#Fluid app peer exchange full

Uber, Lyft, Didi, BlaBlacCar, Grab and Ola are fast growing ride-sharing platforms that have disrupted often sleepy, sloppy and expensive taxi markets around the world.

They include Airbnb, HomeAway, XiaoZhu and onefinestay that are embraced by travelers ranging from budget-conscious students and families to luxury consumers and even business travelers. Platform businesses emerged as a viable alternative to fulfilling a range of customer needs, including transportation, accommodation, meals, and even investments and personal loans. These developments have resulted in an explosive growth of the peer-to-peer economy. Often, sharing economy business models facilitate people to transact directly with one another by connecting individuals in unprecedented ways ( Caldieraro et al., 2018). Platform business models in general, and the sharing economy in particular, have produced disintermediated industries. The growth of platform businesses has been fueled by the internet and mobile technologies, and rapid advances in analytics, artificial intelligence (AI) and Big Data together with changing consumer preferences and consumption patterns.

#Fluid app peer exchange full

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Finally, directions for further research are advanced.Д¬opyright В© 2019, Jochen Wirtz, Kevin Kam Fung So, Makarand Amrish Mody, Stephanie Q. users, service providers, and regulators) and their roles and motivations. Fourth, the authors integrate and synthesize the literature on key platform stakeholders of platform businesses (i.e. Once a critical level of liquidity has been reached, a platformвЂ™s competitive position depends on stakeholder trust and service provider and user loyalty. Primary network effects are less important once a critical level of liquidity has been reached and may even turn negative if increased listings raise friction in the form of search costs. Third, the authors examine the competitive position of platforms and conclude that their widely taken вЂњwinner takes it allвЂќ assumption is not valid. One important conclusion is that platforms cater to vastly more heterogeneous assets and consumer needs and, therefore, require liquidity and analytics for high-quality matching. Second, the authors contrast platform business models with their pipeline business model counterparts to understand the fundamental differences between them. In particular, the authors propose the differentiation between sharing platforms of capacity-constrained vs capacity-unconstrained assets and advance five core properties of the former. First, this paper defines key types of platform business models in the sharing economy anddescribes their characteristics.