Uberized Economy is the economic framework, inspired by Uber, for the immediate supply of goods and services via the matching of unstructured demand and scalable offer.
This report - part of the "Inspiring Route" project - analyses and understands the main themes related to Uberized Economy through stories, examples, numbers, case studies.
Market Revolution is an inspiration company. Our mission is to identify and understand the impacts of new consumer and business trends. We work with companies and brands who want to be visionary, creative, brave. And also a bit revolutionary.
To learn more about our services please visit the website [www.marketrevolution.it] or drop us a line at info[at]marketrevolution.it. Stay with us on Twitter [@MktRvltn] and Facebook [/MarketRevolutionBlog] or subscribe to our newsletter [www.marketrevolution.it/newsletter]
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Uberized Economy - Inspiring Route
1. U B E R I Z E D E C O N O M Y
I N S P I R I N G R O U T E
July,
7th
2015
2. 0 1
T H E S I Z E O F U B E R I Z E D
E C O N O M Y
0 2
F R O M A B U S I N E S S
P O I N T O F V I E W
0 3
I N S T A N T
H A P P I N E S S
C O N T E N T S .
0 0
4. MARKET R EVOLUT IO N I S AN
INSPIRATION CO MPANY. OUR MISSIO N
IS TO IDENT IF Y AND UNDERSTAND TH E
IMPACTS O F NEW CONSUMER AND
BUSINESS T REN DS.
WE WORK WI TH COMPA NIES AND
BRANDS WHO WAN T TO BE VISION ARY ,
CREATIVE, BRAVE. AND ALSO A BIT
REVOLUTIONARY.
5. G E T I N S P I R E D N O W !
DRO P US A LIN E AT
IN FO@M A RKE TRE VOLU TIO N.IT
TO LEARN M O RE
ABOU T OU R SE RVICE S.
7. T H I S S T O R Y
S T A R T S I N
S A N F R A N C I S C O
8. I N S T A N T H A P P I N E S S
U B E R I Z E D E C O N O M Y
L I Z ’ S S T O R Y
Liz
is
a
working
from
home
journalist,
based
in
San
Francisco.
At
12:15
pm
she
opens
up
the
SpoonRocket
app
on
her
phone
and
selects
a
chicken
tamale
and
a
mint
smoothie.
Six
minutes
later,
there’s
a
car
in
her
driveway.
She
goes
downstairs
to
greet
the
driver,
who
pulls
the
order
from
a
bag
in
his
passenger
seat.
She’s
back
at
her
laptop
before
the
clock
has
ticked
past
seven
minutes.
8
9. I N S T A N T H A P P I N E S S
U B E R I Z E D E C O N O M Y
S E A N ’ S S T O R Y
Sean
is
a
23-‐year-‐old
driver,
based
in
San
Francisco.
He
just
got
a
degree
in
photography,
and
he’s
saving
up
money
to
travel
to
photograph
wildlife.
Carrying
two
iPhones
that
beep
out
assignments
all
day
long,
Sean
works
for
three
different
app-‐
enabled
services:
SpoonRocket,
Sprig
and
Instacart.
He
does
about
25
to
30
deliveries
per
day
and
he
thinks
he
will
make
between
$45K
and
$60K
this
year.
9
11. I N S T A N T H A P P I N E S S
L I Z I S O N E O F U S A N D W H AT M AT T E R S I S T I M E
11
U B E R I Z E D E C O N O M Y
H U R R Y
S I C K N E S S
12. I N S T A N T H A P P I N E S S
L I Z I S O N E O F U S A N D W H AT M AT T E R S I S T I M E
12
U B E R I Z E D E C O N O M Y
N E W R I C H
P A R A D I G M
13. I N S T A N T H A P P I N E S S
A N D W E W A N T T H I S
13
U B E R I Z E D E C O N O M Y
SPEED
COGNITIVE EASE
Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
14. I N S T A N T H A P P I N E S S
A N D W E W A N T T H I S
14
U B E R I Z E D E C O N O M Y
CONVENIENCE
Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
16. I N S T A N T H A P P I N E S S
I N S TA N T G R AT I F I C AT I O N
16
U B E R I Z E D E C O N O M Y
“I
want
what
I
want
when
I
want
it”
Source: Recode, 2014.
17. W E A R E G I V I N G U P Q U E U E S A N D
W A I T I N G , T H E B O R I N G P A R T O F
O U R L I F E T O G E T T H E N E W , T H E
S H I N I N G A N D M A K E T H E M O S T
O F I T.
19. I N S T A N T H A P P I N E S S
U B E R I Z E D E C O N O M Y
S E A N I S O N E O F T H E
U B E R I Z E D W O R K E R S
Workers
aren’t
expecting
stability.
Coffee
shops
are
their
office.
No
expectation
of
standard
work
hours.
They
take
freelance
tasks.
They
want
to
be
their
own
boss.
They
want
a
greater
work-‐life
balance.
19
20. I N S T A N T H A P P I N E S S
U B E R I Z E D W O R K E R S G E N D E R
20
U B E R I Z E D E C O N O M Y
27,0%
73,0%
MALE FEMALE
Source: Market Revolution, 2015; Business Insider, 2014; Next Juggernaut, 2014
21. I N S T A N T H A P P I N E S S
U B E R I Z E D W O R K E R S A G E
21
U B E R I Z E D E C O N O M Y
18-24
25-34
35-44
45-54
55-64
+65 0,9%
4,3%
11%
16,3%
28,8%
38,7%
Source: The Atlantic, 2015
22. I N S T A N T H A P P I N E S S
W H Y U B E R I Z E D W O R K E R S L E F T T H E I R F O R M E R C O M P A N I E S
22
U B E R I Z E D E C O N O M Y
Insufficient pay
Lack of enjoyment from work
I don't need to work there anymore
Insufficient flexibility in schedule 26,4%
28,2%
36,9%
42,9%
Source: The Atlantic, 2015
23. T H E Y A R E
N O T J U S T
M E S S E N G E R S
24. O T H E R W I S E T H E Y
W O U L D B E
D A B B A W A L L A
27. I N S T A N T H A P P I N E S S
U B E R I Z E D E C O N O M Y
A L F R E D
Alfred
is
a
$99-‐per-‐month
service.
It
connects
customers
with
home
managers
called
“Alfreds”.
Each
Alfred
will
visit
at
a
pre-‐determined
time
twice
a
week
to
complete
a
user’s
chores.
Alfreds
will
keep
the
home
cleaner,
send
any
packages
that
need
to
be
dealt
with,
and
even
pick
up
prescriptions
from
the
neighborhood
pharmacy.
27
28. I N S T A N T H A P P I N E S S
U B E R I Z E D E C O N O M Y
I N S TA C A R T
“Instacart
lets
you
order
food
from
your
fave
local
grocery
stores,
and
then
select
your
desired
delivery
window,
which
could
be
as
soon
as
the
next
hour
—
we
can’t
even
manage
to
fight
our
way
into
the
Union
Square
Trader
Joe’s
in
that
amount
of
time.”
28
30. I N S T A N T H A P P I N E S S
T H I S H A S C H A N G E D
30
U B E R I Z E D E C O N O M Y
CONTENT INTERACTION SERVICE
accessing
a
document
with
the
push
of
a
button
stay
in
touch
with
our
friends
and
family
from
the
comfort
of
our
couch
getting
whatever
you
want
delivered
to
your
doors
two
days
later
PRODUCTS
large-‐scale
marketplace
powered
by
independent
workers
and
smartphones
31. I N S P I R E D B Y U B E R , U B E R I Z E D
E C O N O M Y I S T H E E C O N O M I C
A C T I V I T Y , T H AT F U L F I L L S
D E M A N D O F G O O D S A N D
S E R V I C E S , V I A T H E I M M E D I AT E
S U P P LY , P R O V I D E D B Y P E O P L E
32. T H E S I Z E O F
U B E R I Z E D
E C O N O M Y
0 2
33. A N E N T I R E C I T Y
I S B E C O M I N G
U B E R I Z E D
34. 34
A D A I LY R O U T I N E I N S A N F R A N C I S C O …
09:00 14:00
11:00 16:00 22:00
18:00
Woke
up
with
a
headache?
Need
to
send
a
pack?
An
action
movie
with
the
guys?
No
clean
cloths
for
tomorrow?
Prefer
a
Michelin-‐Starred
dinner?
Girlfriend
to
spoil?
Source:
Medium
35. 35
A C I T Y W H E R E A C L I C K G E T S Y O U A L L !
Source:
Medium
36. A N Y T H I N G T H A T
C A N B E
C O N S U M E D ,
C A N B E
“ U B E R I Z E D ”
37. S I Z E
“ T H E U B E R O F X ”
The
business
model
that
has
been
established
by
Uber
has
inspired
a
lot
and
is
seeing
similar
and
various
applications
in
different
industries…
37
U B E R I Z E D E C O N O M Y
Source:
The
On
Demand
Economy
TRANSPORTATIONRESERVATIONS
&
TICKETING TRAVEL
HOME
SERVICESDELIVERY HEALTH
&
BEAUTY
38. S I Z E
“ T H E U B E R O F X ” - M A N Y O F T H E M
The
business
model
that
has
been
established
by
Uber
has
inspired
a
lot
and
is
seeing
similar
and
various
applications
in
different
industries…
with
almost
300
companies.
38
U B E R I Z E D E C O N O M Y
Source:
The
On
Demand
Economy
TRANSPORTATIONRESERVATIONS
&
TICKETING TRAVEL
HOME
SERVICESDELIVERY HEALTH
&
BEAUTY
7 9 1 3 2 4
1 19 73 1
39. S I Z E
“ T H E U B E R O F X ” - S O M E O F T H E M
39
U B E R I Z E D E C O N O M Y
PROFESSIONAL
SERVICESHEALTH
&
BEAUTYDELIVERY
20
min. 30
min. 24
hr.
hand
over
in receive
in deal
in
Source:
The
On
Demand
Economy
40. W H A T P E O P L E
D O A N D D E M A N D
M O S T ?
41. S I Z E
W H E R E T H E S E O N D E M A N D S E R V I C E S A R E C O N C E N T R AT E D ?
The
on
demand
services
have
been
developed
especially
in
the
areas
where
people
pass
plenty
of
time
and
spend
plenty
of
money.
In
US,
the
concentration,
among
all
the
spendings
is
in
home
services,
transportation
and
food
delivery.
41
U B E R I Z E D E C O N O M Y
33
% 18
% 14
%
@HOME
EVERYDAY 37
MILES
/
DAY GROCERY
2X
A
WEEK
Source:
KPCB,
Internet
Trends
2015
42. S I Z E
U B E R I Z E D E C O N O M Y
H O M E S E R V I C E S
42
$350
spent
per
customer/month
18.000+
runs
Dry
cleaning
58K
shirts
Delivering
3K
pounds
of
dog
food
40.000
hours
in
5
months
4,5
years
time
Source:
CrunchBase,Business
Insider,
Boston
Magazine
43. S I Z E
U B E R I Z E D E C O N O M Y
T R A N S P O R TAT I O N
43
Source:
CrunchBase,
Lyft,
Sherpa
Ventures,
Bloomberg
29%
71%
SF
Taxi
Rev.2013
SF
OD
Serv.
Rev.2013
Growth
in
revenues
2013-‐2014:
983%
2013:
7.000
drivers,
488.000
rides/month
2014:
51.000
drivers,
2,2m
rides/month
44. S I Z E
U B E R I Z E D E C O N O M Y
F O O D D E L I V E R Y
44
Gross
Profit:
2014-‐2015:
+10%
Source:
Techcrunch
45. T H E R E I S S T I L L
R O O M F O R
G R O W T H
46. S I Z E
U B E R I Z E D E C O N O M Y
A W A R E O R N O T A W A R E ?
Among
the
three
most
spending
industries,
the
awareness
rates
are
still
improvable.
46
8 5
%
4 5
%
6
%
4 3
%
1 3
%
2 5
%
Source:
The
On-‐Demand
Economy
2015
Mobile
Consumer
Survey
47. S I Z E
C O U L D H A V E A G R E AT P O T E N T I A L
The
online
penetration
rates
of
top
industries
for
on-‐demand
services
are
really
impressive
considering
that
the
services
are
operatively
functioning
in
the
last
5
years
at
most.
47
U B E R I Z E D E C O N O M Y
Source:
BIA
Kelsey
5%
95%
10%
90%
20%
80%
TAM
=
$1.100B TAM
=
$660B TAM
=
$80
49. T H E R E W E R E F E W O F T H E M
F I V E Y E A R S A G O …
Investments
in
on-‐demand
services
have
begun
with
nearly
20
Venture
Capital
firms
in
2010.
49
S I Z E
U B E R I Z E D E C O N O M Y
Source:
CB
Insights
50. … N O W T H E M A R K E T I S O N
F I R E !
As
of
April
2015,
there
are
already
198
of
them
investing.
50
S I Z E
U B E R I Z E D E C O N O M Y
Source:
CB
Insights
51. $ 9 + B I L L I O N S
O F T O T A L
I N V E S T M E N T
S I N C E 2 0 1 0
52. S I Z E
V E N T U R E C A P I TA L S H A V E A N E Y E O N “ U B E R F O R X ’ s ” !
Big
players
among
Venture
Capitals
got
their
eye
on
on-‐demand
services.
Since
2010,
including
all
the
investment
stages
-‐seed,
early,
A/B/C/D/E-‐
more
than
$9B
have
been
invested.
52
U B E R I Z E D E C O N O M Y
Source:CrunchBase,
CB
Insights
53. 4 6 % H I G H E R
S E R I E S A
I N V E S T M E N T S
C O M P A R E D T O
T E C H S T A R T - U P S
54. S H E R P A
V E N T U R E S W I T H
$ 1 5 4 M I L L I O N S
55. S I Z E
W H AT A R E T H E Y I N V E S T I N G I N ? T R A N S P O R TAT I O N T O P !
These
companies
in
on-‐demand
services
have
seen
the
bigger
investments
among
all.
They
are
also
those
operating
in
the
three
main
industries
where
we
previously
saw
that
there
is
a
major
frequency
and
spending.
55
U B E R I Z E D E C O N O M Y
$5.9B $1B $275M
Source:CrunchBase,
CB
Insights
a n d l o t m o r e …
$62M
56. G O O G L E
S H O P P I N G
E X P R E S S W I T H
$ 5 0 0 M F R O M
G O O G L E
57. I N O N - D E M A N D
B U S I N E S S E S ,
T H E R E I S S T I L L
M O R E T O
I N V E S T , L O T T O
C H A N G E !
58. 58
O N - D E M A N D M O B I L E S E R V I C E S F U N D I N G T R E N D
J A N U A R Y 2 0 1 0 - A P R I L 2 0 1 5
Source:CB
Insights
59. 59
W E ’ L L S E E L O T M O R E I N V E S T M E N T S
O N - D E M A N D M O B I L E S E R V I C E S F I N A N C I N G T R E N D F O R 2 0 1 5
$4.924M
Source:CB
Insights
+186%
60. F R O M A
B U S I N E S S
P O I N T O F V I E W
0 3
62. I W A N T I T A L L , I W A N T I T
A L L , I W A N T I T A L L , A N D
I W A N T I T N O W .
Q u e e n ,
1 9 8 9 .
63. T H E S E N E E D S A R E
R E A L L Y N E W ?
( S P O I L E R : N O )
64. " I F I ' M W I L L I N G T O P AY $ 1 0 0 F O R
S O M E O N E T O B R I N G M E A G L A S S O F
F R E S H M I L K F R O M A N O M A H A D A I R Y
C O W R I G H T N O W , T H E R E M I G H T V E R Y
W E L L B E A G U Y W H O W O U L D B E S U P E R
H A P P Y T O D O T H AT , B U T H E D O E S N ' T
K N O W T H AT I ' M T H E C R A Z Y G U Y W H O
I S W I L L I N G T O P AY $ 1 0 0 . "
B o
F i s h b a c k ,
C E O
Z a a r l y
Source:
Fastcompany,
mar
2014.
65. T E C H N O L O G Y H A S
C H A N G E D O U R
B E H A V I O R S A N D
E X P E C T A T I O N S
66. I T E N A B L E D A
N E W B U S I N E S S
M O D E L :
O N - D E M A N D
67. W I T H M P 3 s I T ’ S
E A S Y , A F T E R A L L
B U T T R Y I T W I T H
A H A I R D R E S S E R
68. N O T E V E R Y T H I N G
I S S C A L A B L E .
S E R V I C E S A N D
P R O D U C T S H A V E
B O T T L E N E C K S
69. B U S I N E S S P O V
U B E R I Z E D E C O N O M Y
“ W E B V A N ” W H O ?
A
30-‐minute
grocery
delivery
service
funded
in
1996.
“If
We
Build
It,
They
Will
Come”.
In
oder
to
handle
up
to
10.000
orders
per
day,
they
built
a
huge
infrastructure,
including
a
30.000
square
meters
-‐
50.000
SKUs
distribution
center
in
Oakland
Webvan
went
bankrupt
in
2001,
with
the
largest
dot-‐com
flop
in
history.
69
Source:
Youtube,
1998;
Wikipedia,
2015;
The
Innovative
Manager,
mar
2015.
70. A R E A S S E T S S T I L L
A S T R E N G T H ?
71. B U S I N E S S P O V
“ I D O N ’ T O W N T R U C K S , I D O N ’ T P AY F O R H U B S ,
I D O N ’ T P AY F O R D R I V E R S I D O N ’ T U S E ”
71
U B E R I Z E D E C O N O M Y
Source:
Recode,
aug
2014.
ASSET-BASED COMPANY
$50
ACCESS-BASED COMPANY
$5VS
Who’s
going
to
win?
72. H E R E C O M E S
T H E S H A R I N G
E C O N O M Y
73. A N E C O N O M I C S Y S T E M
B A S E D O N S H A R I N G
U N D E R U S E D A S S E T S O R
S E R V I C E S , F O R F R E E O R F O R
A F E E , D I R E C T LY F R O M
I N D I V I D U A L S .
R a c h e l
B o t s m a n
Source:
Fastcoexist,
may
2015.
74. B U S I N E S S P O V
M U C H M O R E T H A N C H E A P C A R P O O L I N G B U T A W H O L E N E W
S E T O F T O O L S T O R E B U I L D B U S I N E S S E S F R O M T H E I N S I D E
74
U B E R I Z E D E C O N O M Y
CROWDSOURCED WORKERS &
MICRO-ENTREPRENEURSHIP
SEAMLESS ACCESS TO
ASSETS
AGGREGATION PLATFORM &
INTERMEDIATION NETWORK
FEEDBACK &
COLLABORATION TOOL
76. U B E R , T H E W O R L D ’ S L A R G E S T TA X I
C O M P A N Y , O W N S N O V E H I C L E S .
F A C E B O O K , T H E W O R L D ’ S M O S T P O P U L A R
M E D I A O W N E R , C R E AT E S N O C O N T E N T.
A L I B A B A , T H E M O S T V A L U A B L E R E TA I L E R ,
H A S N O I N V E N T O R Y. A N D A I R B N B , T H E
W O R L D ’ S L A R G E S T A C C O M M O D AT I O N
P R O V I D E R , O W N S N O R E A L E S TAT E .
T o m
G o o d w i n ,
V P
H a v a s
M e d i a
Source:
Techcrunch,
mar
2015.
77. T H E C O M P A N Y
B E C O M E S “ L I Q U I D ”
78. T H E P E R F E C T F I T
F O R O N - D E M A N D
B U S I N E S S
79. B U S I N E S S P O V
U B E R I Z E D E C O N O M Y
“ O N - D E M A N D ” S Q U A R E D :
M A G I C
TEXT
“HELLO”
TO
83489
TO
GET
WHATEVER
YOU
WANT
ON
DEMAND
WITH
NO
HASSLE.
Trained
operators
standing
by
24/7
answer
to
everyone
requests.
Send
a
text
message,
and
you'll
get
what
you
want.
They
order
what
you
need
from
the
appropriate
service
(e.g.
DoorDash,
Instacart,
Postmates,
etc.),
and
deal
with
them
so
you
just
automatically
get
what
you
want,
like
magic...
79
Source:
Magic,
2015.
80. A T H I N L A Y E R
O N T O P O F V A S T
S U P P L Y S Y S T E M S
( W H E R E T H E C O S T S A R E )
81. T H A T I N T E R F A C E S
A H U G E N U M B E R
O F P E O P L E
( A N D H E R E ’ S T H E M O N E Y )
82. B U S I N E S S P O V
A R T I F I C I A L A R T I F I C I A L I N T E L L I G E N C E
Amazon
Mechanical
Turk
is
a
web
service
that
enables
individuals
and
businesses
(known
as
Requesters)
to
coordinate
the
use
of
human
intelligence
(known
as
Providers
or
“Turkers”)
to
perform
tasks
that
computers
are
currently
unable
to
do.
82
U B E R I Z E D E C O N O M Y
QUALITY
Pre-‐qualified
workers
FLEXIBILITY
Scale
your
workforce
up
and
down
quickly
ACCURACY
Get
high-‐quality,
cost-‐effective
results
SPEED
Start
receiving
results
in
minutes
Source:
Amazon
Mechanical
Turk,
2015;
Wikipedia,
2015;
Quora,
may
2013;
Panos
Ipeirotis,
nov
2012.
1K-10K FTEs 10$M-150$M PER YEAR
83. I N S E A R C H O F
T H E M O S T
E F F I C I E N T ( A N D
P R O F I T A B L E )
M O D E L
84. T H E I M M E D I A T E
S U P P L Y O F G O O D S /
S E R V I C E S V I A T H E
M A T C H I N G O F
U N S T R U C T U R E D
D E M A N D A N D
S C A L A B L E O F F E R
85. B U S I N E S S P O V
3 M A I N C O M P O N E N T S
85
U B E R I Z E D E C O N O M Y
BUSINESS MODEL
SERVICE MODEL
CUSTOMER EXPERIENCE
86. L I Q U I D C O M P A N Y
L E V E R A G I N G T H E A G G R E G A T I O N O F
D E M A N D A N D T H E E L A S T I C I T Y O F
S U P P L Y
87. W Y - W A N T - I W Y G
R E M O V I N G A N Y F R I C T I O N S T O
D E L I V E R A T A I L O R E D , F A S T A N D
E F F I C I E N T S E R V I C E
88. C L O S E D L O O P
C O L L A P S I N G A L L T H E P O I N T S O F
T H E V A L U E C H A I N I N O N E
Source:
Schalafman,
apr
2014..
90. I F T H E S U P P L Y
I S ( V I R T U A L L Y )
U N L I M I T E D ,
T H E D E M A N D
H A S M O R E A N D
M O R E P O W E R
91. B U S I N E S S P O V
A L L T H E S E T R A N S F O R M E D D E M A N D , S U P P LY A N D W O R K
The
power
relationships
that
regulate
the
traditional
supply
chain
are
called
into
question.
91
U B E R I Z E D E C O N O M Y
W M D C
Workers Manufacturers Distributors Customers
92. T H E D A R K S I D E O F
“ U B E R I F I C A T I O N ”
93. B U S I N E S S P O V
S O C I A L A N D P O L I T I C A L I M P A C T S
93
U B E R I Z E D E C O N O M Y
Source:
The
Nib,
2015.
Employees
VS
contractors?
EMPLOYMENT
People
with
money
VS
people
with
time
NEW CLASSISM
Un-‐regulation
VS
De-‐regulation
REGULATION
Virtual
assets
VS
real
profit
TAX
97. B U S I N E S S P O V
U B E R I Z E D E C O N O M Y
P A R T N E R T O L E A R N
Hyatt
took
part
in
a
$40
million
investment
deal
in
Onefinestay.
CEO
Mark
Hoplamazian
says
the
company
invested
to
help
the
chain
learn
about
the
new
ways
that
customers
look
at
the
guest
experience.
97
Source:
Skift,
jun
2015.
“Democratizing tavel makes the pie bigger”
98. B U S I N E S S P O V
U B E R I Z E D E C O N O M Y
E X P E R I M E N T T O F I T
Volvo
is
turning
his
cars
into
a
pickup
and
drop-‐
off
zone.
In
2014
piloted
the
Roam
Delivery
service:
enabled
by
Connected
Car
and
Digital
Keys
technologies,
Volvo
owners
can
receive
their
purchases
online
directly
on
their
car
with
the
goal
to
deliver
the
goods
to
people
and
not
to
places.
98
Source:
The
Verge,
feb
2014;
Volvo,
Feb
2014.
92 % say roam delivery is more convenient than
getting their online orders at home.
99. B U S I N E S S P O V
U B E R I Z E D E C O N O M Y
B U I L D H Y B R I D M O D E L S
A
virtual
supermarket
available
anytime,
at
the
metro
stop,
on
the
train,
from
the
couch
at
home
or
in
line
at
the
postoffice,
to
organize
your
groceries
at
any
time
and
place.
From
wherever
you
order,
the
shopping
can
be
collected
within
1
hour
at
your
favorite
store,
jumping
the
queue
through
a
checkout,
or
delivered
at
your
door
in
3
hours.
99
Save time do fun things and be together
Source:
Cliccaeritira,
2015;
Economyup,
may
2015.
101. U B E R I F I C A T I O N
O F B 2 B
D E M O C R A T I Z A T I O N O F O U T S O U R C I N G
Source:
KPCB,
may
2015.
102. U B E R I F I C A T I O N
+ I N T E R N E T O F
E V E R Y T H I N G
A L I F E H A S S L E - F R E E
Source:
Amazon,
2015.
103. S O , G O O D B Y E T O
T H E G O O D O L ’
M A R K E T I N G
Source:
Recode,
aug
2014.
104. ARE YO U IN TE RE STE D IN
THESE TOP ICS FOR YO U R
ORGANIZAT ION ?
WRITE US F OR AN IN - HO U SE
WORKS H OP AT
IN FO@M A RKE TRE VOLU TIO N.IT
105. MARKET R EVOLUTION IS PART
OF FUTUREBE RRY,
THE STRATE GIC CONSULTANCY
GROUP T HAT ENA BLES
INNOVATION A ND CHANGE.
106. 106
M A R K E T
R E V O L U T I O N
U B E R I Z E D E C O N O M Y
July, 7th 2015
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