Category Archives: Opinion

Spotify for Artists — Opening Spotify to independent artists, who Will benefit? The superstars or struggling artists of the industry?


It might not be long before the music industry is revolutionized yet again. Although Spotify’s new feature is still in its beta if it is actually implemented it would allow independent artists to upload their music directly to Spotify, bypassing all the intermediaries that are currently needed. In other words, it would allow anyone to write or produce a song and upload it to Spotify for the whole world to hear, with little to no effort. However, the question remains: who will benefit more from this – the superstars or struggling artists of the music industry?

Over the past two decades, the rise of the internet has changed how we consume, purchase, and think about music, and with that the music industry altogether. First, illegal downloading platforms such as Napster or LimeWire leveraged the internet’s unique sharing capabilities to allow people easy (and free) access to their favorite songs. Then, Apple introduced the world to iTunes an online music store. And now, we have shifted entirely away from buying music to streaming music from streaming services such as Spotify, Apple Music or Tidal.

Although the music industry has undergone great change, one aspect remains unchanged. Record labels are still the gatekeepers of the industry. Artists need to be signed to labels in order to upload their music to a streaming service. In turn, they take a large portion of the revenue generated from the artist’s music. Alternatively, independent artists can upload their music to streaming platforms through third-party digital distributors, again, in return for rather large fees or commissions. The closeness and complexity of such streaming services, thus, restricts and discourages many individuals from sharing their music.

However, there are alternatives to get music to large audiences — through platforms that are open for anyone. A popular example of such an open platform is SoundCloud. Compared to Spotify, SoundCloud allows any artists to upload their music with one click. Consequently,  allowing some of the biggest stars of our generation to emerge, such as Post Malone, XXXTentacion or Travis Scott. Although Soundcloud has introduced per-stream-payments, given the low number of premium users the money to be earned remains very minimal. Therefore, many artists view SoundCloud as a stepping stone. Once their songs go viral, artists tend to sign to major labels and release their following projects to all streaming services simultaneously, in order to get paid sufficiently. Furthermore, on closed platforms record labels or distributors decide what music enters the mainstream. Giving artists the liberty to upload their music independently, shifts this power more to consumers.

Spotify for Artists

Given the great success of SoundCloud, more exclusive streaming services are working on open business models that include and promote more independent artists. An example of this is Spotify’s new beta feature — Spotify for Artists. In September 2018, Spotify launched a feature to their streaming service that opens the platform to independent artists (currently only available to 1000 selected artists). It allows any individual to create an artist account and directly upload their music (of course, only if the rights to the music are owned). Thus, bypassing the need for a major label or third-party aggregator. Although Spotify’s new feature slightly differs to the functions of SoundCloud, at its core both very similar. Furthermore, the feature gives artists full control and direct access to streaming information. Spotify is basically extending its platform to create a more equal-opportunity market to allow for less established artists to compete with the superstars of the music industry. 

How does Spotify benefit from this?

Because Spotify has made only a few announcements and statements about their expectations derived from their new feature, what exactly they hope to gain is unclear. However, generally opening any platform to more user-generated content has two benefits for platforms or online retail stores. Firstly, the volume of products available to consumers increases and secondly, the content is diversified (more niche products) (Barzilay et al., 2018). In the case of Spotify, its users have more artists (and songs) to choose from and a more diverse range of genres and sub-cultures. It can be expected that a more open platform will lure many artists that exclusively (can) upload their content to SoundCloud to switch to uploading their music to Spotify. It might even allow new genres to emerge comparable to the ‘emo-rap’ movement that started on SoundCloud. Currently, these movements do not offer enough potential for labels to sign and promote them, thus, opening a platform gives these sub-cultures a stage. Perhaps even creating more active, identity-based communities on Spotify (Ren et al., 2012). Furthermore, by eliminating the intermediaries (i.e. record labels) more money is left to be earned either by Spotify or the artists themselves. Thus, drastically reducing the influence and role record labels play in the industry.

Spotify can utilize the enhancement of their service to secure a competitive advantage over their competitors, it can be used as a selling point for new potential customers and it can increase customer satisfaction and loyalty for already existing customers. 

What are the risks for Spotify?

For Spotify, the risks associated with opening the platform are limited. Nevertheless, most prominently, Spotify can fail to create an equal opportunity platform. The increase in content made available to users can (1) induce a choice overload effect, where the users are overwhelmed by choices, and (2) decrease the overall quality of content. Both these downsides can introduce a Superstar effect on the platform (Barzilay et al., 2018). This means that opening the platform creates an even greater dispersion between the superstars and the struggling artists of the music industry. In other words, the already established artists receive an even greater portion of the user-generated streams, leaving less revenue to be generated for smaller struggling artists. 

However, it is disputed whether opening the platform will shift the distribution of generated revenue more towards the superstars or struggling artists  (Barzilay et al., 2018). It remains in the hands of Spotify to decide in what direction the distribution shifts. As already is the case now, through their sophisticated recommendation agents and carefully curated playlists Spotify can steer whether to promote the superstars or the struggling artists. These tools are leveraged by Spotify to control what artists or songs come to the user’s attention.

References: 

Barzilay, O., Geva, H., Goldstein, A. and Oestreicher-Singer, G. (2018). Equal Opportunity for All? The Long Tail of Crowdfunding: Evidence From Kickstarter. Working Paper

Ren, Y., Harper, F.M., Drenner, S., Terveen, L., Kiesler, S., Riedl, J. and Kraut, R.E. (2012). Building member attachment in online communities: Applying theories of group identity and interpersonal bonds. MIS Quarterly. pp.841-864. 

A potential for consumer value creation: Citymapper


Introduction
Founded in 2012 by Azmat Yusuf (Tanasoiu 2018), Citymapper is a UK-based company which aims to transform the transportation industry. Through its application, Citymapper helps its user navigate a given city’s transportation grid and provides users with the ability to search for the desired destination, after which the app displays a number of travel itinerary alternatives. Since its inception in 2012, Citymapper has grown internationally and currently operates in 39 cities around the globe (Citymapper 2018). The company creates value for its user by providing them with a travel companion that generates personalised travel options.

But can the consumers become of more value for Citymapper by creating value other than Citymapper capturing their value through the search engine?

Current business model
Citymapper’s currently offers value in the form of efficiency and usability to the users of its transit application. The company exploits its current IT infrastructure, collected data and easy to use user interface to deliver digital content to consumers. On the digital business model framework (Weill et. al 2013) Citymapper’s business design and knowledge of the end customer most closely correlate with the supplier business model.

One way information stream

Citymapper currently gathers partial knowledge of the end users such as search and location (start and end point) data (Citymapper 2018). Other data such as name, address, demographics or search history are not being collected. Therefore, the main information stream flows through the Citymapper application to the user.

Potential consumer value creation
Citymapper can capture a great deal of value by giving its users the ability to co-create value for the application. This can be done by allowing users to give inputs, that are in turn shared with the rest of the Citymapper users. In the current situation, Citymapper supplies users with information about public transport and allows users to plan their public transport trips. The urban transport information shared by Citymapper is limited to the information that is supplied by large public transport companies or private companies gathering transport data. Citymapper has the option to turn their business model from a supplier model into a two stream model.

Two stream business model

How can consumers co-create value for Citymapper?
By starting to use one of their greatest assets they have, a large user-base. Citymapper has the possibility to crowdsource the rating system and the supply of information to their customers making it possible to better understand and support their own customers. Not only are they able to deliver more precise and real-time data on transportation and planning, but also they get more insights in the demands and needs of their own customers. A few of many options that can be crowdsourced are listed below.

The crowdedness of the vehicle
Users could indicate the crowdedness of a particular vehicle signaling that there are no seats available, encouraging users to opt for a different train. Other users could be notified while they are still at home about the crowdedness of the trip, and come prepared, saving them from the surprise of a crowded train, which is one of the greatest pain point related to public transport, according to Fellesson and Friman (2008).

Unexpected delays during the trip
Users could indicate unexpected events that would delay the trips. This live information can be sent to other users, notifying them that the vehicle will be running late, and suggesting an alternative trip. This is all done much quicker than first having to signal the transit company, which in turn must notify users through the rail stations.

Supplier reliability & comfortability
Users could rate transportation providers on their service, both looking at reliability and comfortability. By rating cleanliness, politeness of the driver and price/quality consumers get insights in the overal quality of the transportation modes. This would help other users to select their company of choice.

By gaining more knowledge on what the users, both as a whole and individually, like and demand recommendations can be given. For example, someone who never uses the bus does not want to have the bus in their itinerary. By receiving ratings of services, crowdedness and delays better recommendations can be made. Even more interesting, customers create recommendations and insights for other users, creating a C2C environment.

In order to improve the customer experience for Citymapper users, an in-app payment system could be introduced as well as a ticket management feature. These additions to Citymapper’s value proposition effectively introduce two additional steps in a typical user journey: Once a given user has gathered the desired information regarding his public transport itinerary, instead of leaving the Citymapper ecosystem, the user is given the option to directly purchase the tickets corresponding to the selected journey. Furthermore, once the ticket purchase is completed, tickets are stored within the ticket management feature of the new Citymapper app. This enables the user to remain within the company’s ecosystem throughout the physical public transport journey, using the app as a digital ticket. Overall, the addition of in-app ticket purchase coupled with the ability to use the app itself as a digital ticket greatly improves the overall customer experience while increasing the time a given user spends within the Citymapper platform.

Additional options
Multiple other options open up when turning Citymapper into an open platform environment. By adopting one of many other open platforms for ride sharing and including them into the transportation itinerary would really turn on consumer value creation. Imagine the option to join someone in the car, scooter or motorcycle for a part of your trip. Think of what would happen when Citymapper includes Blablacar, Snapcar, Felyx, Lime, Mobike, Car2go and many others in their system. The options to travel from A to B would become endless.

References:

Citymapper (2018) Making Cities Usable. Citymapper.com. Available at: https://citymapper.com/company?lang=en  

Crunchbase, 2018. Available at: https://www.crunchbase.com/organization/citymapper-limited#section-investors

Weill, P. and Woerner, S. (2013). Optimizing your digital business model. MIT Sloan Management Review, 54(3), pp.71-78.

Fellesson, M. and Friman, M. (2008). Perceived Satisfaction with Public Transport Service in Nine European Cities. Journal of the Transportation Research Forum, 47(3), pp.93-103

The dark and the bright side of co-creation


Nowadays, companies are really engaged with consumers as they participate in a company’s development process. Active contribution leads to ideas, solutions and positive word-of-mouth(WOM). Collaborative innovation creates a sense of community among the participants. However, it may not always live up to the expectations of its members or is seen as a success. So, are there only positive sides of co-creation? The goal of this paper was to explore triggers for positive and negative reactions from engagement in online innovation communities (Gebauer et al., 2013).

How did they study it?

A qualitative study was conducted to find triggers in online innovation communities and a quantitative study tested how triggers influence the behavior of members of online innovation communities. Continue reading The dark and the bright side of co-creation

The world is your (peer)space


Want to throw an awesome party or work in a creative environment? But you cannot find the perfect space? Today, we live in a world where you can easily rent out your house, car or offer your skill set to others in exchange for a fee. So, why can’t you rent out your office space? Look no further. The app Peerspace will help you find your perfect space!

Tell me more

Peerspace, launched in 2014 and founded by Rony Chammas and Matt Bendett, is an online peer-to-peer marketplace that connects individuals and businesses to find one-of-a-kind spaces that otherwise go unused (Peerspace, 2018). The idea emerged when Rony was a student at NYU trying to find meeting places, and saw how much open and underutilized space there was (Bercovici, 2014). Finding spaces with benefits for both parties mostly happen through word-of-mouth or platforms as Craigslist, which is inefficient. Therefore, Peerspace’s mission is to find and book short-term space through an easy and transparent process (Peerspace, 2018). Whether looking for personal or professional space, Peerspace is the solution for finding unique locations for meet-ups, pop-ups, and classes to off-sites or brainstorming sessions. Currently, Peerspace is available in the USA and the start-up has raised 18 million dollars from funders (Magistretti, 2017). The popularity of the platform goes not unnoticed as 60,000 people from world-class companies (Google, Vice) attend a Peerspace booking every month (Peerspace, 2018).

 

Continue reading The world is your (peer)space

GE crowdsourcing platform – Let’s set the collective brain on fire!


We live in a fast-paced digital world and it can be challenging for companies to keep up with the speed of today’s ever changing digital era. However, new information technologies have also empowered more technologically savvy businesses by giving them new means to operate, promote their products and services, and engage with customers. One company that is constantly taking advantage of these new tools is General Electric (GE), an enterprise who has succeeded in part because of its willingness to take risks and embrace innovative technologies. The most recent example of this mindset is Fuse, their new open innovation platform that launched in late 2016. It is basically an open crowdsourcing platform, which allows users from all around the world to collaborate with each other and work with GE engineers to solve meaningful technical challenges.

How does Fuse work?

The first step is for the Fuse team to translate GE customers’ needs and “pain points” into projects on the Fuse platform. Whereas most projects are straightforward and thus directly released in the form of challenges, some appear to be less clear and hence are uploaded on the “Brainstorming Section” of the Fuse platform as “potential challenges”. These potential challenges include a (rather extensive) description of the problem to be tackled as well as precise requirements for the solution, and contributors are asked (1) whether they would be interested in such a challenge, and (2) what additional questions the Fuse team should answer before launching the challenge. Based on the feedback received, the Fuse team might decide on further actions. When released, each individual challenge comes with a description of the problem, clear requirements for solution submissions, judging criteria, a timeline, a description of the prizes for the winners, and the official rules of the competition (including property right issues).

Capture d_écran 2018-02-08 à 17.41.40

Example of a Fuse challenge

In a second step, contributors from all around the world are invited to submit innovative contributions. Note that even though anyone can sign up and take part in challenges, the very technical nature of the challenges serves as a skills-based filtering mechanism as only people with a certain degree of knowledge in engineering would be able to understand the challenges. Once on the Fuse platform, anyone can have access to all the relevant information related to the challenges, however only registered users are allowed to submit entries. During the whole duration of the challenge, contributors can use the discussion board to brainstorm together or ask the competition holders questions. Not only does the Fuse team rapidly answer these questions and provide regular feedback/input, but they also organize “live Q&A sessions”, during which the participants can submit questions that are answered live in a video feed.

 The final step is for the Fuse team to evaluate the submissions, select the winners (generally the three best entries) and allocate the money prizes. The interesting entries are also forwarded to GE’s technical team, where they are further developed into implementable solutions.

Efficiency Criteria

In less than two years, GE succeeded in creating an innovative community and successful products from their contributions (Picklett, 2017). This was made possible for the following reasons: combination of extrinsic and intrinsic incentives, good management, and well-structured governance including the mechanisms recommended by Blohm et al. (2018).

From a contributor’s perspective, the Fuse platform and its challenges are interesting not only because of the cash prizes, but also because it is designed towards building long-term relationships with its contributors. For instance, competition winners actually have an opportunity to further work with GE engineers on implementing their designs (Kloberdanz, 2017). In addition, there is also an attractive physical part to Fuse projects, which consists in a micro-factory in Chicago designed for rapid prototyping, small-batch manufacturing, and modular experimentation (Davis, 2017). This faculty will be open to contributors and can constitute an incentive for them to become part of the Fuse community as it is a good opportunity to bring their ideas to life, work with GE professionals, and meet like-minded innovators. Finally, the Fuse challenges are also a good opportunity for contributors to collaborate with other brilliant mind, expand their business network, build their professional reputation, and gain recognition from their peers.

From GE’s perspective, the Fuse platform is a new source of innovative and ideas, which can speed up content creation, cut R&D costs for the company, and provide GE with an opportunity to spot talents who might be valuable additions to their team. But how is GE able to overcome the challenges inherent to crowdsourcing (e.g. huge quantity, low quality, free-riding behaviour, risks of sharing information)? First, due to the technical nature of the Fuse challenges, the clearly defined guidelines provided to the participants, and the rapid feedback/additional inputs provided during the competition, GE ensures that only a manageable number entries of a certain quality are submitted, thus facilitating the evaluation process. The platform is also clear about the transfer of PI rights, which avoids troubles along the way. Second, for most challenges, challenge, entries are private and only viewable by the creator, admins, and judging panel. As a result, GE is able to avoid free-riding behaviours. However, contributors are still able to communicate with (and help) each-other via the discussion board, and the Fuse team makes sure to encourage the discussion with feedback and additional information, hence allowing contributors to still learn from each other. Finally, even though opening up GE’s internal workings/information of some products in order to run these challenges can be risky, the company acknowledges that “there are certain risks you just have to roll with if you want to make progress and that willingness to take those risks is what makes this exciting.” (Davis, 2017). This quotes shows that GE understands the need to willingly take risks in order to continuously transform the company and, so far, Fuse seems to be worth it as GE reunited more than 8000 contributor successfully implemented several ideas generated by the platform in less than a year (Davis, 2017).

In summary, the joint profitability criterion is met as the Fuse platform creates value for both GE and its contributors. Furthermore, the costs linked to this innovative business model are relatively low as the Fuse team only consists of 4 employees based in Chicago (Pickett, 2017). However, as the platform matures, hosts more challenges, and attracts more contributors one can assume that the number of employees will have to increase. Still, the costs-benefits ratio should remain interesting compared to doing everything in-house. Finally, the legal concerns are taken care of thanks to inclusion of PI agreements in the official rules of the Fuse challenges, and the social norm dimension is met as GE is a well-known, reputable brand, hence building trust with contributors.

References

Blohm, I., Zogaj, S., Bretschneider, U., & Leimeister, J. M. (2018). How to Manage Crowdsourcing Platforms Effectively?. California Management Review, 60(2), 122-149.

Davis, B. (2017). How GE is using co-creation as part of its digital transformation. Retrieved from https://econsultancy.com/blog/68902-how-ge-is-using-co-creation-as-part-of-its-digital-transformation

Fuse. (2018). Fuse Platform. Retrieved from https://www.fuse.ge.com

Kloberdanz, K. (2017). Working The Crowd: This Fuse Will Set The Collective Brain On Fire. Retrieved from: https://www.ge.com/reports/working-crowd-fuse-will-set-collective-brain-fire/

Pickett, L. (2017). GE Fuse’s open innovation platform invites NDT professionals to co-create solutions. Retrieved from https://www.qualitymag.com/articles/94304-ge-fuses-open-innovation-platform-invites-ndt-professionals-to-co-create-solutions

DayMate: for structure in our daily lives


Do you recognize these situations where you have a lot to do, or just simple have some tasks you keep on procrastinating? Your App Store probably offers a lot of these ‘to do’ applications. DayMate is a new arrival in this ‘to do’ industry but offers more than the mainstream ‘to do’ applications. DayMate aims to provide structure in your daily life, which especially comes in handy for people whom have difficulties with remembering chores or are chaotic-minded. The Dutch application DayMate is the follow-up of the already known application Assist Help. Assist Help was developed by Annemiek Modderman, whom son is suffering from ADHD. People suffering from ADHD face difficulties with applying structure in their daily lifes which leads to malfunctioning of their wellbeing. AssistHelp was already a great success for these people, however, DayMate is optimized for special use by using a clear standard setting and look&feel.

How does it work?

You simply add a task, by naming it and choosing an icon that comes with it. The icon appears in the center of the screen when the task is ‘active’ at the moment. There is a standard setting of 18 icons such as a washing machine (for doing the laundry), a trash bin, a Euro-sign and so on. The user specifies the begin and end time of the task and specifies on which days this certain task occurs. DayMate is especially designed for recurring tasks, in order to make your daily life more structured. That is also the reason why the user cannot set a specific date, because it should reoccur on specific days, which makes DayMate not an application for reminding certain activities.

Any weaknesses or strengths?

In the weekplanning, the user can see the coming tasks for that specific week, however DayMate only allows you to see the planned tasks per day, and does not provide a whole overview. Which is in my concern a pitfall of the application. A strength however, is the special support extension of the application. Users can assign a supervisor, whom keeps up to date with your planned tasks and can see your progress by using a certain ‘sensitivity measure’ which is basically a chosen smiley by the user of his/her mood.

So all together..

DayMate’s charm is especially its charisma and simplicity. DayMate can be a useful application for anyone who wants to bring some structure in his/her life, because you will be reminded with simple icons and notifications to perform a set of operations. For people with autism spectrum syndrome DayMate ensures greater clarity, especially with the tasks feature and setting apart of a supervisor. The clear design without too many bells and whistles, makes sure you do not get distracted.

References:

http://www.daymate.nl

http://www.iculture.nl/apps/review-daymate-structuur-activiteiten/

 http://www.autisme.nl/autisme-nieuws/oktober-2016/nieuwe-nederlandse-app-daymate-geeft-rust-in-je-dag.aspx

How social media changed the way we communicate


Social media has changed the way how consumers and marketers communicate. Word-of-mouth is more and more shifting from offline to online platforms. Social media websites respond to this shift by providing public forums where individual consumers can show their own voices. Thereby, the consumers have the accessibility to product information from other consumers that could influence their purchase decision. This kind of word-of-mouth increases the way that consumers process information and the way that marketing messages are distributed. Needless to say that this has an impact on consumer decision making and thus marketing strategies.

Why is this paper so important?

This paper is about how an individual becomes socialized through positive interaction on social media websites to use some product or service and what the impact of that is. This paper is important because it is distinguishing itself from existing literature by focussing on peer communication in online socialization processes. Particularly the influence of peer communication through social media web sites on consumers’ purchase decision. This has rarely been investigated and this research tries to fill the gap.

Methodology

To test the research question, the researchers used the data set of one of the largest Internet portal in China, www.sina.com. The researches placed an extra link on the homepage of the site, asking whether the visitor wanted to participate. To increase the incentive of the visitor, the participants had a chance to win a laptop. A total of 935 participants clicked the survey link, which makes the research quite dependable.

The most important result is that peer communication through social meida positively influences purchase intentions in two ways: a direct influence through conformity and an indirect influence by reinforcing precept involvement. This peer communication can be increased by strengthening individual-level tie strength with peers as well the group-level identification with a peer group.

Main strengths and Managerial Implications

One of the main strengths of this article is their data collection. The article used real life data to test their research, liked already discussed here above. Because of this real-fie data, the validity of the paper can be guaranteed.

This paper divides the managerial implications into three parties: implication for Marketers, implication for Online Advertisers and implication for Social Media Website Operators. I want to address the most important ones. This article can be used Online Advertisers for many reasons. Increasing activity of the users at social media platforms, may encourage visitors to build new kinds of relationships with the sponsoring organization. Besides, an advertiser that can use social media to respond effectively to consumer commentary on review sites gains a great advantage because it can engage customers in conversations to understand their needs and build relationships throughout the purchase and after purchase process.

 

X Wang, C Yu, Y Wei (2012) “Social media peer communication and impacts on purchase intentions: A consumer socialization framework”. Journal of Interactive Marketing, 26(4), 198-208

Healthcare at the heart of the digital revolution


Nowadays, we are used to make appointments for the doctor, dentist or other healthcare specialists through the phone. We dial the number of the practice, we dial our way through a phone menu and in the end, after waiting in line for a couple of minutes, we reach the assistant who tells us when our desired specialist is available for an appointment. This appointment scheduling is a daily struggle for doctors and clients. There are 8 billion European doctor appointments booked annually and doctors spend 18 hours a week on average scheduling these appointments.

Doctolib
Doctolib is a French startup that aims to make this process more efficient. The SaaS (software as a service) doctor booking platform is a service that finds nearby health professionals at whom the client can book and track appointments online. Doctolib uses cloud computing and the internet to improve healthcare access for patients in France.

The startup consists of a community of over 17.000 specialists such as dermatologists, dentists, surgeons, gynecologists, urologists, ophthalmologists and allergists. Doctolib collaborates with 435 healthcare centers, such as hospitals, clinics and other establishments.
The service is able to help reduce booking costs of healthcare specialists up to 30% and simultaneously help decrease no-shows up top 75%. Furthermore, Doctolib puts specialists on the map and make them more visible to clients. Through this, specialists get around 20 new clients per month. For the Software, healthcare specialists pay a monthly fee of €99,-.

The main goal of Doctolib is to help healthcare specialists with their appointment scheduling with online reservations. Doctolib strives to deliver a seamless healthcare experience for healthcare specialists and patients.

doctolib

Competition
That all sounds very impressive, but there are several players on the market that offer online reservation systems. The main advantage of Doctolib over its competition is that it uses cloud computing. Doctolib tries to offer an innovative, integrated experience through the cloud, to give doctors a clearer, up to date overview of their schedule. This requires large amounts of human effort and the dedicated employees of Doctolib get this done. That is why Doctolib has a competitive advantage, higher customer satisfaction and a market share of 80%. 

Efficiency criteria
Doctolib can be seen as efficient business model since patients are better off, doctors are better off and there are no other firms on the market that offer similar integrated solutions. Doctolib creates value for clients and doctors, if more participants of both groups use the software, both parties maximize their profitability. 

Future
The software is now only available for doctors in France, but Doctolib is currently working on an expansion towards Germany. The long-term purpose for Doctolib is to take over the entire European market.

All things considered, Doctolib has a bright and promising future. I am very curious what Doctolib will bring to the healthcare industry and if the Netherlands will soon be conquered by this tech startup.

schermafbeelding-2017-03-05-om-11-02-05

Sources:
Tsekouras, D. (2016), Lecture 1: Introduction to value co-creation, Rotterdam School of Management.

http://tech.eu/brief/doctolib-series-c/

Doctolib Grabs $20 Million For Its Booking Platform For Doctors

http://vator.tv/news/2017-01-27-doctolib-a-booking-platform-for-doctors-raises-26m

Get the London Look – Snap, Try and Buy


Any girl has heard about Rimmel London (remember: get the london look?) at least once in her life, or has seen the advertisements often containing a celebrity, such as Kate Moss. Now, unfortunately most of us do not look like Kate Moss (no offense), which means that make-up that looks amazing on her, might look a bit less amazing on us. But do you really wanna buy all the products she wears, only to realize that the look shown in the advertisement does not suit you?

Ofcourse not!

Luckily, Rimmel has realized this, and came up with a solution: the Get The London Look app! The app works as follows (Rimmel, 2017):

  1. SNAP – Take a picture of a makeup look in a magazine or from a real person
  2. TRY – Try her look virtually live in the app
  3. SHARE – Share your look with friends
  4. BUY – Buy any product from the app

So, for example, I see Kate Moss in a magazine (preferably in a Rimmel London ad, otherwise I still cannot buy the right product haha), I snap a photo of her look, try it out on myself and if I am unsure, I send the look to my friends. I was really eager to try out the app, but I couldn’t find it in the Dutch iTunes app store. Further, when I tried sending up for an email with the download link through the Rimmel London website, I could not click on ‘accept the terms & conditions’. Not a very good promotion of the app, I’d say 😉

So, what about the efficiency criteria?

If the app indeed works, the joint profitability criteria is definitely met. The consumers benefit from using the app, as they do not need to go the store to get a look done on them or buy unnecessary products that do not suit them. Even though the company had to invest in creating the app, the app will allow them -in my opinion- to obtain more customers. For example, when people try out looks and are happy they obtained a product, they will come back. Further, allowing customers to share looks with their friends will probably make their friends eager to use the app and purchase products as well.

Further, I think the app would be a lot of fun to use. It is always nice to see different make-up looks on yourself (as a girl, at least) and if you want to have extra fun, you can even try it out on guys 😉 To see for yourself, here are two screenshots from the app (taken from here in case you’d like to see more).

screen696x696 screen696x696-1

 

 

 

 

 

 

 

As with the Lancôme: future of beauty blog, the institutional environment is less relevant in this case. Further, the feasibility requirement is met, as the app already exists and has quite some positive reviews on the app store (see here).

If someone manages to download the app, please let me know what you think of it and perhaps we can try it out in class!

To find out more: https://uk.rimmellondon.com/get-the-look/virtual-makeover

What are you going to eat tonight?


We all have that moment once in a while that we don’t want to cook. But also ordering at Deliveroo or Foodora doesn’t sound that attractive anymore, since you feel like a regular customer already. You miss the home cooked meals of your mother, but don’t want to spend hours in the kitchen to make an attempt of copying her dish. What to do? AirDnD offers the solution.

What is AirDnD?
AirDnD is founded in 2015 by Rob Lagendijk and his motive is simple: it provides amateur and home chefs – you, me, your neighbour – the possibility to start their own mini restaurant in their home. “This is the moment to participate in the share economy and food is hot” are the words of CEO and founder Rob. AirDnD stands for Air Drink ‘n Dine. The platform is intended for home chefs, not for entrepreneurs. Other people can enjoy a home cooked mail by one of their neighbours by looking for interesting dishes on the platform itself.

So, how does it work exactly?
The platform is a two-sided market and creates a community between home chefs and people who wants to go out for a lovely home cooked meal. It solely depends on the value creation of the users and they put the customer in charge! Home chefs can create their own page where they can state their menu card, the prices for their different kind of dishes and even mention when they are ‘open’. You can specify your profile by telling other people how you live, what you like and how your house looks like.

People who wants to eat are also creating a profile, so that they can look for a home chef in their neighbourhood. After finding the ideal chef, you can make a reservation on the site. And before you know it, you are at the table with a couple of strangers at one of your neighbour’s house enjoying a nice, home cooked meal!

schermafbeelding-2017-02-17-om-22-20-52

Home chefs determine their own price for their dishes. For €15 you can enjoy a “Fishy lunch” or pay some more for a four-course menu including wine. AirDnD is asking 10% for each reservation. So if a home chef is asking €15 for their dish, the guest will pay €16,50. The payments are done through the platform.

Challenges of new business idea’s
A new business idea is always facing some challenges. Like many other starters, take UBER or Airbnb for example, AirDnD is coping with these challenges. The biggest burden AirDnD has to cope with is the “Koninklijke Horeca Nederland”. Royal Horeca Netherlands (KHN) pursues its activities to the best possible business environment for the hospitality industry. They are scared that AirDnD will take the customers away from current restaurants. The KNH thinks that the home chefs who are using AirDnD must comply to the same rules as restaurants. Otherwise the competition is unfair they claim.

And now?
The founder of AirDnD is not worried about this challenges and believes in his idea. In the first couple of weeks there were already 700 home chefs registering on the site. Within a year they have grown to over 2000 different home chefs, opening up their house to strangers to enjoy a home cooked meal and they are still growing. The philosophy of AirDnD is simple: they just want to create a unique experience and offer great food for food lovers!

What do you think?
Will AirDnD be a succes? And will you make use of the opportunity to eat a lovely home cooked meal by one of your neighbors?

Sources
Tsekouras, D. (2017, 2 February). Introduction to Customer Centric Digital Commerce. Accessed on https://bb-app01.ict.eur.nl/webapps/blackboard/content/listContent.jsp?course_id=_29596_1&content_id=_165770_1

www.rtlnieuws.nl/editienl/dineren-bij-thuiskok-woonkamer-schoner-dan-restaurant
www.airdnd.nl/platform/Search?search=rotterdam
www.airdnd.nl
www.khn.nl/themas/belangenbehartiging
binnenland.eenvandaag.nl/tv-items/62883/horeca_vreest_valse_concurrentie_van_hobbykoks_airdnd

 

 

Crowdsourcing as solution to distant search


Crowdsourcing may have been around for a long time, but the advent of the Internet and other communication technologies has opened up many possibilities for the phenomenon to play out. Nowadays crowdsourcing plays a bigger role in strategic management than ever before. This paper adresses that under certain circumstances crowdsourcing transforms distant search into local search, improving the effectiveness of problem solving for firms. Under certain circumstances a firm may choose to crowdsource problem solving rather than solve the problem internally or contract it to a designated supplier.

These circumstances depend on several factors: the characteristics of the problem, the knowledge required for the solution, the crowd, and the solutions to be evaluated. In the paper, the authors compare the different forms (designated contractor, internal sourcing and crowdsourcing) for every aforementioned factor. By outlining the circumstances under which crowdsourcing may be a better mechanism for solving some problems, this article helps deepen our understanding of firm boundaries. However, the paper mainly highlights the circumstances in which crowdsourcing is the optimal form, but does not consider the consequences of crowdsourcing. The paper was lacking of considering the legal base of crowdsourcing, in most crowdsource cases there is no contract. Workers can run anytime they want, and an idea might be reused in anytime. If the authors would consider some (negative) consequences the paper would increase in reliability.

A related business example which can be linked to the article is the Netflix Prize. Adding this competition element, the Netflix example is a typical form of tournament-based crowdsourcing. In 2006, Neflix launched the Netflix Prize, “a machine learning and data mining competition for movie recommendations.” Netflix intention with the $1 million prize  was that it may encourage a range of algorithmic solutions to improve the company’s existing recommendation program, Cinematch, by 10%. The Netflix Prize demonstrates the power of crowdsourcing in developing innovative solutions for complex problems. Further, it is an interesting example of how setting various stages in the competition can help further push teams to achieve new success by combining their solutions with other contestants.

As mentioned above, the characteristics of the required solution knowledge, the problem to be solved, the crowd, and the solutions to be evaluated all have an impact on a focal agent’s probability of crowdsourcing a problem. Furthermore, the paper addresses that IT moderates that relation. How? The Internet facilitates the performance of tasks through crowdsourcing, which involves more arm’s-length transactions than traditional outsourcing to a designated contractor. The potential improvements in problem solving costs and effectiveness that come from crowdsourcing could have important consequences for both existing and emerging strategies.

References:

Afuah, A., & Tucci, C. (2012). Crowdsourcing as a solution to distant search. The Management Review

https://digit.hbs.org/submission/the-netflix-prize-crowdsourcing-to-improve-dvd-recommendations/

 

Why Recommendation Agents Should Let Us Participate


“I see you are looking at our infinite range of stuffed animals, may I help you find what you need?” They are the salespeople of the online retailers; recommendation agents (RA’s). By capturing our perceived preferences based on browsing patterns or interests, RA’s aim to understand our needs. Not an unnecessary luxury of any sort, as the complexity and amount of information we are confronted with often exceeds our limited information-processing capacities and thus the benefits of RA’s can turn into costs. (Dabholkar, 2006; West et al., 1999). If there would be a Maslow pyramid for online shopping needs, it would be the bottom layer; a basic need, indeed.

However, one recommendation agent does not fit all. Different websites use different types of RA’s and the extent to which we can interact with these systems is heavily influenced by the interface design and its dialogue initiation process. Ranging from extensive questionnaires to not even a “hello, I’m here”, the possibility to participate in a two-way dialogue depends on the online salesperson you have encountered. But does the quality and quantity of customers’ input really matter?

In their lab based experiment, using existing RA’s in a controlled setting, Dabholkar and Sheng (2011) show that greater consumer participation in using RA’s leads to more satisfaction, greater trust and higher purchase intentions with respect to the recommended products and the system itself. Existing research already elaborates on the effects of participation in decision making on satisfaction, trust and purchase intentions in the offline and online context (Driscoll, 1978; Chang et al., 2009; Yoon 2002). In addition, much research has been conducted in the RA field, but upon this point failed to combine these two topics.

A great strength in Dabholkar and Shengs’ research, is the fact that there is a significant importance in understanding these relationships in the RA field as they are of huge strategic importance to online marketers. Therefore this topic is highly relevant. Moreover, by adding the dimension of financial risk, the authors are able to also identify that higher product prices moderate the need of participation in the RA context. This gives marketers insight for which products their recommendation agents should have high/low levels of possible interaction and therefore are able to personalize their RA’s per product and possibly increase purchases.

But, there are also a few limitations that need to be taken into account. One could argue that the used sample is non-representative for the online shopping population, as it completely consisted of college students with an average age of 21.91. Although the authors highlight the fact that the largest share of the Internet population is aged 18-32, it is not unthinkable that a student’s perception of financial risk differs from a middle aged person with substantially more spending power. Besides, students perceptions of trust in the online shopping context may be not completely representative, as they grew up with the Internet.

Summarizing, Dabholkar and Sheng give great insights in the effects of consumer participation in RA’s on satisfaction, trust and even purchase intentions. However, generalizability at this point is questionable, so further research across different age groups needs to be conducted to validate these results. But for now; Does your customer base primarily consist of students? Then it is time to revaluate your online salespeople. Get them to communicate with us, we would love to talk!

 

Chang, C. C., Chen, H. Y., & Huang, I. C. (2009). The interplay between customer participation and difficulty of design examples in the online designing process and its effect on customer satisfaction: Mediational analyses. Cyber Psychology & Behaviour, 12(2), 147-154.
Dabholkar, P. A. (2006). Factors influencing consumer choice of a ‘rating web site’: An experimental investigation of an online interactive decision aid. Journal of Marketing Theory & Practice, 14(4), 259-273.
Dabholkar, P. A., & Sheng, X. (2011). Consumer participation in using online recommendation agents: effects on satisfaction, trust and purchase intentions. The Service Industries Journal, 32(9), 1433-1449.
Driscoll, J. W. (1978). Trust and participation in organizational decision making as predictors of satisfaction. Academy of Management Journal, 21(1), 44-56.
West, P. M., Ariely, D., Bellman, S., Bradlow, E., Huber, J., Johnson, E., . . . Schkade, D. (1999). Agents to the Rescue? Marketing Letters, 10(3), 285-300.
Yoon, S. J. (2002). The antecedents and consequences of trust in online-purchase decisions. Journal of Interactive Marketing, 16(2), 47-63.

Mapping the Impact of Social Media for Innovation


Facebook, YouTube, Instagram, Wikis, Twitter – Social media (SM) are everywhere. Those websites and applications allow the creation and exchange of user-generated content in a community setting (Kaplan & Haenlein, 2010). The users are not only private people, but also companies are exploring SM as a tool for commercial success. Next to outbound marketing, SM are also applied to enhance business interactions as part of the innovation and product development process (Kenly & Poston, 2011). However, so far new product development (NPD) through social media channels can only be observed anecdotally. Specialized consultancies also jump on the train and offer their services to get a piece of the pie (Accenture Interactive, 2017). But how nourishing is this pie?

The impact of SM on innovation performance was investigated in a study by Roberts, Piller and Lüttgens (2016). The analysis of 186 companies contributed to a better understanding of the dynamics between SM activities and NPD performance. The idea to use SM for innovation and NPD purposes is not novel. However, their study reveals some surprising results:

  • Gathering information from SM channels can lead to higher performance, but only when embedded in complementary, formalized processes. A defined structure and sequence for the flow of activities provides control, helps to reduce uncertainty and mitigates risk.
  • The relationship between SM usage and innovation performance is not entirely positive. An extremely broad application of SM results in a negative performance effect for all kind of innovation projects.
  • The relationship between seeking market-related and technology-related information in the open innovation context is complementary. Leveraging this dependency has a significant positive effect on NPD performance.
  • SM is better suited for gathering need information than for accessing solution information. Depending on the information needed, the explicit SM channels (forums, social networks, blogs, wikis etc.) differ.

These findings imply the positivity of SM for a firm’s innovation performance. But I personally doubt its large-scale effectiveness. After having screened the literature for mentioned best-practice examples, there are enormous differences between companies in how they leverage and exploit benefits of SM usage for innovative efforts. The involvement of customers into new product creations for consumer goods rather resembles the characteristics of a marketing or market research tools. Haribo asked its fan base to vote on new flavors for a special edition during the 2014 soccer world cup. Home-appliances manufacturer Liebherr invited its customers to participate in a fridge-design competition. In contrast to that, I found technology-oriented companies, like NASA, or IBM in collaboration with Topcoder, to give their followers far more influential power by posting demanding challenges. This is surprising, because the study stated SM to be more suitable for gathering needs than (technical) solutions. So, is there a difference between industries concerning the successful integration of SM in NPD? Are technology companies simply more knowledgeable in utilizing SM? Or are their users simply identifying more with the product and thus engaging in NPD processes? The multitude of questions call for a further investigation of the results in relation to different industries and specific firm capabilities in dealing with SM. Hence, up to now how nourishing and likely this cake for businesses and consultancies is, might still be questionable and has to be answered for individual initiatives specifically.

 


References

Accenture Interactive (2017). Social Media: Optimization to Harness Innovation. Retrieved February 15, 2017, from https://www.accenture.com/us-en/insight-social-media-optimization-harness-innovation-summary

Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business horizons53(1), 59-68.

Kenly, A., & Poston, B. (2011). Social Media and Product Innovation: Early Adopters Reaping Benefits amidst Challenge and Uncertainty. In A Kalypso White Paper. Kalypso.

Roberts, D. L., Piller, F. T., & Lüttgens, D. (2016). Mapping the Impact of Social Media for Innovation: The Role of Social Media in Explaining Innovation Performance in the PDMA Comparative Performance Assessment Study. Journal of Product Innovation Management33(S1), 117-135.

The Visible Hand? Demand Effects of Recommendation Networks in Electronic Markets


When you watch a movie on Netflix, when you listen to music on Spotify, when you watch clips on Youtube, when you search for connections on LinkedIn or when you are shopping online on Bol.com, it appears often that you come across a sentence like: “you might also like”, “people you may know”, “customers who bought this item, also bought…”. Sometimes this suggestion might interest you and you click on it, but that is not always the case. Why do these recommendations appear and how do companies find the correct ones to recommend? What do these products have in common and how do they influence each other?

unknown

This paper of Oestreicher-Singer and Sundararajan (2012) explains these questions by focusing on online product or copurchase networks. In these networks, related products that each have their own network position, are linked to each other. The associations among products, and thus the product’s virtual shelf positions, are visible to the customers through recommendation hyperlinks. The main result states that this visibility of networks can cause a threefold average increase in the influence that complementary products, and thus not only recommended products, have on each other’s demand levels and that it amplifies the shared purchasing of complementary products.

To come to this result, data about the copurchase network of 250,000 books sold on Amazon.com is collected, which is used to test how demand levels are related. The data are tested on three types of possible correlations in demand. Firstly the visible network neighbours with explicit visible hyperlinks. Secondly the complementary products without visible hyperlinks, but with related demand which is controlled for unobserved sources of complementarity that might exist regardless of a visible hyperlink by constructing three alternative sets of complementary products and finally the similar environmental conditions with similar individual or environmental characteristics of the products. Besides these types of correlations, the study found that demand is also affected by the product’s individual characteristics of price, secondary market offers, vintage, in-degree and assortative mixing.

Strength of this study is that a real life setting is used to test the interdependencies, which increases the validity. Downside however is that the study is only about books. For the generalizability, it would be better to also look at other products and services such as movies, cameras or clothing.

The most remarkable outcome, besides the main result, is probably that this visibility has a stronger influence on newer and more popular products, because they ‘use’ the attention of their network position more efficiently. Recently published products are more influenced by neighbouring products, because the effect of observational learning on sales will be smaller when a consumer already has a strong prior idea of a product. Additionally, the conversion rate of recommendations that originate from more popular products is higher and sequentially the same level of total incoming traffic from fewer, more popular sources is associated with higher demand.

This study is important, because as the importance of electronic commerce continues to grow, the ability to control cross-product effects in electronic markets has become a key strategic marketing lever for firms, especially with new and popular products, and that is exactly why you see recommendation sentences when you shop online.

 

Sources

Oestreicher-Singer, G., Sundararajan, A. (2012) The Visible Hand? Demand Effects of Recommendation Networks in Electronic Markets. Management Science 58(11):1963-1981.

Tsekouras, D. (2017) ‘Session 2: Personalization & Product Recommendations, Rotterdam: Rotterdam School of Management (9th of February 2017).

Recommendation networks and the long tail of e-commerce


Nowadays, we almost can’t imagine online shopping without recommendations systems. Popular electronic commerce websites like Amazon, Bol.com, Asos.com and so on all have a section with products they personally recommend to their customers. This is often displayed as: ‘You may also like…’ showing multiple products related to the ones you have recently viewed.

Integrating social networks like Facebook and Instagram into the world of electronic commerce is on the up and can contribute to the personalized recommendation systems of online retailers. In this way, customers get personalized recommendations based on what friends in their networks bought. This makes the less popular products, which customer normally not have looked for, more visible and stimulates consumers to buy products that they normally wouldn’t have found. These products are known as ‘the Long Tail’ products and are often presented as ‘Customers like you also bought…’.

To put it differently, if consumers get e-commerce recommendations based on their networks, the level of awareness for less popular products will increase. This means that the distribution of revenue and demand is influenced and shifts more towards a long tail distribution and away from selling primarily the most popular products. Simply by peer-based recommendations, customers will buy more and different products than they would normally have.

 

Research done by Oestreicher-Singer & Sundararjan (2012), investigates the impact of peer-based recommendations on the demand and revenue distribution. They research the influence of network-based recommendations on the online sales of 250.000 books from online retailer Amazon.com. The research shows that by recommending books based on what friends in customers’ networks bought, the distribution of demand and revenue is highly influenced. The researchers focused on the top 20% most popular and top 20% most unpopular products.

Categories of unpopular books that were displayed based on peer-recommendations experienced a 50% increase in revenue whilst the commonly unpopular books experienced a 15% decrease in revenue. This meant that the unpopular books suddenly became more visible to customers which led to an 50% increase in sales.

That all sounds quite impressive, but one could not say that this 50% increase was only caused by the visibility of products through recommendations. Different other contemporary factors also contribute to the redistribution of demand and revenue of consumers. Lower search costs and higher product variety for instance, have a great influence on the long tail of e-commerce.

 

All things considered, e-commerce is highly influenced by the power of social networks. The influence of recommendation networks positively affects to phenomenon of the long tail demand. Selling less of more rather than more of less is going to characterize the e-commerce demand curve in the future. The implementation of ‘what other customers like you bought’ will continue to impact our online shopping behavior. If companies implement the right recommendation systems to influence consumer demand, the opportunities are endless!

 

Sources:

Anderson, C. 2006. The Long Tail: Why the future of Business Is Selling Less of More. Hyperion Press.

 

Brynjolfsson, E., Hu, Y., and Smith, M.D. 2006. From Nichees to Riches: Anotomy of the Long Tail. Management Review 47(4) 67-71.

 

Oestreicher-Singer, G., & Sundararajan, A. (2012). Recommendation networks and the long tail of electronic commerce. MIS Quarterly

“Buy a present for my wife” said Jan to the phone


This year St. Valentine’s Day caught millions of men by surprise, again, leaving them wondering what present to buy for their partners. What if somebody or something could perform this burdensome task in a timely manner? There might be a solution…

Viv

Viv is an intelligent personal assistant introduced to the market on May 9, 216 and acquired by Samsung in October 2016. Similar products such as Siri, Google Now, Microsoft’s Cortana and Amazon’s Alexa can perform some basic tasks but nothing beyond the tasks they’ve been programmed to do. Due to artificial intelligence, Viv can generate code by itself and learn about the world as it gets exposed to more user requests and new information.

This makes it by no means a universal product. Viv is expected to learn and store information about every user, and learn with time how to serve him or her personally. For example, if the owner asks: “I need to buy a present for my life for St. Valentine’s Day”, Viv should be able to predict what a suitable present would be or perhaps book a table for two at a fancy restaurant downtown.

Continue reading “Buy a present for my wife” said Jan to the phone

Synetiq- Crowdsourced Neuromarketing


For my third blogpost, because of my personal ties, I decided to research interesting Hungarian startups. In the past years, many interesting startups appeared in Budapest such as Presi or Tresorit, that inspired new founders and investors and boosted the whole startup scene in Hungary. The business I choose to present emerged from this creative boom and belongs to one of the most innovative and promising Hungarian companies.

Continue reading Synetiq- Crowdsourced Neuromarketing

The technical weakness of Bitcoin


Bitcoin, the coin of the people. But is it truly? Let’s first get back to how bitcoins work. The bitcoin is the first decentralized digital currency that you can send through the internet. Bitcoin goes directly from person to person, which means that the fees are much lower, you can use them in every country, your account cannot be frozen and there are no arbitrary limits. Although, this is what bitcoin promised at the launch in 2008 (WeUseCoins, 2011).

Continue reading The technical weakness of Bitcoin

Pack Up and Let’s Go Somewhere!


Always wanted go on a vacation, but put off by the tedious work of research, planning and calculating the budget?

Pack Up + Go is a new type of travel agency that can get rid of all the hassle and frustration by planning the vacation for you! They make reservation for all the necessary accommodations, and they plan your itinerary to the finest details. Till now this sounds just like a mere extension of service compared to the traditional travel agency. But what really sets Pack Up + Go apart is that they will not reveal your destination until you leave (Packupgo, 2016). In a broad sense, this is similar to Hotwire, where the identity of the hotel remains secret till you have booked it.

Continue reading Pack Up and Let’s Go Somewhere!

Patreon: Will you be my Patron?


In the last few years a lot of crowdfunding platforms have appeared or gained popularity after Kickstarter had its big success story. People like to invest in ideas they find interesting or that suit to their unmet needs. Kickstarter and IndieGogo are two examples of crowdfunding platforms for entrepreneurs who want to start a business or develop a product. However in recent years these several crowdfunding platforms have taken on different roles in providing funding (Floship, 2015).

Continue reading Patreon: Will you be my Patron?