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Three Differentiation Strategies for Competing in the Sharing Economy…

- - - - Uber is as a prime example of the thecnology differentiation strategy.
        
        One the one hand, Uber leverages technology to discover potentially new ways of providing services. To achieve this, it collects large amounts of data on the users and the shared resources and uses data mining techniques on the collected data.
        
        Data mining enables Uber to uncover unused capacity and to expand its business by
        
        Uber's focus on technology enables it to be more efficient tan competitors. For instance, Uber uses unique algorithms that increase the efficiency of the platform by pooling formerly unreleated transactions.
  - - - Organizations following this strategy use partnerships to position themselves against competitors by signing contracts to obtain (exclusive) Access to resources and infrastructure
        
        Or to offer value-adding services for their users.
    - - SWA Carsharing SWA Carsharing also uses partnerships to provide complementary services or to scale the business by extending the physical boundaries of the service.
        
        Its services are focused on short distances in one city, which means its customers could be at a disadvantage compared to customers of international car sharing providers like car2go or DriveNow.
  - - - Instead of simply offering a product, an experience is sold, with the experience being generated throught social interaction or through the resource itself.
    - - Users of BlaBlaCar’s service want to know with whom they will be interacting, and they may even choose a ride that is able to highlight this interaction.
        
        The social component is therefore very important for BlaBlaCar.
- - - - The business operates regionally (e.g., in one city or district)
        
        In Partnership is a recommended strategy
    - - The business has no regional limitations
        
        In Technology and User Experience is a recommended strategy
  - - - External resources (e.g., parking spaces) are needed for successful transactions
        
        In Partnership is a recommended strategy
    - - The firm provides every resource needed for a successful transaction
        
        In Technology and User Experience is a recommended strategy, but in Partnership is an applicable (but low priority) strategy
  - - - The market is new and growing with only selected competitors
        
        In Partnership and User Experience is a recommended strategy
    - - The market is more mature, and you already have traditional competitors
        
        In Technology is a recommended strategy, and in Partnership and User Experience is an applicable (but low priority) strategy
  - - - The offered resources are commodity goods
    - - The offered resources are unique or expensive
        
        In User Experience is a recommended strategy
  - - - The value for users is experiential
        
        In User Experience is a recommended strategy
    - - The value for users is social
        
        In User Experience is a recommended strategy
    - - The value for users is functional
        
        In Technology and Partnership is a recommended strategy
  - - - The offered resources are highly diverse (e.g., different items or apartments)
        
        In Partnership and User Experience is a recommended strategy
    - - The offered resources are similar (e.g., standardized car sharing vehicles)
        
        Im Technology is a recommended strategy