_________________________________________________________________
英语书籍:Mesh(1)简介(ZT)
Traditional businesses follow a simple formula: create a
product or service, sell it, collect money. But in the
last few years a fundamentally different model has taken
root--one in which consumers have more choices, more
tools, more information, and more peer-to-peer power.
Pioneering entrepreneur Lisa Gansky calls it the Mesh and
reveals why it will dominate the future of business.
Mesh companies use social media, wireless networks, and
data crunched from every available source to provide
people with goods and services at the exact moment they
need them, without the burden and expense of owning them
outright. Gansky reveals how there is real money to be
made and trusted brands and strong communities to be built
in helping your customers buy less but use more.
_________________________________________________________________
THE MESH: Why the Future of Business Is Sharing by Lisa Gansky
Introduction
I was in Manhattan right around Christmas when an article about an
L.A. landscaper named Scott Martin caught my eye. The recession was
in full bloom, and Scott's business had been in the dumps. As
reported in the New York Times, Scott wasn't one to get all that
excited about Christmas, but there was one traditional sight that
roused his ire. He hated seeing all the dead trees lying on the curb
after the holiday, waiting to be hauled off to a landfill. Scott
decided that this year, instead of just complaining about the waste,
he would take advantage of it. As a landscaper, it would be simple
for him to grow a stock of trees. Why not rent people living
Christmas trees?
And that's exactly what he did. He set up a Web site offering
cedars, pines, cypresses, and redwoods in various sizes at
corresponding prices. He hired people with disabilities to tend to
the stock. He offered customers eco-friendly ornaments. At the
appointed time, Scott and a small crew, which included several of
his laid-off pals, gamely put on reindeer antlers and delivered the
trees to people's homes before the holiday. A couple of weeks later,
he reversed the process. The crews picked up the trees, along with
any wrapping paper to be recycled. Trees too big to save for the
next season were donated to an urban reforestation project. The crew
even offered to pick up their customers' Goodwill donations and drop
them off. Talk about holiday spirit!
Scott Martin had figured out a clever way to share Christmas trees,
and make money doing it. Instead of buying, owning, and then tossing
a tree, his customers got access to their trees precisely when they
wanted them. They had a greater variety of choices than the corner
lots offered. The service was fast and convenient. Customers used
Scott's site to pick their tree and delivery time (and one can
easily imagine how mobile phones and tweets could sharpen the
delivery details even further). No tying the tree to the roof of the
car with bungee cords. No tripping and falling on the stoop and
scratching your face. No wondering when the tree has become a fire
hazard, figuring out the day for the city pickup, and dragging the
needle-shedding tree carcass out to the curb. Customers could even
take comfort in reducing their carbon footprint just a little.
Like Scott's business, this book is about a simple idea: some things
are better shared. There is much to be said for owning things. But
the dominant ownership mindset has often blinkered our business
brains. The fact is that our commerce, not to mention our social
lives, has always depended on sharing. When you start looking for
them, "share platforms" are everywhere. During that holiday season
in New York, essential shared goods and businesses seemed to jump
out at me--hotels and apartment buildings, subways and taxis,
airports and planes, churches and libraries. All the things that
seemed to make New York...New York. Some are public, some private.
The entire infrastructure--from the telephone lines and wireless
networks, to streets and sidewalks, to public art and parks, to the
legendary NYFD--is shared.
Some of history's cleverest business minds understood the power of
share platforms, from the aggressive titans who made fortunes
building the nation's railroads to Conrad Hilton, who created the
first premier brand of international hotels. Now, a new era of
sharing-based businesses is beginning. Businesses as big as Netflix
or Zipcar, and as small as a guy who rents Christmas trees, have
figured out there is gold in giving people convenient access to
shared goods.
The new share-based businesses are bolstered and built on social
media. Using Web-enabled mobile networks, they can define and
deliver highly targeted, very personal goods and services at the
right time and location. Today, using a pocket-size mobile phone,
you can sit in a cafe while you map nearby hotel rooms, read
reviews, play a video of the lobby and guest rooms, compare prices,
negotiate a deal, request a recommended room, make a reservation,
pay for the room, and generate directions to the hotel from where
you're sipping your latte. In some places, your phone can send your
location to a taxi service and find someone nearby who wants to
share the cab. In the near future, the hotel's app may send you a
bar code that offers you a room upgrade and a free drink and then
opens the door to your suite, bypassing reception.
This shift represents much more than an improved reservation system.
Up to now, the information revolution has primarily swept through
industries and services that are or can be 'digital'--numbers, text,
sound, images, and video. Related sectors, such as banking,
publishing, music, photos, and movies, have undergone massive
change. Now, mobile networks are rapidly expanding that disruption
to 'physical' goods and venues, including hotels, cars, apparel,
tools, and equipment.
英语书籍:Mesh(1)简介(ZT)
Traditional businesses follow a simple formula: create a
product or service, sell it, collect money. But in the
last few years a fundamentally different model has taken
root--one in which consumers have more choices, more
tools, more information, and more peer-to-peer power.
Pioneering entrepreneur Lisa Gansky calls it the Mesh and
reveals why it will dominate the future of business.
Mesh companies use social media, wireless networks, and
data crunched from every available source to provide
people with goods and services at the exact moment they
need them, without the burden and expense of owning them
outright. Gansky reveals how there is real money to be
made and trusted brands and strong communities to be built
in helping your customers buy less but use more.
_________________________________________________________________
THE MESH: Why the Future of Business Is Sharing by Lisa Gansky
Introduction
I was in Manhattan right around Christmas when an article about an
L.A. landscaper named Scott Martin caught my eye. The recession was
in full bloom, and Scott's business had been in the dumps. As
reported in the New York Times, Scott wasn't one to get all that
excited about Christmas, but there was one traditional sight that
roused his ire. He hated seeing all the dead trees lying on the curb
after the holiday, waiting to be hauled off to a landfill. Scott
decided that this year, instead of just complaining about the waste,
he would take advantage of it. As a landscaper, it would be simple
for him to grow a stock of trees. Why not rent people living
Christmas trees?
And that's exactly what he did. He set up a Web site offering
cedars, pines, cypresses, and redwoods in various sizes at
corresponding prices. He hired people with disabilities to tend to
the stock. He offered customers eco-friendly ornaments. At the
appointed time, Scott and a small crew, which included several of
his laid-off pals, gamely put on reindeer antlers and delivered the
trees to people's homes before the holiday. A couple of weeks later,
he reversed the process. The crews picked up the trees, along with
any wrapping paper to be recycled. Trees too big to save for the
next season were donated to an urban reforestation project. The crew
even offered to pick up their customers' Goodwill donations and drop
them off. Talk about holiday spirit!
Scott Martin had figured out a clever way to share Christmas trees,
and make money doing it. Instead of buying, owning, and then tossing
a tree, his customers got access to their trees precisely when they
wanted them. They had a greater variety of choices than the corner
lots offered. The service was fast and convenient. Customers used
Scott's site to pick their tree and delivery time (and one can
easily imagine how mobile phones and tweets could sharpen the
delivery details even further). No tying the tree to the roof of the
car with bungee cords. No tripping and falling on the stoop and
scratching your face. No wondering when the tree has become a fire
hazard, figuring out the day for the city pickup, and dragging the
needle-shedding tree carcass out to the curb. Customers could even
take comfort in reducing their carbon footprint just a little.
Like Scott's business, this book is about a simple idea: some things
are better shared. There is much to be said for owning things. But
the dominant ownership mindset has often blinkered our business
brains. The fact is that our commerce, not to mention our social
lives, has always depended on sharing. When you start looking for
them, "share platforms" are everywhere. During that holiday season
in New York, essential shared goods and businesses seemed to jump
out at me--hotels and apartment buildings, subways and taxis,
airports and planes, churches and libraries. All the things that
seemed to make New York...New York. Some are public, some private.
The entire infrastructure--from the telephone lines and wireless
networks, to streets and sidewalks, to public art and parks, to the
legendary NYFD--is shared.
Some of history's cleverest business minds understood the power of
share platforms, from the aggressive titans who made fortunes
building the nation's railroads to Conrad Hilton, who created the
first premier brand of international hotels. Now, a new era of
sharing-based businesses is beginning. Businesses as big as Netflix
or Zipcar, and as small as a guy who rents Christmas trees, have
figured out there is gold in giving people convenient access to
shared goods.
The new share-based businesses are bolstered and built on social
media. Using Web-enabled mobile networks, they can define and
deliver highly targeted, very personal goods and services at the
right time and location. Today, using a pocket-size mobile phone,
you can sit in a cafe while you map nearby hotel rooms, read
reviews, play a video of the lobby and guest rooms, compare prices,
negotiate a deal, request a recommended room, make a reservation,
pay for the room, and generate directions to the hotel from where
you're sipping your latte. In some places, your phone can send your
location to a taxi service and find someone nearby who wants to
share the cab. In the near future, the hotel's app may send you a
bar code that offers you a room upgrade and a free drink and then
opens the door to your suite, bypassing reception.
This shift represents much more than an improved reservation system.
Up to now, the information revolution has primarily swept through
industries and services that are or can be 'digital'--numbers, text,
sound, images, and video. Related sectors, such as banking,
publishing, music, photos, and movies, have undergone massive
change. Now, mobile networks are rapidly expanding that disruption
to 'physical' goods and venues, including hotels, cars, apparel,
tools, and equipment.
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