Collaborative consumption in the blink of an eye: CPH Bike SOS

8/10/2019 Collaborative consumption in the blink of an eye: CPH Bike SOS

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COLLABORATIVE CONSUMPTION IN THE BLINK OF AN EYE

International Summer University Program at CBS, 2014

Mobile reputations: Corporate communication and reputation management in the sharing and

collaborative consumption era

Collaborative consumption in the blink of an eye: CPH Bike SOS

Course code: CCMVI2012U

Course instructors:

Dr. Betty Tsakarestou, Pantheon University

Patricia Plackett - Department of Operations Management (OM)

Student: Desislava Dobreva

CPR:270191-3550

Submission date: 01.08.2014


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Executive summary

This paper, created with the intention of going into depth in a relatively new phenomenon

called Collaborative Consumption a concept that revolves around sharing and collaboration

between individuals - examines the key drivers behind it and provides examples of key players in

this new era of shared economy. Furthermore, it discusses challenges and critics opinions related to

the concept and makes all the information relevant by telling the experience and learning outcomes

of the author, Desislava and her team during a Hackathon event. The main goal of the team was to

develop a new online platform enabling collaboration based on reputation and trust, in this case a

mobile application called CPH Bike SOS. The lessons learned turn out to be extremely helpful in

terms of creating a mobile platform with the intention of providing help for people in need of

bicycle repair after working hours and enabling people to collaborate in order to successfully

receive and provide help to each other. The paper is divided into two main parts, the first one

discussing the rise of collaborative consumption and the circumstances around it and the second one

- providing insight into the Hackathon Experience in the context of the sharing economy.


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Table of contents

INTRODUCTION ...................................................................................................................... 4

SO WHAT IS THIS SHARED ECONOMY AND WHY DID IT CHANGE LARS LIFE?. 4

UNDER THE MICROSCOPE:COLLABORATIVE CONSUMPTION............................................................ 5

WHAT LIES BEHIND IT? ...................................................................................................................... 5

REPUTATION AND TRUSTTHENEW CURRENCIES .......................................................................... 7

KEY PLAYERS OR WHO WE CAN LEARN FROM ................................................................................ 9

DOES EVERYONE AGREE? ............................................................................................................... 10

MY HACKATHON EXPERIENCETHE GOOD, THE BAD AND THE AMAZING........ 11

WHY COPENHAGEN? ....................................................................................................................... 13

OUR BUSINESS MODELAND EVERYTHING THAT GOES WITH IT................................................ 14

WHAT WAS LEARNED ..................................................................................................................... 15

OUR SOCIAL MEDIA STRATEGY ...................................................................................................... 16

FROM THEORY TO ACTION.............................................................................................................. 16

WHAT COMES NEXT? ......................................................................................................... 17

REFERENCES ....................................................................................................................... 19

APPENDIX 1 .......................................................................................................................... 20

APPENDIX 2 .......................................................................................................................... 21


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Introduction

Lars was a nice guy he had lots of friends, a nice family and many possessions that he

adored. He had earned a lot of money in the past few years and he invested it mainly in

furnishing his new house, buying a new car he rarely used and starting a new business.

However, his business was struggling he could not understand why consumers, who in the

past did not care much about the price, were now disregarding his hotel in their choice of

accommodation while traveling. He had posted his hotel in all the relevant websites and yet, he

was losing money. One day, while wondering what strategy he should adopt, he heard about

something called Airbnb and he decided to check it out. Lars will always remember that day as

the day that changed everything for him. A year later, Lars had started two new businesses

based on something called Shared Economy and he had become a well-known speaker on

topics related to it. His lifestyle had also changed drastically. For instance - he now shares his

car with other people, instead of keeping it in the garage to collect dust and host spiders.

SoWhat Is This Shared Economy And Why Did It Change Lars Life?

We can start by calling what we are in today a paradigm shift. A shift towards valuing

experiences more than valuing goods and preferring access to ownership. In other words, as Rachel

Botsman, a global thought leader who has become the poster child for promoting collaborative

consumption frames it - usage is starting to trump possession. Botsman has managed to frame the

concept of sharing economy in a way no one else had before. As she states, collaborative

consumption is a powerful cultural and economic force reinventing not just what we consu me, but

how we consume. (Botsman, 2010). What is happening is that we are on the fast track of moving

from passive consumers to creators, and finally - to collaborators.


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I have divided this paper into two main partsfirstly I explain in depth what the shared economy is

and how it is currently evolving, and secondly I go into my own experience during this course,

including the Hackathon event and how I managed to improve my viewpoint on the way I thought

business should be done.

Under The Microscope: Collaborative Consumption

If we think about it, we are not simply consumers anymore and businesses are starting to

recognize this. We have become prosumers1in an era that is surely going to last more than anyone

would think. Why? Because we have started to not only consume, but also shape the products that

we use, and there is no going back from that. What we are witnessing is the emergence of a

completely new ecosystem, one where we are all interconnected and interdependent, unlike any

other hierarchical system. If this is not convincing enough, let us think about something else that

will never let us go back to what was before technology. It has created a market for things that

never used to have a marketplace, for instance - letting strangers stay into your home might have

once seemed like a crazy idea, but now just ask Lars there is Airbnb and it uses power

technology to build trust among strangers. It has everything to do with empowerment and people

making connections. Personal relationships now mean more than empty transactions ever did and

this is in the core of the shared economy.

What lies behind it?

This leads us to the key factors driving this economy forward and the first one can be found

in a platform called Udacity a website offering massive open online courses. Their aim: to

empower our students to advance their education and careers. The question here is, what is this

1

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organization doing that is so special and has such value in the shared economy? The answer - it is

breaking down physical barriers. As Clay Shirky explains, the barriers that have before prevented

like-minded people to come together are now falling apart.It is as simple as that if we want to

learn, we do not need to go to a private tutor or to pay money to go to courses in a specific place at

a specific timewe can do it from our homes anytime, day or night.

Botsman identifies four main drivers for this change in consumer behavior and firstly she

notes the torrent of peer-to-peer social networks and real-time technology fundamentally changing

the way consumers behave, which best explains our Udacity example. She also mentions the

renewed belief in the power of the community, which is definitely the most important factor for the

participants in the shared economyby engaging in a community and establishing trusting online

and offline relationships with other people, the way we consume is irreversibly changing. She also

notes the pressing unresolved environmental concerns and, of course, the global recession.

Continuing with my own examples, another key driver behind the shared economy is the

desire to make already existing markets more efficient as in the case with Uber. Uber is a mobile

application that links self-employed drivers to customers without the need to call or stop a taxi. As

we can imagine though, the company has faced a certain backlash from taxi industries, arguing that

companies like Uber and Lyft have an unfair advantage. However, should innovation be hindered

simply because companies based on an old business model do not even want to try to compete? My

opinion on the topic no, it should not. Startups like Uber have the same right as any other

company on the market to try to attract customers. And they do it effortlessly because they

represent an easier to use and cheaper alternative to regular taxis. We are in a time where social

media is becoming the main source of news and events and population growth is providing us with

even more opportunities for sharing resources and services. As Lisa Gansky states, there is gold in

giving people convenient access to shared goods (Gansky, 2010). There have been cases where


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whole industries and jobs have simply disappeared due to the emergence of a new and better

alternative check-out clerks, due to the automated check-out lines; production workers being

replaced by robots and automation; and an even greater example: cotton weavers were disrupted by

the machines of the early Industrial Revolution in England, causing them to collapse from one of

the highest paid industries at the time, to disappearing almost entirely. That being said, if new

technology and more innovative startups really do have an (unfair) advantage, their competitors had

better aim at regaining their customers trust and attention, instead of attempting to squash the new

companies via regulations, lobbyists and lawyers.

Reputation And TrustThe New Currencies

When people pay attention, they remember, sometimes for a long time (Diermeier, 2011).

When a company enters the stage of a reputational crisis, people will certainly pay attention. As

Diermeier states, a reputational crisis can be a near-death experience for a company and the key is

not just to think of what you do as damage control, but to actually turn the crisis into an opportunity

to improve your companys reputation. As Botsman often notes, we are now in an era where

reputation and trust have become the foundation of any business transaction, relationship and even

business model. Reputation is now the measurement of how much a community trusts us and we

can even talk about reputation capital, which, according to Botsman, is the worth of our reputation

across communities and marketplaces. As I mentioned above, a new ecosystem has emerged, to the

extent that even cities have become platforms. In other words, if we look closely enough, share

platforms" are everywhere (Gansky, 2010). Ecosystems and platforms are both key elements in the

new sharing economy, though there is a difference in perspective a platform can be a part of an

ecosystem but it can also be a closed system, as, for example, Apples mobile operating system -

iOS. Rachel Botsman has done impressive work on dividing collaborative consumption into three


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systems called product service systems, redistribution markets and collaborative lifestyles

(Botsman, 2010). The first one allows consumers to pay for the need the product fulfills, without

fully owning itit is access-based, much like Spotifya digital music service that provides access

to millions of songs. Bike sharing or car sharing are also great examples here. On the other hand,

the redistribution markets system provides a place for used or pre-owned goods to be redistributed

from where they are not needed to somewhere or someone who needs them, as Poshmark does an

application that allows women in America to swap clothes among each other. Last, but not least,

collaborative lifestyles allows the sharing and exchange of resources and assets such as time, food,

space, skills, and money. Well known examples of this one are Airbnb, Couchsurfing and hopefully

soonour own platform.

To continue with the notion of trust and how important it has become, let us consider that trust is

the magic word in managing reputational crises (Diermeier, 2011). All of the new platforms,

business models, reputation-based ratings are part of a new community relying mostly on trust than

on anything else. However, who we trust has changed (Brogan & Smith, 2010). When a crisis like

this one enters a company, it happens often that the core of their business model is forgotten the

need to maintain customers trust. We have witnessed a large number of businesses that have

handled reputational crises poorly when the Exxon Valdez oil spill occurred, the company

decided to try and shift the blame towards someone else. When Shell had to deal with the spill in

the Niger Delta region, they did not want to accept the extent of the damages caused by the

organization. The list is long and unfortunately, it continues, but the Gulf oil spill in Mexico caused

by BP is definitely the worst and most terribly handled one in the history of the US. How BP dealt

with the incidentthey downplayed it, with the CEOTony Hayward calling it relatively tiny in

comparison with the size of the ocean. However, these types of poor judgments related to incidents

that could potentially ruin a companys reputation are definitely not limited to only petroleum


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companies. If we take a look at United Airlines and their 2008 guitar incident with musician Dave

Carroll and his band, we will find out that indifference and denial to take responsibility are never

good ways to handle a problem which can eventually turn into a crisis. After a very expensive guitar

was broken by United baggage handlers and United refused to take any responsibility, Dave Carroll

published a video2on YouTube called United breaks guitars I think we can guess how well that

went for the company. The Intel incident with the flaw in their Pentium processors also goes in this

list. As Leslie Helm tell us, Intel Corp.'s handling of the outcry over the flaw in its Pentium

microprocessor is shaping up as a textbook case of how not to handle a crisis (Helm, 1994). There

is definitely something to be learned here as I said, who we trust has definitely changed, and

people do not put that much trust into corporations anymore, unless they change their business

models and start working on having better relationships with their customers. As Gansky writes,

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 (Gansky, 2010).

Key Players Or Who We Can Learn From

Rachel Botsman is probably always the first person that comes to mind when we discuss

collaborative consumption. Apart from founder of the websitewww.collaborativeconsumption.com,

she is the founder of The Collaborative Lab, an innovation incubator that works with startups, big

businesses and local governments to deliver innovative solutions based on the ideas of collaborative

consumption. Botsman has contributed greatly to the notion of shared economy, by educating

people and companies and making sure we understand the benefits, challenges and outcomes of the

new sharing age. Furthermore, there is another key player of extreme importance here, called The

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Mesh. It started out as a book by author Lisa Gansky, where she further explains that the mesh is a

business model based on network-enabled sharing - on access rather than ownership (Gansky,

2010). According to Gansky, creating a share platform is the first, necessary-but-not-sufficient

building block of the Mesh. The second is to create an information infrastructure that takes

advantage of mobile, Web, and social networks. Hence, this is where social media comes into the

picture one of the most important things that Mesh businesses have learned and traditional

businesses still need to learn is knowing how to take advantage of social networks. If we put on our

Mesh lenses, as she calls them, we will be able to see everything around us in a very different

way. We will probably notice how many people have started sharing clothes, cars, food and how

they are turning it into a whole new experience based on trust and reputation. All of this exists

thanks to the people who have created the platforms that enable sharing and to the people who

dedicate their time and efforts to educate us about it. Looking, for instance, at Shareable - the

primary global online magazine on the sharing economy, or at The People Who Share a UK non-

for-profit with a mission to mainstream the sharing economy, we can be sure that not long from

now everyone will realize the potential this age of sharing holds both for businesses and individuals,

as well as for our environment. After all, by sharing transportation and assets we are constantly

reducing carbon foot print, and not to mention saving costs by borrowing and recycling items

sounds like a win-win situation.

Does Everyone Agree?

As with every new phenomenon though, not everyone agrees about how beneficial

collaborative consumption can beon the contrary, there are various opinions on the topic, starting

with the matter of costthe infrastructure needed to enable sharing might be expensive. People are

also discussing how sharing occurs only for certain periods of time when convenient for consumers,


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not for everyone. For instance, Zipcar is available only on certain lots across Toronto and if you

move out of those areas, your sharing is not effective anymore. Critics think this will happen for

everything that is not readily available or popular, hence they don't believe the "owning society" is

going away any time soon. Other people have mentioned that we just need to teach ourselves to buy

less things and teach our children the same, and we would not need collaborative consumption. Of

course, we cannot forget the fact that Uber has come under fire for operating in gray areas of

legality and that even Airbnb has faced regulatory challenges at the municipal level in San

Francisco and New York. In addition to that - a cease-and-desist warning was issued to Lyft and

SideCar, two popular ridesharing services based in San Francisco. The Huffington post even went

as far as to state that the so-called sharing economy is more about greed than altruism (Chase,

2014, July 25). In their opinion, the vast majority of sharing economy startups aim to build bridges

between buyer and seller without any consideration for other audiences, by which they mean that

these startups do not take into consideration the community outside of their internal transactions.

We can continue to ponder on all of this and dive into the critics arguments, but instead of doing

that, we3decided to take things into our own hands and create our own startup based on community,

trust and reputation and see where that leads us.

My Hackathon experiencethe good, the bad and the amazing

CPH Bike SOSFind reliable helping hands 24/7 everywhere around Copenhagen.

As can be inferred from our logo, our project aims to help people by providing a service that

enables collaboration and communication between them in a world where individual ownership is

becoming less and less important, opening the door to something elseaccess. In this caseaccess

3

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to help anytime, day or night. As we discuss in our blog4, the difference between companies from

the 20thcentury and companies from the 21stcenturies is that the main goal of the first ones was to

make a profit. However, now the trend has changed and it is moving towards helping each other

through the sharing of resources - making a profit is only a secondary effect of this, not the main

goal. We rely on the fact that communities dont want to be managed they want to be cared for,

as Brogan and Smith tell us (Brogan & Smith, 2010).

Why in the blink of an eye? My team and I, over the course of a months time planned a mobile

application and a whole new business model from scratch a process than normally takes months,

if not years. For us the month passed exactly in the blink of an eye nevertheless, we managed to

achieve great results and we have faith our idea has a bright future.

The context behind our idea is not hard to understand Copenhagen5 is a city where 50% of the

citizens commute by bicyclesthere are more bikes there than actual inhabitants. We can imagine

how often it happens that someone encounters a bicycle problem after working hours and faces a

tough situation. This is where we come inour idea is to develop a mobile application called CPH

Bike SOS that helps customers get in touch with people who are willing to lend a helping hand even

if it is during the night. Much like Lars, for us there was also a specific moment when everything

changed and we came across this idea, and, of course it happened while we were biking. When

one of our teammates chain fell off and it was already midnight, we started thinking about what we

can do in order to help people escape these types of situations easily and cheaply. Our mission is to

establish a mobile platform open for participation in order to enhance collaborative lifestyles in

Copenhagen. Our vision empowering cyclists, inspiring everyone. In addition to that, we

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believe that a platform such as this one may serve not only as a tool that helps people find bike

repair services, but also as a source of inspiration for others faced with different problems maybe

seeing our application, they will come up with an idea to solve other problems people are faced

with. Our plan is for our service to enable people in the local community to share their time, skills,

and tools to help others who find themselves in need of bicycle repair services. This will also give

people who use the service an opportunity to socialize and meet new people in their communities,

thus building up trust and reputation online.

Why Copenhagen?

Apart from its reputation that I already mention in the beginning of the paper, as a city

where 50% of the people use their bicycles as main means of transportation and a city that has

managed to maintain a leading global media image while also keeping a steady stream of positive

comments, status updates and tweets (Stanners2012, April 1st), Copenhagen has proven to be a

successful platform a platform for sharing and collaboration. If we take a look at

www.sharingcopenhagen.dk,we will find out that Copenhagen won the European Green Capital

Award presented by the European Commission and has now created a platform with events related

to sustainable lifestyle, climate and green transformation and green mobility. Copenhageners have

set a goal to be carbon neutral by 2025, which is more than impressive and is one of the main

reasons we believe our platform can contribute to peoples healthy lifestyle. We can help

Copenhagen be known not only as a city full of bikers, but also as a city where bikers are not afraid

to extend a helping hand and aid each other in times of need, which will positively enhance the

reputation of the city. We are hoping to also contribute towards Copenhagens top position in the

list of cities with the best quality of life (Leigh, 2014).
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Our Business ModelAnd Everything That Goes With It

After the initial brainstorming, our planning process began with the Lean Canvas a model

introduced by Ash Maurya6, his adaptation of Alex Osterwalders Business Model Canvas. The first

decision that we made and agreed upon was the creation of a mobile application, which seems like

the best choice, given the fact that we virtually have no competitors in that area no similar

business in Copenhagen has yet created an application. Before the Hackathon we had several team

meetings where we discussed the challenges we faced, the opportunities we had and how we could

make it all work out. Being from different countries, all of us, each person had his own unique ideas

and insight, which made the process a lot easier and more creative. In spite of that, while discussing

ideas for revenue streams, we found ourselves dealing with too many and, hence with the

difficulty to choose and make final decisions. Therefore, we decided to postpone this conversation

and went further into discussing things such as reputation-based incentives for our application users

and specifying our target audience and potential early adopters. Before the event we had already

planned how our application would look like, using our own drawings and then an application

called POP, to make the planning easier. What we did not realize at the time was that this was not

final and we should never relay too much on the first iteration that we created. Diving into the

Hackathon, after talking with two application developers, we found out that we had several weak

spots in our plan, so we had to transform everything and make new iterations at least 3 or 4, as

they advised us. We changed the initial way that we thought our customers would find help and

made it easier and more share-friendly using pictures with descriptions of the problem. At that

time we also realized that our main challenge for this platform will be free riderspeople using our

platform once and then completely ignoring it and contacting the person from it directly. This lead

6

See appendix 1


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to us coming up with a plan about how to retain people we had to rely on a trust and reputation-

based system that would serve as an incentive to our users to keep using the application. By

building their own mobile reputation and engaging in a community based on trust, they would see

that the application is more beneficial to them than they initially thought. Similar to Taskrabbita

company set around outsourcing tasks online, we are going to use online relationships to get things

done in the real world in this case, repairing bikes. Like Zipcar, we also realized along the way

that more than anything else, we are going to be an information company we provide valuable

information to people which they use to find reliable help around Copenhagen.

What Was Learned

Of those startups that succeed, two-thirds report having drastically changed their plans

along the way (Maurya, 2012), and this is exactly what happened to us during the Hackathon.

After a long discussion with our helpers, we divided several tasks among us and started working

Juan and Mauricio on the next iterations, using Balsamiq Mockups, Desislava and Julia on

developing an aligned image for all social media channels and Kira and Paola going over the lean

canvas again. Apart from learning that we work really well together, we could not help but realize

that we were too quick to think we were ready with all the planning before the event. We now know

that planning a mobile application takes a really long time, effort and long talks and can never be

done in just a few hours or days. We had to let go of the mindset that we were going to do

everything in one day and start thinking like entrepreneurs we were building the foundations of

what could one day be a successful startup.

All of this made me think about trust agents as Brogan and Smith tell us in Trust Agents,

the tool you are using is not as important as the message you are trying to convey, as long as it is

guided by integrity and honesty, which lead to a certain level of trust. After all, all successful


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relationships are about trust both online and offline ones, and what we are trying to do with our

platform really inspires me to become a trustworthy person with a trustworthy message and

business. I definitely learned that in order to become a trust agent, I need to be concise and careful

with my words, especially since I am running all the social media channels for CPH Bike SOS, due

to my background in social media. In addition to that, I believe that if an idea is made easy enough

to be shared, it will spread at an unbelievable rate that was never imagined.

Our Social Media Strategy

This is why Twitter is our most important social network the 140 character limit is

something I always try to follow even on Facebook and Instagram, because it is the perfect length

for a message to be seen and shared. Also, if I take Rangaswamimanaging director of BT design

for BT group, as an example here, I can easily clarify how our Instagram account will function in

the future. He has a blog connected to cricket, music, food and many things not related to a major

telecommunications company; yet, because of his stories and conversational writing tone we trust

Rangaswami and have a positive opinion about BT (Brogan & Smith, 2010). We are using

storytelling as our main tool of drawing attention to our brand, and even though our Instagram

profile is not created to promote our services, it also serves an important function telling stories

and showing pictures in order to build trust in our business.

From Theory To Action

Our idea is the perfect example for a business model aimed to function in the new

collaborative consumption era the very core of it is based on trust and reputation, as well as on

peoples desire to lend a helping hand when they find a person in need. Of course, money also

comes into the equation, but it comes as a secondary benefit. As our blog says, we are not in it for

the money we are in it to help people (Mobile reputations, 2014). Therefore, as already


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mentioned, our service falls under Botsmans collaborative lifestyles system, and, additionally in

the services section of a model called Collaborative Economy Honeycomb7- a model that organizes

the economy into families, subclasses and adds examples to the list. In the middle of it is listed the

core principle of the shared economythe empowered people, the collaborators. Our platform aims

to empower people to find help immediately instead of falling into desperation or panic. However,

there is a secondary benefit to our application the helpers will benefit from a strong online

reputation based on ratings from customers that were helped by them. This should strengthen our

own brand image and reputation, as providing reliable help is the first step towards having a loyal

community of customers and becoming a trust agent.

What Comes Next?

To conclude - there will always be people who, for the lack of e better term, hate they

are the ones who disclaim everything new and want nothing more than to stick with the old and

traditional things, such as ways of doing business, producing large amounts of waste, doing

everything alone. However, my team and I, we are gazing into the future and what we are seeing is

amazingpeople both sharing and caring. Up until now reputation did not matter much, neither did

trust. But how can you do business with someone without trusting them? Empty transactions do not

mean much anymore and everyone is starting to expect more. Not only is the sharing economy

winning, but it is also delivering social impact, states The Huffington post. The argument

Hundreds of Skillshare teachers have earned five or six-figure incomes this year alone. Numerous

clients have received job offers on the basis of products from Skillshare classes. ClosetDash has

taken over 11,000 pieces of clothing which otherwise could have ended up in the landfill. Further,

purchasers saved thousands of dollars, helping reduce personal credit card debt, a salient concern

7

See appendix 2


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for every US household after the financial crisis. Mealku has not only enhanced personal incomes

but also improved local relationships and accountability; not one meal in the thousands delivered

has resulted in food related illness, a standard well above typical commercial food establishments.

(Ward, 2013). This alone should prompt people who are in doubt to learn more and start

participating in what seems to be the future for us, and by us I mean everyone because who is

going to be the person who stands up and says less waste and less want is bad? It is definitely

interesting for us to see how the concept of shared economy unfolds, because these are exciting

platforms that not only bridge the gap between supply and demand, but also enrich the lives of those

who benefit (Stinson, 2014). If you are still in doubtjust ask Larshe can explain all about how

collaborative consumption changed both his way of doing business and his lifestyleand he is only

one of the thousands of examples.


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References

1.

Botsman, R. (2010, May). Rachel Botsman: The case for collaborative consumption.

[Video file] Retrieved from:

http://www.ted.com/talks/rachel_botsman_the_case_for_collaborative_consumption/

transcript

2.

Brogan, C., & Smith, J. (2010). Trust Agents. Using the Web to build influence,

impose reputation and earn trust. Hoboken, NJ: John Wiley & Sons, Inc.

3. Chase, B. (2014, July, 25). Sharing is Caring. But Not in the Sharing Economy. The

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Appendix 1


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Appendix 2

Source: http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-

honeycomb-osfest14/

Source:http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-

honeycomb-osfest14/
http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/http://www.web-strategist.com/blog/2014/05/05/framework-collaborative-economy-honeycomb-osfest14/

Documents

Collaborative consumption in the blink of an eye: CPH Bike SOS