Lisa Gansky:企业的未来是“网状”經濟共享

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http://dotsub.com/view/ea839310-f2a9-462f-87c6-ccda3d3ff925
Lisa Gansky:企业的未来是“网状”經濟共享
今天我要谈的话题，我称之为“网” 我们和生活中事物间的关系 发生了根本变化 先说说—— 虽不能一概而论—— 但有时 我们只需利用一些产品和服务 并不需要占用它们 于是我们追求更容易地分享 更好的事物 我们很早就学会分享 分享交通 分享红酒与食物 也包括在阿姆斯特丹咖啡厅里的 美妙经历 我们分享其它娱乐方式 体育馆、公园 音乐厅、图书馆 大学 这些都是分享平台 但所有分享平台 正如我所说 都是为了“分享”而设
一说到“网” 我都想到，它的驱动因素是什么 为何发生在现在 我想先给你们讲讲几点要素 作为背景介绍 第一，经济衰退 它让我们 重新审视我们日常生活中的 事物与其价值的关系 想达到 物有所值 第二，人口增长 和城市密度增加 人数不断增加，空间不断减少 物品也在减少 气候变化 我们试图为 我们的个人生活、社会 和整个地球减压 此外，还包括最近对各行各业 知名品牌，全球知名品牌的 不信任 故事就这样拉开了序幕 研究表明，在美国 加拿大和西欧 大多数人更愿意接受 本土公司 或闻所未闻的品牌 但以前，我们只选择 我们百分百相信的大品牌 最后 人与人间存在着前所未有的 紧密联系 我不是说你挨着别人坐的情况
（笑声）
还有一点值得我们注意的是 过去几十年来 我们投入大量金钱 这笔投资 所投入的巨款 如今为我们带来巨大利益 实体基建 它允许我们实现人和物 在两点间的转移 还有网络和手机 连接彼此 创建各种平台和系统 在这些科技 和基建上的投入 让我们获益良多 我们得以用新奇 有趣的方式沟通
对我而言，网状公司，传统网状公司 实现了以下这3点： 人们彼此间的连接 很多人和这些移动设备形影不离 它们有全球定位系统和上网功能 能让我们随时随地 联系他人、搜索信息 第三，你能在地图上 找到实物 比如餐厅，还有其他场所 全球定位系统和其它科技也有类似功能 例如无线射频识别技术 它还有更高级的功能 我们能追踪移动中的物体 如汽车、出租车、运输系统 不受时空限制的一个盒子 它让人们在很多情况下 能以比购买更方便 和廉价的方式 接触产品和服务
例如，我想光顾Zipcar（美国汽车租赁商） 你们谁试过和别人 共享汽车或自行车？ 很多人|好，谢谢 Zipcar其实 是全球最大的汽车租赁公司 但汽车租赁并非他们发明 汽车租赁最先起源于欧洲 其中一位创始人后来去了瑞士 看到它在某些地方的流行后 说：“看起来很棒 或许我们能在剑桥试试。” 于是把这个理念带到了剑桥 她们，两位女性，建立了这间公司 罗彬·切斯是另一位创始人 Zipcar有几点做得很好 第一，他们清楚认识到 品牌是灵魂，而产品只是躯壳 他们在汽车租赁包装上 做法很聪明 他们添加了性感和新鲜的元素 让人们渴望拥有它 若你是会员 当你成为了会员，你就是它的主人 他们选择的汽车不像古老的警车 让人感觉空洞沉闷 他们选择性感的汽车 选择大学生作为目标市场 他们确保了汽车 与目标市场特征相符 创造了美妙的体验 汽车干净、可靠，性能良好
他们把品牌打造得很出色 但他们同时清楚了解到 他们不是汽车公司 他们知道自己只是信息公司 因为如果我们是买车 我们见到买家，进行交易，交易完毕 一切都很快完事 但若你租车和提供租车服务 你可能选择雷诺 若你要搬家，就可能选择卡车 若你要去机车接你阿姨，你选择小轿车 若你要去山上滑雪 你要把各种所需器材 放到车上 同时他们在幕后 收集所有关于 消费者行为和需求的数据 这不只是抉择问题 我认为Zipcar 和其它网状公司不得不 给我们制造惊喜 提供贴心服务 因为我们给他们提供了大量信息 他们能真正看到 我们如何移动 他们很擅长去猜测 我们的下一步行动
你认为一个人一天中 会有多久在用车？ 占多大比例？ 你们猜？ 很好 一开始 我猜大概20% 美国和西欧 是8% 就当做是10%好了 剩下90%的时间 这个敲了我们一大笔钱的物品 对个人而言，同时我们的城市为它而建 还有其他因素 90%的时间，它被闲置一旁 因此 我认为网状的另一个重点 其实是，若我们好好利用 被我们抛弃的物品 它们还是有很大的使用价值 Zipcar的诞生，Zipcar在2000年建立
去年，2010年 两间汽车公司建立 一间在英国，叫Whipcar 另一间在美国，叫Relayrides 他们都是点对点汽车租赁公司 汽车租赁成功的两点要素是 一，有车 二，离你所在地 很近 而离你家或公司很近的 很可能是你邻居的车 闲置的可能性也大 于是这种交易方式诞生了 Zipcar在十年前，2000年 成立 他们花了六年时间 找到1000辆车子投入服务 而在去年四月成立的Whipcar 他们花了六个月 就找来了1000辆汽车 很有意思 人们在自己不用车时 把车租给邻居 每月能有200-700美元的额外收入 把度假别墅的概念用到汽车上 今天我在这里的原因 我希望在座也有从事 汽车商业的人 （笑声） 我在想，从科技来说 我们有有线电视 配备无线上网的笔记本电脑 若某一天你们能开间汽车公司 能随时提供租赁服务，那就太棒了 这给人们带来极大的便利 同时也为车主提供了其他选择 我认为这总有一天会实现
网状交易的机遇和挑战 像Zipcar和Netflix这种 全职网状交易公司 或其他有很多汽车公司 汽车制造商 开始提供 自己的汽车租赁服务 以及新生品牌 或只是个测试，我认为 让租赁服务拥有无法抗拒的魅力 我们在生活中也体验到 分享的魅力 问题在于如何让它成为如何一个 大规模的循环？ 我们还知道，我们在社会网络中彼此连接 很容易让事情有 事半功倍的效果 因为我们彼此连接，这种效果传播得更快 若我遇上糟糕的事 我在推特上发牢骚，或我告诉身边的五个人，一传十十传百 反之亦然 效果更明显
洛杉矶有间LudoTruck 和其他流动食品车类似 但他们获得了巨大成功 总而言之，或许因为我是技术型企业家 我把食物看作一个平台 平台诱惑力很大 Craigslist（大型免费分类广告网站） iTunes和iPhone开发商网络 各种网络，还有Facebook 这些平台吸引各种开发商 和所有人 分享他们的想法和机遇 针对某个目标群体 创作应用程序 坦白说，惊喜连连 我想在座各位 没人会预料到Facebook及其周边 各种运用程序的诞生吧 例如，两年前 当Mark宣布 他们打算追随这个平台
这么看来，城市也是个平台 当然了Detroit耶是个平台 它们吸引 制造商、艺术家和企业家 激起源源不断的创造力 让一个城市变得欣欣向荣 它吸引人们参与到其中 而城市自古以来 吸引各种人的加入 但同时也有其他可能性 例如，城市部门 能公开传输数据 美国已有七、八个城市 提供传输数据 各个开发商也在开发各种应用程序 有天我在波特兰喝咖啡 才刚喝到一半 咖啡厅里的告示板 突然显示 下一班公车将在3分钟后到达 火车将在16分钟后到达 我在咖啡厅里亲眼看到 这个可靠、真实的数据 所以我能及时喝完咖啡
如今我们在美国也能享受此班美妙待遇了 大概21%的 周边区域缺乏活力 生机和人气 还有一点——多少人 听说过弹出式商店？ 很好。我很喜欢这种商店 这是网状的一个很好例子 在奥克兰我家附近 有各种餐厅 有个弹出式商店每三周出现一次 他们为美食家 举办了一个很棒的 社交活动 非常有趣，这一切发 后来 在它持续了一年后 他们开始出租、创造和延伸 一个冷清的小区 开始变得很有活力 人气很旺 举个例子 在我看来，弹出式商店其中一点贡献 就是创造了 它创造了所有商人最爱听的一个词 售罄 能够专注于信任和关注 是件很棒的事
我们在这张网中所看到的 在这个我们创建的平台中所拥有的 允许我们将其定义、改进和扩大规模 允许我们能像企业家那样测试事物 进入市场 与人们沟通 聆听、改进和回归 低投入、高产出 网状特性很强 其基础是前提条件
今天的谈话即将结束，总而言之 我想鼓励大家 我也乐意分享我的失败经验 但不是大庭广众之下 （笑声） 我只想强调一点很重要的事 当我们想节约 当我们想做到宽宏大量 对社会有所贡献 为创造更好的经济状况 和环境而行动 我们要分享失败的故事 举个简单例子 2007年，Velib（自行车出租服务商） 来到巴黎 提出一个大胆的建议 提供大型自行车出租服务 他们犯下很多错误 同时也取得过巨大成功 但他们一切都很透明，或许不得已而为之 但他们告诉公众 哪条路可行，哪条路不可行 于是巴塞罗那的B.C. 和B-cycle 还有伦敦的鲍里斯自行车出租公司 没人重蹈 它的覆辙 不必再为在巴黎那样的失败教训 付出昂贵的学费 我们彼此连接，也要学会 分享成功与失败
我们在一个新起点上 我们所面临的 网状公司的未来 将吸引更多人的眼光，但尚在起步阶段 我有个工商名录的网址 刚开始只有1200间公司 在最后两个半月 数量多达3300 每天都在稳定增长 但仍在起步阶段
我想邀请所有人加入我们的行列
非常感谢


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Lisa Gansky: The future of business is the "mesh"
I'm speaking to you about what I call the "mesh." It's essentially a fundamental shift in our relationship with stuff, with the things in our lives. And it's starting to look at -- not always and not for everything -- but in certain moments of time access to certain kinds of goods and service will trump ownership of them. And so it's the pursuit of better things easily shared. And we come from a long tradition of sharing. We've shared transportation. We've shared wine and food and other sorts of fabulous experiences in coffee bars in Amsterdam. We've shared other sorts of entertainment -- sports arenas, public parks, concert halls, libraries, universities. All these things are share platforms, but sharing ultimately starts and ends with what I refer to as the mother of all share platforms.

And as I think about the mesh and I think about, well what's driving it, how come it's happening now, I think there's a number of vectors that I want to give you as background. One is the recession -- that the recession has caused us to rethink our relationship with the things in our lives relative to the value -- so starting to align the value with the true cost. Secondly, population growth and density into cities. More people, smaller spaces, less stuff. Climate change. We're trying to reduce the stress in our personal lives and in our communities and on the planet. Also, there's been this recent distrust of big brands, global big brands, in a bunch of different industries. And that's created an opening. Research is showing here, in the States, and in Canada and Western Europe that most of us are much more open to local companies, or brands that maybe we haven't heard of. Whereas before, we went with the big brands that we were sure we trusted. And last is that we're more connected now to more people on the planet than ever before -- except for if you're sitting next to someone.

(Laughter)

The other thing that's worth considering is that we've made a huge investment over decades and decades, and tens of billions of dollars have gone into this investment that now is our inheritance. It's a physical infrastructure that allows us to get from point A to point B and move things that way. It's also, Web and mobile allow us to be connected and create all kinds of platforms and systems. And the investment of those technologies and that infrastructure is really our inheritance. It allows us to engage in really new and interesting ways.

And so for me, a mesh company, the classic mesh company, brings together these three things: our ability to connect to each other -- most of us are walking around with these mobile devices that are GPS-enabled and Web-enabled -- allows us to find each other and find things in time and space. And third is that physical things are readable on a map -- so restaurants, a variety of venues, but also with GPS and other technology like RFID and it continues to expand beyond that, we can also track things that are moving, like a car, a taxicab, a transit system, a box that's moving through time and space. And so that sets up for making access to get goods and services more convenient and less costly in many cases than owning them.

For example, I want to use Zipcar. How many people here have experienced car sharing or bike sharing? Wow, that's great. Okay, thank you. Basically Zipcar is the largest car sharing company in the world. They did not invent car sharing. Car sharing was actually invented in Europe. One of the founders went to Switzerland, saw it implemented someplace, said, "Wow, that looks really cool. I think we can do that in Cambridge," brought it to Cambridge and they started -- two women -- Robin Chase being the other person who started it. Zipcar got some really important things right. First, they really understood that a brand is a voice and a product is a souvenir. And so they were very clever about the way that they packaged car sharing. They made it sexy. They made it fresh. They made it aspirational. If you were a member of the club, when you're a member of a club, you're a Zipster. The cars they picked didn't look like ex-cop cars that were hollowed out or something. They picked these sexy cars. They targeted to universities. They made sure that the demographic for who they were targeting and the car was all matching. It was a very nice experience. And the cars were clean and reliable, and it all worked.

And so from a branding perspective, they got a lot right. But they understood fundamentally that they are not a car company. They understand that they are an information company. Because when we buy a car we go to the dealer once, we have an interaction, and we're chow -- usually as quickly as possible. But when you're sharing a car and you have a car share service, you might use an E.V. to commute, you get a truck because you're doing a home project. When you pick your aunt up at the airport you get a sedan. And you're going to the mountains to ski, you get different accessories put on the car for doing that sort of thing. Meanwhile, these guys are sitting back, collecting all sorts of data about our behavior and how we interact with the service. And so it's not only an option for them, but I believe it's imperative for Zipcar and other mesh companies to actually just wow us, to be like a concierge service. Because we give them so much information, and they are entitled to really see how it is that we're moving, they're in really good shape to anticipate what we're going to want next.

And so what percent of the day do you think the average person uses a car? What percentage of the time? Any guesses? Those are really very good. I was imagining it was like 20 percent when I first started. the number across the U.S. and Western Europe is eight percent. And so basically even if you think it's 10 percent, 90 percent of the time, something that costs us a lot of money -- personally, and also we organize our cities around it and all sorts of things -- 90 percent of the time it's sitting around. So for this reason, I think one of the other themes with the mesh is essentially that, if we squeeze hard on things that we've thrown away, there's a lot of value in those things. What set up with Zipcar -- Zipcar started in 2000.

In the last year, 2010, two car companies started, one that's in the U.K. called WhipCar, and the other one, RelayRides, in the U.S. They're both peer-to-peer car sharing services, because the two things that really work for car sharing is, one, the car has to be available, and two, it's within one or two blocks of where you stand. Well the car that's one or two blocks from your home or your office is probably your neighbor's car, and it's probably also available. So people have created this business. Zipcar started a decade earlier in 2000. It took them six years to get 1,000 cars in service. WhipCar, which started April of last year, it took them six months to get 1,000 cars in the service. So really interesting. People are making anywhere between 200 and 700 dollars a month letting their neighbors use their car when they're not using it. So it's like vacation rentals for cars. Since I'm here -- and I hope some people in the audience are in the car business -- (Laughter) -- I'm thinking that, coming from the technology side of things -- we saw cable-ready TVs and WiFi-ready notebooks -- it would be really great if, any minute now, you guys could start rolling share-ready cars off. Because it just creates more flexibility. It allows us as owners to have other options. And I think we're going there anyway.

The opportunity and the challenge with mesh businesses -- and those are businesses like Zipcar or Netflix that are full mesh businesses, or other ones where you have a lot of the car companies, car manufacturers, who are beginning to offer their own car share services as well as a second flanker brand, or as really a test, I think -- is to make sharing irresistible. We have experiences in our lives certainly when sharing has been irresistible. It's just, how do we make that recurrent and scale it? We know also, because we're connected in social networks, that it's easy to create delight in one little place. It's contagious because we're all connected to each other. So if I have a terrific experience and I Tweet it, or I tell five people standing next to me, news travels. The opposite, as we know, is also true, often more true.

So here we have LudoTruck, which is in L.A., doing the things that gourmet food trucks do, and they've gathered quite a following. In general, and maybe, again, it's because I'm a tech entrepreneur, I look at things as platforms. Platforms are invitations. So creating Craigslist or iTunes and the iPhone developer network, there are all these networks -- Facebook as well. These platforms invite all sorts of developers and all sorts of people to come with their ideas and their opportunity to create and target an application for a particular audience. And honestly, it's full of surprises. Because I don't think any of us in this room could have predicted the sorts of applications that have happened at Facebook, around Facebook, for example, two years ago, when Mark announced that they were going to go with a platform.

So in this way, I think that cities are platforms, and certainly Detroit is a platform. The invitation of bringing makers and artists and entrepreneurs, it really helps stimulate this fiery creativity and helps a city to thrive. It's inviting participation. And cities have, historically, invited all sorts of participation. Now we're saying that there's other options as well. So for example, city departments can open up transit data. Google has made available transit data API. And so there's about seven or eight cities already in the U.S. that have provided the transit data, and different developers are building applications. So I was having a coffee in Portland, and half of a latte in and the little board in the cafe all of a sudden starts showing me that the next bus is coming in three minutes and the train is coming in 16 minutes. And so it's reliable, real data that's right in my face, where I am, so I can finish the latte.

There's this fabulous opportunity we have across the U.S. now: about 21 percent of vacant commercial and industrial space. That space is not vital. The areas around it lack vitality and vibrancy and engagement. There's this thing -- how many people here have heard of pop-up stores or pop-up shops? Oh, great. So I'm a big fan of this. And this is a very meshy thing. Essentially, there are all sorts of restaurants in Oakland, near where I live. There's a pop-up general store every three weeks, and they do a fantastic job of making a very social event happening for foodies. Super fun, and it happens in a very transitional neighborhood. Subsequent to that, after it's been going for about a year now, they actually started to lease and create and extend. An area that was edgy-artsy is now starting to become much cooler and engage a lot more people. So this is an example. The Crafty Fox is this woman who's into crafts, and she does these pop-up crafts fairs around London. But these sorts of things are happening in many different environments. From my perspective, one of the things pop-up stores do is create perishability and urgency. It creates two of the favorite words of any business person: sold out. And the opportunity to really focus trust and attention is a wonderful thing.

So a lot of what we see in the mesh, and a lot of what we have in the platform that we built allows us to define, refine and scale. It allows us to test things as an entrepreneur, to go to market, to be in conversation with people, listen, refine something and go back. It's very cost effective, and it's very meshy. The infrastructure enables that.

In closing, and as we're moving towards the end, I just also want to encourage -- and I'm willing to share my failures as well, though not from the stage. (Laughter) I would just like to say that one of the big things, when we look at waste and when we look at ways that we can really be generous and contribute to each other, but also move to create a better economic situation and a better environmental situation, is by sharing failures. And one quick example is Velib, in 2007, came forward in Paris with a very bold proposition, a very big bike sharing service. They made a lot of mistakes. They had some number of big successes. But they were very transparent, or they had to be, in the way that they exposed what worked and didn't work. And so B.C. in Barcelona and B-cycle and Boris Bikes in London -- no one has had to repeat the version 1.0 screw-ups and expensive learning exercises that happened in Paris. So the opportunity when we're connected is also to share failures and successes.

We're at the very beginning of something that, what we're seeing and the way that mesh companies are coming forward, is inviting, it's engaging, but it's very early. I have a website, it's a directory, and it started with about 1,200 companies, and in the last two and a half months it's up to about 3,300 companies. And it grows on a very regular daily basis. But it's very much at the beginning.

So I just want to welcome all of you onto the ride. And thank you very much.

(Applause)