods.
NeighborGoods is a location-based
platform making it easier to borrow,
rent or buy items from people in your
local community.
Rent the Runway is a high-end fashion-
rental service trhat is creating a new model
of access to luxury experiences.
MoveLoot is an e-commerce platform
that connects buyers and sellers of used
furniture, whilst MoveLoot acts as the
logistics provider.
YouVerify is a free online service that helps
buyers of second-hand goods identify fake
brands before they make a purchase.
Yerdle is a second-hand e-commerce
and delivery platform that lets people
sell their unwanted items and shop for
things they need.
Shapeways is a New York-based
3D printing online marketplace
where users design and upload
3D printable files, and get the files
printed for themselves or sell their
printed items via Shapeways.
CustomMade is an online
marketplace that connects
consumers who want high-
quality custom products with
the makers themselves.
Etsy is the world’s largest peer-
to-peer e-commerce website
focused on handmade or vintage
products, where 30% of its sellers
earn their sole income selling their
creative hobbies.
Storefront makes it easy for
emerging businesses and makers
to find and rent short-term
retail space to grow their brand
engagement.
022 SEPTEMBER2015
Industries Under Disruption | Retail
023SEPTEMBER2015

13. >> value for mone y
>> Back to Basics
>> Crowdsourced Communi t ies
>> INstant Grat if icat ion
>> Be my own boss
>> Local ised Currencies
FOOD &
DRINKS
UPDATE
MEAL
SHARING
& DINING
WHAT DOES COLLABORATIVE CONSUMPTION
OF FOOD & DRINK LOOK LIKE ?
WE EXPLORED THREE AREAS IN THE
FOOD SYSTEM RIPE FOR DISRUPTION.
THEMESANDINSPIRATIONS
As the experience of borrowing
and lending goods with community
members becomes more valuable to
consumers, retailers are pressured
to find ways to create their own
communities, or extend their value
chains to include sharing.
In a current economic climate of
prudence, second hand markets
have two advantages: they offer
valueformoneyaswellasaplatform
for people to get rid of unwanted
goods,inordertogetbacktobasics.
This leaves the traditional retailer
with some questions:
• How could retailers introduce a
swapping or second-hand model
into their offerings without
compromising on their brands’
positioning?
WHAT DOES THIS MEAN FOR
PRODUCERS OF FINISHED GOODS?
The consumer who produces, or
“prosumer”, needs raw materials
and equipment, not finished
products. But they still seek high-
quality finished products.
Retailers therefore need to consider
their role in satisfying the needs of
their craftier consumers.
Personalisation and mass customi-
sation are important retail offerings
for this market.
PROSUMERS
AS SELLERS, pg. 22
LOANING,
NOT OWNING
SWAPPING
& SECOND-
HAND GOODS
Questions for big retailers to
consider are:
• What happens to guarantee and
warrantee policies when goods are
bought for sharing?
• Could retail experiences be rented?
• Who pays for logistics in
a temporary ownership model
of retail?
• Could brands manage, or track,
the resale of their products to gain
further insights into their
secondary markets?
• Could loyalty or store accounts be
reconfigured for groups?
Whether they are renting,
making or bartering products, the
collaborative consumer is certainly
not buying finished products at
their final price, although they are
still seeking high quality of need
satisfaction.
Buying is now using (at a price).
Where then, does the retailer fit
intothisnewmodelofconsumption?
The collaborative economy is
pushing retail to become more
circular in its supply chain. Whilst
tricky in the beginning for a
traditional B2C or B2B retailer, a
sharing retail model is likely to build
a more sustainable business.
what trends are
playing out
in collaborative
retail?
THOUGHTS&INSIGHTS
Food Security is one of the world’s most pressing concerns. From
developing nations where food production is under threat, to
highly-developed, urbanising cities where food costs are high - it
is becoming more difficult to eat well. Add to this the influence of
time-pressed modern lifestyles, and consumers’ relationships with
food are becoming more alienated.
The response is a growth of collaborative cooking and eating –
startups like the ones below who are reviving values of family-
dining and responsible eating.
Leftover Swap is a mobile app that
allows consumers to buy or sell
unwanted, but still wholesome, food in
their neighbourhoods.
Mamabake is a community of mothers
who get together to bake in ordert o share
the cost of baking for children’s events.
Feastly is an online marketplace for
meal-sharing where members can find
or cook for groups in member-cities,
offering unique alternatives
to restaurants.
Industries Under Disruption | Retail
025SEPTEMBER2015

14. FOOD
DELIVERY
With busy modern lifestyles, grocery shopping is proving to be too
time consuming - not to mention overwhelming for consumers new to
cooking. In response, the market for food delivery is booming around
the world – from fresh produce and groceries to fast and premium
restaurant food. The unique selling propositions of these startups are
in their delivery-times and niche focus areas.
SPACE
SHARING
For startup food producers and restaurants, one of the biggest barriers
to entry is the high cost of equipment, land and property to set up. But
in pursuit of the food they want to see produced, food entrepreneurs
are pooling their resources to reduce their overheads and get their
products to market with less risk.
These are some of the businesses connecting food makers with
resource owners:
>> instant grat if icat ion
>> He althy Habi ts
>> Space Scarci t y
>> Farm-to-table
>> craf t culture
>> fl avour e xperience
>> singl e l i v ing
>> On-the-go consumer
>> Local isat ion
>> niche consumpt ion
MEAL SHARING
& DINING, pg. 25
These companies are highlighting
important gaps that food and drink
producers, as well as restaurants,
have failed to cater to:
• Communities are formed, and
made stronger, around food.
• Consumers do not want to waste
perfectly edible food.
• At-home meal-preparation is not
a deterrent when it can be done
together or with an expert’s help.
FOOD
DELIVERY, pg. 26
The biggest questions surrounding
the scalability and viability of food
delivery are related to food storage,
and health regulations – both of
which have yet to be challenged by
consumers, regulators or lobbyists.
Until then, consumers will no doubt
enjoy the convenience of having
exactly what they want when they
want it.
SPACE
SHARING, pg. 26
In what could be compared to the
Airbnb of kitchens or farms, the
potential disruption of the food
industry by a large volume of
smaller food producers becomes
more plausible.
Here are scenarios for food and
hospitality brands to consider:
• What if your commercial kitchen
could earn a side income through
after-hours rentals?
• How can underused land be used
to promote subsistence farming?
• Could kitchen equipment and
appliances be rented directly from
manufacturers?
• Whatifrestaurantlicensepolicies
had a grace period for the first few
months of operations?
Within the sharing economy, the
way consumers cook, eat and
access our food is changing to more
networked and convenient model.
These themes highlight trends of
authenticity, instant gratification,
value-for-money, and craft culture
(among others) that are strongly
influencing consumer tastes.
One thing will not be disrupted,
however, and that is the consumer
desire to eat, and to eat well.
THOUGHTS&INSIGHTS
what trends are
influencing consumers’
desire to consume
collaboratively?
Fresh City Farms is on a mission to
bring farmers and consumers together
in urban areas through an online fresh-
produce marketplace.
Kitchen Surfing is a website that allows
people to “rent a professional chef“ for
a meal.
Instacart is an internet-based grocery
delivery service that promises to deliver
fresh foods in under one hour.
Kitchen Library is an online member-
based marketplace that lets users
borrow kitchen equipment, as and when
they need them.
Union Kitchen is a food incubator
that lets startups’ food entrepreneurs
share production space and business
development resources.
Landshare is a global network that
connects professional and amateur
farmers with people who have land to
share.
026 SEPTEMBER2015
Industries Under Disruption | Food & Drink

15. TRANSPORT
UPDATE
PERSONAL
TRANSPORT
As cities become denser and the costs of vehicle ownership rise,
owning a car is becoming less of a status symbol and more of a
burden – particularly among Millennials.
This shift in attitude towards car-ownership and personal mobility
is reflected most accurately by these niche mobility startups:
HOW IS MOBILIT Y AND LOGISTICS CHANGING
UNDER COLLABORATIVE TRANSPORT SYSTEMS ?
WE LOOK AT TWO MAIN AREAS OF TRANSPORTATION –
PERSONAL MOBILITY AND LOGISTICS.
LOGISTICS
& SHIPPING
The way goods move around the world is changing Uber-fast.
Startups like Uber are, in fact, expanding their passenger-
transport model to all forms of goods and services delivery,
whilst smaller startups are filling the gaps in the travel industry.
THEMESANDINSPIRATIONS
PERSONAL
TRANSPORT, pg. 28
These mobility-sharing services raise a few
questions for transport companies, such as:
• How does travel insurance work for long-
distance ride-sharing and ride-lending?
• What if car makers applied their scale,
resources and skills to make better bicycles,
or public transport?
• Could unused hours on public transport be
traded in a secondary market?
• How much could be saved on company
premises if ride-sharing was used for all
employees?
>> crowdsourced communi t ies
>> value for Mone y
>> INstant grat if icat ion
>> on-the-go consumpt ion
>> Green Supply Cha in
>> Smart Ci t ies
>> confluence of economies
what trends are driving
collaborative consumption
in transportation?
LOGISTICS &
SHIPPING, pg. 29
Thesestartupsarejustafewthatarejumping
to find idle capacity in the logistics space. Big
logistics players are now left with questions
along the lines of beat them or join them*.
• How might logistics companies support
startup businesses with limited delivery
resources?
• How do courier companies compete with
competitors who are gaining consumer
loyalty first, such as Uber and Amazon?
• Howcouldretailersbenefitfromusingsuch
services for their own delivery networks?
*Hint: In light of the growing importance of
thecollaborativeeconomy,theanswerislikely
along the lines of “join them.”
For transport sharing services to truly reach
a critical mass will also require the combined
innovation of traffic infrastructure, updates
to transport laws (as Uber’s string of global
lawsuits is proving) and vehicle financing and
insurance.
However, as the International Transport
Forum stated, the rapid emergence of these
new logistics and transport services signals
a “fundamental change in the mobility
ecosystem.”
THOUGHTS&INSIGHTS
Spinlister is a global network that lets
people rent out their bicycles and other
non-motorised transport in their cities. It
also charges a service fee that contributes
towards insurance for bicycle owners.
BlaBlaCar is a carpooling community that
connects people to travel long distances
with drivers who have extra seats in
their vehicles.
Zipcar is the world’s largest fleet-based
short-term car-rental system, with
business and individual membership
options.
Postmates is an urban logistics
& on-demand delivery platform
connecting customers with
local couriers, who purchase
and deliver goods from any
restaurant or store in a city.
Nimber connects individuals
who need something delivered
with those traveling in the same
direction, undercutting
courier services.
Uber, a name that needs no
introduction, is an international
transportation network company
that provides on-demand rides
and deliveries, varying from city
to city.
Shyp is an on-demand service
that will pick up and deliver for
individuals and businesses using
the cheapest, quickest method.
028 SEPTEMBER2015
Industries Under Disruption | Transportations

16. What is Nimber and how did
it start?
Nimber is a matching platform
for deliveries between
individuals that have to send
something with people going
into this direction. It started
when we noticed all the spare
capacity available. Just as
Airbnb identified spare space,
we saw spare capacity. So, we
looked at how a similar model
could be implemented in the
courier industry.
Is the collaborative economy
just a small trend or a
paradigm shift?
To be honest, nobody in the
sharing economy is doing
anything new – it’s just about
using the technology available
to create better, more efficient
services. But this is not just
a phase, no. The economy
needs these kind of models –
they are more efficient, they
make economic sense and
they create better services, so
they are here to stay.
Do you think Nimber is
disrupting the traditional
delivery services industry?
Well, I think there is a
difference between the
industry and Nimber, in that
a vast majority of the things
that people send with Nimber
are things that people cannot
send with traditional delivery
services. What we are seeing
is just a difference in business
models. And business models
are constantly changing
anyway. In some cases, the
incumbents may lose market
share and then adjust in time,
but in other cases, they don’t
adjust and end up losing out.
It depends.
How should traditional
businesses prepare for how
this trend will play out?
Traditional companies should
prepare for a decentralisation
of power. History tells us
that when companies reach
a specific size, they have
problems changing. So, how
can traditional companies
change? By studying people,
looking at what consumers
are doing. One has to look at
what the people want, and
from that, they should then
look at how they can create a
great service that also makes
economic sense. For example,
traditional companies have
long relied on a massive
marketing budget to keep
a grip on the market, but
people don’t respond to that
anymore. Remember when
you wanted to book a flight
and you would book directly
through an airline? Now
you go to an open platform,
like cheapflights.com. So,
traditional companies need
to ask what the consumer
wants and not just rely
on marketing.
The experience of startups
offers an important piece
of insight into the nature
of a new market, or new
opportunity, such as
Collaborative Consumption.
Thomas Klaffke spoke to
ARI KESTIN, the CEO of
Nimber, an emerging player
in the transportation and
logistics industry.
The entrepreneur has
strong opinions about trust
networks, new business
models, and Western
Europe’s relationship
with innovation.
Scenarios are stories that consider “what if?”
questions. In the art and science of curating
scenarios, we blend known ‘trend drivers’ with
‘unknown certainties’ or ‘game-changers’ that
influence the manifestation, relevance and
impact of a trend on an industry, market
or region.
Scenarios enable us to arrive at a set of
plausible, consistent models for exploring
the future of a trend within a given context.
In the case of Collaborative Consumption,
our research indicates six key unknown
certainties which are changing the way
this trend plays out across the regions of
the world.
1. The digital capability of a country –
determining the level of mobile access to
shared resources, where some markets are
rapidly absorbing mobile technologies and
others are stalling and falling behind.
2. The unemployment level – determining
the need to share resources out of necessity.
3. The cultural openness to trust –
determining the extent to which consumers
are predisposed to sharing space, personal
possessions and their private lives.
4. The population density of Millennials –
determining the rate at which collaborative
values are growing in a society.
5. Consumers’ hierarchy of needs –
determining the level of importance of
environmental sustainability to collaborators.
6. Political economy – determining the
extent of democratic freedom consumers
enjoy in their choice-making and extent of
policy regulations, including the promotion
of vehicles, such as co-operatives to enable
shared ownership and access.
Across the globe, people are getting richer
or poorer, their stage of evolution from Web
1.0 to Web 3.0 is happening at a different
pace, their propensity to trust differs, as does
intrinsic motivators in various forms
of economic systems.
In the infographic to follow, we illustrate
how these game-changers influence
the collaborative economy trend at a
regional level.
For a detailed scenario map of how this trend
could play out in your specific industry or
a particular market, Lacuna Innovation has
a customised scenario product available to
facilitate this process.
WHERE IN THE WORLD?
MAPPING REGIONAL PROFILES OF
COLLABORATIVE CONSUMPTION
By Merle O’Brien
To set up a demo or workshop,
email: Isaac.Matsa@the-Lacuna.
com for a quotation.
INTERVIE WS IN T HE F IEL D
ARI KESTIN - A SHARING
ECONOMYENTREPRENEUR
030 SEPTEMBER2015
Industry Perspective | Transportations
031SEPTEMBER2015

17. D I G ITAL CAPABILIT Y
UNEMPLO Y MENT
OPENNESS TO T R UST
MILLENNIALS
H IE R A R C H Y O F NEE D S
POLITICAL ECONOM Y
South-
EastAsia
&Pacific
Middle-
EastAsia
Western
Europe
Eastern
Europe
North
America
South
America
(% Households with Internet
Access - Statista, 2015)
(% of Population -
Statista, 2015)
(Level of Social Trust -
Pew Global Research Centre)
(% of Population - Euromonitor,
2012 Forecast)
(Prioritisation of Consumers’ Social &
Environmental Needs - 2015 Social
Progress Index)
(% of region that has economic, civic
& political rights - Freemdom House,
Freedom Index, 2014)
Africa
11% 40% 40% 80% 80% 60% 60%
10% 4.3% 8% 7.5% 7.8% 7.5% 6.8%
35% 58% 38% 60% 45% 65% 40%
70% 50% 67% 35% 38% 40% 53%
20% 40% 11% 88% 88% 68% 68%
0% - 45% 45% - 75% 0% -30% 75% - 100% 75% - 100%60% - 75% 45% - 75%
To set up a demo or workshop,
email: Isaac.Matsa@the-Lacuna.
com for a quotation.
032 SEPTEMBER2015
Thought Leadership
033SEPTEMBER2015

18. COLLABORATIVE READINESS
A. YOUR OFFE
RING
B.Y
OUR ASSETS
D.POIN
T
OF SALE
C. YOUR SUPP
LY
CHAIN
SEL
F-ASSESSM
ENT
5. Where do assets lie
underutilised in your business?
Stock Office Retail
Transport Tech Other
6. How can assets be optimised?
Share Co-Own Unitise/On-Demand
Open Access Other
7. Can your non-core
business be pooled as a shared-
service with another company?
......................................................................................................
..........................................................................................................................
8. How could you support an SMME incubator?
.................................................................................................................................
.............................................................................................................................
9. Are there underutilised suppliers in your
value chain with more potential?
..................................................................................
..................................................................
10. How can your
offering be available
on demand?
..........................................................................
.......................................................................................
.................................................................................................
11. What value-adds might you
offer to deter disintermediation?
........................................................................................
..............................................................................
...........................................................
1. What are you selling?
Product Service Experience
2. Could your core offering be reused,
rented or collectively owned?
No Yes
If yes, please explain...........................................................................................................
3. What is your exposure to the following risk sectors?
High Risk - computer hardware and software, travel and transport,
accommodation, books, music, stock control, fashion,
banking, insurance and finance
Medium Risk – beverages, property, recruitment,
education, sport & exercise, marketing
Low Risk – food, furniture, design & personal care
4. Where could your offering be disintermediated?
................................................................................................................
...................................................................................
HOW
READY ARE
YOUTO INNOVATE
USING COLLABORATIVE
CONSUMPTION?
Use this self-evaluation to jumpstart
the assessment of your company’s
collaborative readiness. You can apply
this to individual business units or to
your global organisation.
034 SEPTEMBER2015
Score Card
035SEPTEMBER2015

19. E.BRAND
I
.TRANSPORT
G.
EMPLOYEES
H.CO
NSUMER
F.
PAYMENT SYSTEM
12. What is your brand trust level?
Poor Fair Average Good High
13. What are your brand’s value drivers?
Price Quality Convenience Design
Functionality Reliability Technology Other
14. How could you move from a product
to an experience brand?
............................................................................................................
..................................................................................................
15. How could your brand be franchised?
........................................................................
16. Could you use an
alternative currency system?
Yes No
If yes, please explain..........................................
.........................................................................
17. Are there any other means
of exchange to trade?
Barter Trade-In Data
Give-Away Points
Other
18. How might tech be used to
enable better employee collaboration?
..................................................................................................................
.....................................................................................................................................
19. How might you support collaborative living benefits?
................................................................................................................................................................
...................................................................................................................................................................
20. What special purpose vehicles might your
employees access for co-ownership?
Co-operative Union Stokvel Club Other
21. Where might your employees access/enjoy bulk benefits?
Healthcare Transport Accommodation Targets
Food Learning ICT Data Insurance
Banking Loyalty Card Other
22. What other ways can
goods travel to your customers?
..............................................................................................................
23. What other ways can goods travel
from suppliers to you?
................................................................................................................................
24. How can we reward customers, staff and suppliers
for being environmentally conscious?
........................................................................................................................
25. What regulations and policies could
disrupt your business model?
...................................................................................
The answers you provided
should help you assess your
exposure to the sharing
economy and its potential
to disrupt your business.
Also share the Collaborative
Readiness Exploration
Wheel (overleaf) with your
colleagues to explore areas
of your business ready for
collaborations. Kindly
contact our sales team
should you wish to consult
with our innovation experts to
help explore new opportunity
spaces for your company in the
Collaborative Economy.
26. What can you
exchange that customers need?
.....................................................................................................................
27. How can you structure bulk savings for pooling resources?
............................................................................................................................................
..................................................................................................................................................
28. How can you personalise your service?
......................................................................................................................................................
.....................................................................................................................................................
29. How many of your clients are Millennials?
0 – 20% 20 – 35% 35 – 55% 55 – 80% 80 – 100%
30. On scale of 1 – 10, what is your customers’
propensity for sharing?
.........................................................................................
036 SEPTEMBER2015
Score Card
037SEPTEMBER2015

20. >> Profit Share
>> Can we invest in
their ideas? (IP)
>> Can we incubate?
>> Learning
>> Transport
>> Food
edi
a
>> Apps
>> Social M
>> Organisational
Learning
>> Lift Clubs
>> Car Pools
>> Savings/Stokvel
>> Worker Co-op
Healthcare
>> Exercise Club
>> Social Club
>> Bitcoin
>> Barter
>> Trade-In
>> Give away x for
each purchase
>> Sharing/
Collab. Owning
>> On-Demand
>> Access
>> Office
>> Vehicles
>> Technology
>> Retail
>> Offering
>> Configuration
>> Experience
>> Rented
>> Consumed
Collectively
>> Exchanged
>> Service
>> Experience
>> Product
EMPLOYEESPAYMENT
SYSTEMS
ASSETS CORE
BUSINESS
CONSUMERS
TRANSPORT
ENVIRONMENT
& WASTE
SUPPLY
CHAIN
POINT
OF
SALE
BRAND
COLLABORATIVE
READINESS
EXPLORATION
WHEEL
edia >> Accommodation
How can we
personalise for them?
How can we structure
bulk discounts for
pooling purchases?
What can we
exchange
that they need?
Canemployees
co-own?
How
else can goods
get to custom
ers?
How
goodsget
tous?
Howcantheycollaborate?
Wherecanwe
supportcollaborative
living?
Howcanweuse
technologyfor
communitycollab?
Canweusean
alternativecurrency?
Arethereother
meansofexchange?
How
canwem
ove
from
productto
experiencebrand?
Can our brand
be franchised?What is our brand
trust audit?
Can our offering be
available on demand?
What valuable servicesdo we offer to deterdisintermediation?
Where are we
at risk for
disintermediation?
Can they pool
shared services?
Can we support
SMME Incubators?
W
here are there
resource inefficiencies
or duplications?
Canwepool-
sharenon-core?Howcan
weoptimise?
Wherearethey
underutilised?
Whatistheaxis
ofadvantage?
Canitbe...
Whatare
weselling?
Howcanweturn
wasteintoaresource?
Canourproduce
berepurposed
orupcycled?
Can we recycle
in supply?
What is our
carbon footprint?
What is theirpropensityfor sharing?
How many clients
are Millennials?
CONTRIBUTORS
D INI K A G OVEN D E R
Editor in Chief &
Contributing Writer
SIMON SLABBE R
Art Director
IAN MCNAI R
Production Manager
ESTELLE E R ASMUS
Editorial Designer
ME RLE O ’ BR IEN
Thought Leadership
C R IS ROBE R TSON
Sub-editor &
Contributing Writer
Copyright Notice
Lacuna Radar and its corporate graphics are copyright © of Lacuna Radar Ltd.
Images posted in our reports, articles and booklets are readily available in various websites on the internet in the public domain.
If you believe any content that appears in this document infringes on your copyright, please contact us.
SAN D ISO N G UBANE
Writer
T H OMAS KLA F F KE
Writer & Researcher
CA ROLINE K IN G
Copy Editor
038 SEPTEMBER2015
Score Card Contributors
039SEPTEMBER2015

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