Dois mindsets

Tão interessante, tão sintomático, tão emblemático... comparar o minset do texto deste artigo "Reporters Compare Ride-Sharing Apps to Taxis", pleno de números, preços, tempos, estatística, excel, eficiência, com o mindset do texto do segundo comentário:

"I wouldn't really compare ride-share drivers to taxis. I've never taken a taxi cab for non-business related reasons in my life but I take Lyft on a regular basis. I understand Lyfts price model and never really worry if it takes a little bit longer. Lyft doesn't have "professional" drivers, they have friendly people who I can connect with on a personal level. I don't really except a lyft driver to know every street and alleyway in a city. I expect them to take their time, use GPS and hold a thoughtful conversation." 

Eu gosto disto, é isto que fará com que Mongo se entranhe cada vez mais e produza mais diversidade, mais diferenciação, mais novidade, mais interacção.

Curiosidade do dia

"the capitalist era is passing - not quickly, but inevitably. The emerging Internet of Things is giving rise to a new economic system - the Collaborative Commons - that will transform our way of life.
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Rifkin describes how hundreds of millions of people are already transferring parts of their economic lives from capitalist markets to what he calls the global “Collaborative Commons.” “Prosumers” are making and sharing their own information, entertainment, green energy, and 3-D printed products at near zero marginal cost. They are also sharing cars, homes, clothes and other items via social media sites, rentals, redistribution clubs, and cooperatives at low or near zero marginal cost. Students are even enrolling in free massive open online courses (MOOCs) that operate at near zero marginal cost. And young social entrepreneurs are establishing ecologically sensitive businesses using crowdfunding as well as creating alternative currencies in the new sharing economy. In this new world, social capital is as important as finance capital, access trumps ownership, cooperation supersedes competition, and “exchange value” in the capitalist marketplace is increasingly replaced by “sharable value” on the Collaborative Commons.
Rifkin concludes that while capitalism will be with us for the foreseeable future, albeit in an increasingly diminished role, it will not be the dominant economic paradigm by the second half of the 21st Century. We are, Rifkin says, entering a world beyond markets where we are learning how to live together in an increasingly interdependent global Collaborative Commons."

Em sintonia com o que se escreve neste blogue há anos... e é isto que vai minar a Torre de Babel burocrática-fiscal em que vivemos.

Trecho retirado de "Zero Marginal Cost Society"

Dois países, duas abordagens

França:

• French government gives ground to protesters in taxi tussle

Holanda:

• Amsterdam adopts new private rental policy that benefits Airbnb hosts and the sharing economy

Recordar "Uma Tragédia dos Comuns" e "Nada que não fosse de esperar"

Material para a criação de cenários

Uma temática que costumamos abordar aqui, o futuro do emprego, o futuro dos carros, a economia da partilha e aluguer, e como tudo interage:

"For more than a century, big corporations existed because it was cheaper and more efficient to gather and own talent and the means of production in-house than it was to go out and find whatever you needed whenever you needed it. But today, networks and software are changing that.
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This fuels a movement toward smaller, lighter companies at the core, and the core is where people will have "jobs" - full-time gigs sitting alongside colleagues who all have similar full-time gigs. The cores will shrink, leaving fewer of these jobs. Instead, companies will outsource everything they can. (Moi ici: E, depois, alguém há-de interrogar-se, "Por que precisamos delas?")
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Jobs are being replaced by work. (Moi ici: E isto é algo que os "certificadores de competências", as universidades, vão ter de perceber que as pessoas vão precisar menos de canudos e diplomas e mais de conhecimento e aprendizagem contínua pragmática) Employees are being replaced by the talent cloud - an ephemeral place where micro-entrepreneurs and small groups of skilled people connect to the companies that need them.
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The sharing economy is the start of consumers outsourcing the assets they don't have to own. It is to consumers in the 2010s what "re-engineering" was to corporations in the 1990s: a way to slim down, spend smarter, and have more options.
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Cars are a perfect place to start. They are wildly expensive and, with the exception of minivans owned by suburban soccer moms with three kids, shamefully underutilized."

Trecho retirado de "Your Garage May Be the Next Target of 'Un-Scaling'"

Um exemplo português

Um exemplo português da economia da partilha, do aluguer, das tribos, de Mongo em "SlowFastCycles".
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Ainda este Domingo reparei, na Rua Costa Cabral, no Porto, por volta das 13h, um grupo de ciclistas à porta de uma loja de porta aberta que me parecia servir esta tribo.

Um exemplo para a sua empresa

Ao ler "Car-sharing rivals: Here is how to fight Uber" recordei logo aquela frase de Beinhocker sobre as estratégias não serem eternas e, sobre como o sucesso cria as raízes para o insucesso futuro:

"Uber is going for scale (Moi ici: Para aproveitar, para capitalizar o sucesso actual, tomou esta opção legítima) — a landgrab if you may — and as a result it is paying a lot less attention to the quality of drivers it is trying to bring on board. The more drivers it has, the faster Uber can take you to your destination. Just as Google used supersonic web-speed to serve up search results and made us addicts of their service, Uber is looking to use scale — more cars and more drivers — to reduce time to dispatch and time to destination. It is a smart and winning strategy, except it comes at a cost. (Moi ici: Os famosos trade-offs, não há almoços grátis)
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While Google can tweak its algorithms to control quality, Uber has no such option. As Uber has scaled, it has brought on a lot of untried drivers: folks who might have cleaner cars, but who struggle with even basic tasks such as knowing what routes to take without the help of a GPS, so you end up giving them directions. There are other qualitative issues, often pertaining to driving skills. Many would say that you get what you pay for, but these issues are not unique to UberX and have spread to the higher-end service as well.
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For Uber rivals, this is another substantial opening. Price cuts and pink mustaches are only going to get you so far against a company that has scaled so quickly and has hundreds of millions of venture dollars at its disposal. By having tighter controls around quality of cars and driver qualifications those rivals can start to offer a qualitatively better experience, and start to carve out a niche for themselves.
Just as people go to Nordstrom for a better service experience versus say Macy’s or Bloomingdales, the rivals can make themselves known for quality. Maybe it is time for rivals to develop different strategies and stop trying to out-Uber Uber."

Perante um concorrente maior, com mais poder de marketing, com vantagem de custos, com... não desespere. Não coloque o seu futuro no exterior, no papá-Estado por exemplo. Assuma o locus de controlo no interior e analise a situação.
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Como podemos fazer a diferença?
Onde podemos ter uma vantagem?
Onde podemos fazer batota?
Onde podemos copiar David na sua luta com Golias?
Qual o pior terreno para o Golias se movimentar?

Já depois de escrito e alinhado para publicação, li "Fixed vs. Growth: The Two Basic Mindsets That Shape Our Lives"

O pico da produção automóvel no Ocidente

Já o escrevemos aqui várias vezes, o pico da produção automóvel no Ocidente já ocorreu, por causa da demografia, por causa da concentração urbana, por causa da consciência ambiental, por causa da ascensão dos modelos de negócio baseados na partilha e aluguer.

"Did you know for instance that starting in 2006, annual miles driven in the U.S. have dropped year over year? We are now at 1996 levels. Telecommuting, Internet shopping, higher gas prices, car sharing, and urbanization mean that we need fewer cars
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From where I sit, three major shifts will move the car from a depreciating asset that every family owns to a mesh of hardware, software, and services that meet our transportation needs in a multidimensional way that destroys our assumptions of what a car is.
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The trend is not good for car makers: fewer miles driven, more urban living, car sharing on the rise, digitally empowered services like Uber and Lyft. To survive, car brands must use the new technologies and social trends to transform themselves into service companies that provide mobility to their customers, rather than just cars"

Trecho retirado de "The Car As You Know It Is Dead".
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BTW, já imagino governos futuros, em vários países, a tentarem salvar um sector automóvel desenhado para um nível de produção impossível de suster naturalmente.

A reacção anti-Mongo

""I want to challenge the status quo, but in a way that's constructive," Mr. Chesky says. "There were laws created for businesses, and there were laws for people. What the sharing economy did was create a third category: people as businesses. . . . They don't know whether to bucket our activity as person or a business."
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by far Airbnb's most significant obstacle has come from those who want to protect the status quo - hotel companies and governments collecting lucrative occupancy taxes that they say Airbnb and its hosts avoid paying. New York is Airbnb's most lucrative market, and the company's battle with Attorney General Eric Schneiderman is no doubt being watched closely by his peers across the country.
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Four months ago, Mr. Schneiderman subpoenaed data on all of Airbnb's 15,000 New York hosts. In pursuing Airbnb, the attorney general may be protecting New York's 14.75% occupancy and sales tax, but he's also not disappointing the city's 30,000-plus unionized hotel workers."

Trechos retirados de "Brian Chesky: The 'Sharing Economy' and Its Enemies"

Now we're talking (part III)

Parte I e parte II.
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O artigo referido na parte II, permitiu-me chegar a Arun Sundararajan. A coluna do lado direito é uma fonte muito interessante.

""This is the first stage of something more profound, which is the ability of people to structure their lives around doing multiple sharing-economy activities as a choice in lieu of a 9-to-5, five-day-a-week job," said Arun Sundararajan, a professor at New York University." (aqui)
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"As this model becomes more mainstream, consumer spending in the sharing economy will make up “at least a single-digit percentage” of gross domestic product in five years, Sundararajan estimates. Policy makers should start thinking about creating “metrics that capture the use of assets, not just the sale of assets” to more comprehensively monitor the health of industries, he said."(aqui)

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E este negócio "Rent the Chicken"?! (aqui)

"Now we're talking" (parte II)

A propósito de "Now we're talking", o António Santos, no FB chamou-me a atenção para este artigo "Jeremiah Owyang: Profiting From A Collaborative Economy".
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O artigo chama a atenção para outra característica de Mongo, a economia da partilha e do aluguer, tantas vezes referida aqui no blogue (ver marcadores).

"It’s being called the “Sharing Economy,” “Mesh Economy,” “Collaborative Consumption,” and now the “Collaborative Economy.”
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Access is being made affordable to those who previously could not pay for hotel rooms, a rented car, a vacation yacht, one-of-a-kind jewelry, a gourmet meal served in a private room, or industrial or commercial space for a nascent company. In all these cases sharing or collaboration is involved. So is modern technology such as mobile, social media, sensor, data and location.
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Perhaps it’s all a temporary phenomenon, festered by the lingering remnants of the most persistent economic downturn in 65 years; perhaps it is representative of a permanent new way of doing business. The evidence seems to be pointing toward the latter, and many experts see it as sufficiently significant as to be defined as a new economy, one likely to disrupt many aspects of the old one.
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While people have been bartering, forming collectives, helping each other for centuries, there is something new and different going on today. Back in simpler times, these acts of sharing and collaboration all took place on the community level, where people knew each other by reputation and knew who to trust in business or confidences. Now it can go global and work in real time."

O futuro do emprego em Mongo

Um tema já várias vezes abordado aqui no blogue, Mongo vai mudar a forma como o emprego é visto, tema desenvolvido em "The Rise of the Naked Economy: How to Benefit from the Changing Workplace" (aqui, por exemplo).

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Os sinais da evolução estão por todo o lado:
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Por exemplo em "The Rise of Invisible Work" (onde se fala do emprego criado e não contabilizado)

"In the previous year, according to numbers crunched by the consulting firm HR&A Advisors, Airbnb had helped generate $632 million in economic activity throughout town, supporting 4,580 "jobs." Its hosts – individuals often held up as direct competition to major hoteliers – were making on average $7,530 a year renting out their homes. And the visitors they welcomed stayed longer (6.4 nights on average) than the typical New York tourist, and spent more money in the process ($880 at New York businesses).
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So far, the sharing economy’s impact has been largely unseen because we (and the Bureau of Labor Statistics) are used to counting employment in whole jobs, or part-time jobs, not something-I-do-on-the-side-while-I-freelance jobs.(Moi ici: Recordar o caso português dos empresários em nome individual em "Estou sempre a aprender") Currently, companies like Airbnb, and Etsy, and Sidecar enable tens or hundreds of thousands of people who are even further down the food chain than “small businesses.” They’re micro-entrepreneurs doing something so nontraditional we don’t even know how to measure it.
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There’s a creative destruction element to the sharing economy that theoretically threatens hotels or cab companies, or even the auto manufacturers who used to build and sell cars to 25-year-olds who’d now rather use Zipcar instead.
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The sharing economy is fundamentally premised on new technology, and it's creating new jobs exactly like this for the developers and programmers on the back end of Etsy’s platform or SideCar’s app. But that’s not the most interesting part of this story.
“eBay’s impact hasn’t been on the thousands of tech jobs it created for eBay,” Sundararajan says, “but on the hundreds of thousands of sellers it created.”
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That’s where the real economic impact here lies, and it’s not actually clear if all of those people – Uber drivers, Etsy sellers, Airbnb hosts – need more complex skills than what was required of them a decade ago. If you sell furniture on Etsy that you built with a Makerbot 3D printer that you keep in your living room, your skills probably have grown more advanced.
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But, for the most part, the sharing economy is not creating new machines that people must learn to use to produce more stuff. It’s creating new marketplaces to access familiar things in better ways.
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“Google comes, hundreds of tech jobs are created, and there’s a lot of hoopla about these things,” he says. “Meanwhile, Etsy is quietly creating massive amounts of employment, and they’re not counted as jobs.”"

 Por exemplo em "Flexibility: The New Definition of Success":

"Right now, and perhaps even more so in the future, success may be about maximal autonomy and flexibility to do interesting work and get paid a living for it, as opposed to vertical ambition."

Por exemplo em "The art and craft of business":

"The maker movement can no longer be dismissed as just a bunch of tech-loving amateurs. In November Etsy published a study based on a survey of 5,500 of its American sellers, of whom 88% were women. Although 97% worked from home, 74% said they considered their Etsy shops to be businesses, not hobbies. Although most said they used Etsy to top up earnings from other work, 18% said that it was their full-time job. Mr Dickerson sees this as the start of a trend, particularly among women and under-30s, towards work with flexible hours, based on a personal interest and done at home.
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Maybe. But the rise of Etsy may say more about consumers than about sellers. “People are getting tired of the same old big-box retail products,” says Mr Dickerson, adding that young adults in particular are attracted by the life stories of the sellers whose products they buy. Presumably with Amazon in mind, he says this “could not be more different than mass-produced items delivered to you by drone.”"

Subscrição, uma variação do aluguer

Relacionado com "A ascensão dos modelos de negócio baseados na partilha ou aluguer" encontro este texto:

"Para o próximo ano, a grande tendência no mundo do comércio eletrónico é a aposta nos serviços de subscrição, um modelo de negócio que garante estabilidade de rendimentos aos vendedores e um serviço mais completo aos consumidores, que recebem em casa, periodicamente, os produtos que pediram.
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Os empreendedores que estão por detrás de algumas novas empresas afirmam que apreciam a flexibilidade que o modelo permite, assim como o desenvolvimento de relações mais profundas com os clientes. Meredith Lantz e Joe Barwin, fundadores da Bitters + Bottles, uma loja de bebidas alcoólicas de gama alta no sul de San Francisco, têm tanto uma montra física como um serviço de subscrição que oferece envios mensais de bebidas espirituosas raras e cocktails clássicos. «O melhor com uma subscrição é ter regularidade e passar algum tempo a familiarizar-nos com uma coisa de cada vez», indica Lantz. «Podemos ser aquilo que os nossos clientes decidirem que querem que sejamos nesse dia», acrescenta.
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Os modelos de subscrição são também uma forma de cultivar a lealdade.
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Também as empresas digitais se estão a mover na direção dos serviços de subscrição. A Adobe basicamente descontinuou o seu popular produto Photoshop e oferece agora um serviço de subscrição sediado na cloud, o Adobe Creative Cloud. Scott Morris, diretor-sénior de marketing de produto para a nova abordagem da Adobe, refere que a ação surgiu como parte de um esforço mais abrangente para baixar os custos para os consumidores e maximizar a eficiência.
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«As nossas equipas de engenharia já não precisam de esperar 12 a 24 meses para lançarem as mais recentes inovações (Moi ici: É como as revistas digitais que se publicam mensalmente, é ficar preso a uma limitação que era imposta pelos átomos, com bits isso pode ser contornado) – que é o velho modelo, quando tínhamos de esperar que todas as novas soluções estivessem prontas até termos as suficientes para justificar a criação e um envio que os clientes estivessem dispostos a pagar», afirma Morris. «Agora podemos deixar de “perseguir o upgrade” e focar-nos apenas em entregar um fluxo constante de inovação», conclui. (Moi ici: Recordo logo o truque para viver num mundo sem patentes... a inovação contínua, a moda)

Trechos retirados de "Subscrição domina Internet"

A ascensão dos modelos de negócio baseados na partilha ou aluguer

Uma das tendências nos novos modelos de negócio que aqui vamos registando há alguns anos é a da ascensão dos modelos baseados na partilha ou aluguer em vez da posse.
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Já em tempos aqui falei sobre a experiência de aluguer de jeans relatada em "For Rent in Europe: Trendy Jeans, Washing Machines"
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Um ponto que me deixa a pensar é este:

"The deal shows how companies are trying to reconnect with Europe's cash-strapped consumers, who increasingly rely on renting, sharing or even bartering for products and services ranging from clothing to vacations to lawn mowing.
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"Everything that has to do with collaborative consumption is absolutely on the rise, and that has to do with people having less money to spend," said Lucia Reisch, a professor of consumer issues at the Copenhagen Business School."

Será que o motivo principal para este sucesso é a crise, ou é antes uma mudança da percepção que as pessoas têm da sua relação com os objectos?

Industrie 4.0

Mão amiga fez-me chegar esta apresentação

Industria 4.0 from Carlos da Cruz

Comecei a vê-la e parecia que estava a ver um resumo deste blogue:

• 1. a importância da experiência para os clientes percepcionarem valor
• 2. a personalização, a customização, Mongo e o Estranhistão
• 3. a importância da proximidade e da autenticidade
• 4. a internet of things (IoT)
• 5. o controlo remoto... quando mostrar esta imagem a uma empresa que está a engonhar para lançar esta função para os empresários seus clientes
• 6. a impressão 3D
• 7. smart objects (not)
• 8. o reshoring 
• 9. regulamentação (not)
• 10. a sustentabilidade
• a digitização da produção
• a produção flexível
• a produção social, a partilha e aluguer
• a exploração de big-data

Há um mundo novo por explorar com base num novo modelo de negócio

Quando falo e escrevo sobre a economia da partilha e do aluguer, penso sobretudo a nível de consumidores.
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Contudo, esta semana tive duas experiências que me chamaram a atenção para a validade do conceito no mundo do B2B.
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Primeiro, numa conversa com um empresário de calçado, comecei a ouvir a história do costume no sector, um aumento das encomendas, a capacidade das máquinas de corte a ser levada para lá da capacidade nominal... e o receio em investir numa nova máquina. Depois, ainda acrescentou:

"As máquinas hoje em dia ficam ultrapassadas num instante!"

Na minha mente começou a dançar a ideia, por que é que os fornecedores não mudam de modelo de negócio e, deixam de vender máquinas e passam a prestar um serviço de aluguer de máquinas... vencia-se a barreira do capital para o investimento da compra inicial, as empresas ficavam mais flexíveis e podiam actualizar as máquinas com mais frequência.
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Entretanto, ontem, no hall de entrada de uma empresa encontrei isto:

Manual Técnico de Aluguer

E ao folhear não pude deixar de juntar as peças e pensar que há um mundo novo por explorar com base num novo modelo de negócio... e voltamos ao postal do início da semana "Abraçar a mudança em vez de tentar incorporá-la"

O progresso da economia da partilha

Isto sai fora dos radares de indicadores tradicionais que ilustram o desempenho de uma economia:

"It took four years for Airbnb to serve its first 4 million guests — a number which has grown to 9 million in the nine months since the end of last year. In the time since CEO Brian Chesky spoke at YC’s Startup School in 2010, the service has grown more than 73x, according to Blecharczyk."

Trecho retirado de "Airbnb Has Now Served 9M Guests Since Being Founded, Up From 4M At The End Of Last Year"

BTW, dois conselhos funadamentais:

" try to serve a few users that love their product, rather than many who just like it.
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 “do things that don’t scale.”"

Lidar com o modelo de negócio da partilha/aluguer

Faz amanhã 2 anos que usei aqui no blogue pela primeira vez o marcador "aluguer" para caracterizar os modelos de negócio baseados não na posse mas no acesso através do aluguer. BTW, em Janeiro de 2012 comecei a usar outro marcador, "partilha", para caracterizar o mesmo tema.
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Quando penso nos desenvolvimentos, nas consequências decorrentes de uma adopção generalizada desses tipo de modelos de negócio, vejo facilmente:

"Sharing has some stark implications for business. Overall demand for first-time purchases may shrink for products that consumers can use communally. The million people carmakers sold to last year can now rent to their neighbors, becoming a de facto million new competitors. Sharing platforms also allow for almost infinite product variation. Hotels, for example, now face hundreds of unique competitors at every price point, offering everything from couches to penthouse suites. The cumulative effect may be to shrink markets and narrow margins."

Menos empregos, menos impostos, analistas ludibriados pelas estatísticas, pois continuarão a ler os números da mesma maneira apesar da realidade ter mudado, menos pegada ambiental.
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O que raramente equaciono é esta possibilidade para as empresas:

"The real opportunity for product companies will be to evolve an array of services to increase the value that consumers (and those they share with) gain from using their products, for example, building in the ability to disengage a car’s security system via smart phone to allow private car-sharing.  This can expand the scope of interaction with consumers, moving from a narrow buy/sell transaction to a long-term relationship over the entire user experience. In the process, companies can gain more data and insight about the usage of their products.
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Astute companies will have an opportunity to evolve from product/service vendor to trusted advisors who show consumers how to maximize the value of the products and services they are using. Trusted advisors will benefit from powerful economies of scope: the more they know about users, the more helpful they can become."

E faz todo o sentido.
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Trechos retirados de "What the Sharing Economy Means for Business"

Mongo também passa por isto

Claro, para os fanáticos das estatísticas como medidor da felicidade de um povo, isto só representa recessão, desemprego e menos impostos, "The drivers behind the rise of the collaborative economy".

Isto é poderoso!!!

Via Paulo Peres (obrigado, parceiro de S. Paulo) cheguei a este artigo "Welcome to the ‘Sharing Economy’" que descreve o nascimento da Airbnb.
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A Airbnb é uma boa metáfora da economia de Mongo, a economia do "little guy", do micro-empreendedor, a economia com muitos modelos de negócio baseados na partilha e aluguer.
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O Paulo salientou a "confiança" associada a estes modelos de negócio e a esta partilha/aluguer.
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Como somos todos pessoas diferentes com percursos de vida diferentes, vivendo em países diferentes, saliento outros tópicos:

"On July 12, Chesky told me, “Tonight we have 140,000 people around the world staying in Airbnb rooms. Hilton has around 600,000 rooms. We will get up to 200,000 people per night by peak this summer.” Airbnb has 23,000 rooms and homes listed in New York City alone, and 24,000 in Paris. Worldwide, “we have listings in 34,000 cities and 192 countries,” added Chesky. “We are the largest short-term rental site of its kind in China today, and we have no office there.”"

 Os incumbentes têm de se sentir ameaçados com estes novos modelos de negócio!
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Quantos empregos tradicionais e mal pagos desaparecem por causa destes novos modelos de negócio?
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Há anos sublinhei aqui no blogue algumas "sovietices" que a hotelaria tem de gramar em Portugal (quase de certeza "sovietices" promovidas a lei pelos gigantes incumbentes para barrarem a entrada no mercado do "little guy", basta recordar:

""Em que deve assentar a nova Lei dos empreendimentos?
A actual é muito paternalista e determinista, com o Estado a definir tudo, incluindo, até, a dimensão que um quarto deve ter."

A Airbnb face a esta normalização à la Magnitogorsk propõe à la Mongo:

"We have dozens of yurts, caves, tepees with TVs in them, water towers, motor homes, private islands, glass houses, lighthouses, igloos with Wi-Fi; we have a home that Jim Morrison used to live in; we have treehouses — hundreds of treehouses — which are the most profitable listings on our Web site per square footage. The treehouse in Lincoln, Vt., is more valuable than the main house. We have treehouses in Vermont that have had six-month waiting lists. People plan their vacation now around treehouse availability!”
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In 2011, Prince Hans-Adam II offered his entire principality of Liechtenstein for rent on Airbnb ($70,000 a night), “complete with customized street signs and temporary currency,”"

O trecho que se segue é, talvez, o mais querido ao meu coração:

"Airbnb has also spawned its own ecosystem — ordinary people who will now come clean your home, coordinate key exchanges, cook dinner for you and your guests, photograph rooms for rent, and through the ride-sharing business Lyft, turn their cars into taxis to drive you around. “It used to be that corporations and brands had all the trust,” added Chesky, but now a total stranger, “can be trusted like a company and provide the services of a company. And once you unlock that idea, it is so much bigger than homes. ... There is a whole generation of people that don’t want everything mass produced. They want things that are unique and personal.”" 

Mongo é isto, o triunfo dos "little guys", dos micro-empreendedores, e o triunfo da autenticidade, do customizado. Morte a Metropolis que nos raptou para a produção em massa, viva Mongo onde o único e pessoal vivem e prosperam!!! E é aqui que o Paulo e eu nos encontramos, tudo motivado pela "trust".
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Agora reparem nisto:

"There’s more. In a world where, as I’ve argued, average is over — the skills required for any good job keep rising — a lot of people who might not be able to acquire those skills can still earn a good living now by building their own branded reputations, whether it is to rent their kids’ rooms, their cars or their power tools. “There are 80 million power drills in America that are used an average of 13 minutes,” says Chesky. “Does everyone really need their own drill?”" 

Qual o impacte deste último sublinhado?
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Serão necessárias menos lojas, menos vendedores, menos fábricas, menos operários, menos extracção de minérios, menos mineiros e menor pegada ambiental sem abaixamento do nível de vida!!!

"The sharing economy  — watch this space. This is powerful."

Espaço para uma private joke, alguns vão achar que se há muitos "little guys" a fazerem pela sua vida, sem chatearem ninguém, então, isso é sinal de que o IVA tem de ser aumentado.

Mongo - big change for brands and also for jobs

Ao longo dos últimos anos temos aqui referido várias vezes o fenómeno da economia da partilha e do aluguer.
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Aqui "Will the Sharing Economy Destroy Brands?":

"These services, which allow consumers to share their cars, homes, or possessions with one another, or to pay for a car only at the time they use it, are part of a new movement called “the sharing economy.” This move to an economy where consumers buy less and share more represents a big change for brands and also for jobs.
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A future in which car-sharing and ridesharing become the dominant forms of transportation has major implications for the automobile industry, for example, with its hundreds of thousands of manufacturing and sales jobs. Likewise, Airbnb and VRBO (vacation rental by owner) have big implications for the hospitality industry, another large employer."

Nada é eterno, a economia está sempre em evolução.
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Aquilo a que chamamos "emprego" vai ter de mudar. Afinal, aquilo a que chamamos "emprego" foi uma criação para a economia do século XX.