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The Mesh: Why the Future of Business Is Sharing ハードカバー – 2010/9/23
購入オプションとあわせ買い
Most businesses follow the same basic formula: create a product or service, sell it, and collect money. What Lisa Gansky calls "Mesh" businesses throw this model out the window. Instead, these 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. The Mesh gives companies a better understanding of what customers really want.
Already, hundreds of successful Mesh companies are redefining how we interact with the people, goods, and services in our lives. These businesses are easier to start and spreading like wildfire, from bike sharing and home exchanges to peer-to-peer lending, energy cooperatives, and open source design. Consider:
• ZipCar profits from streamlined car sharing
• Kickstarter connects artists with funding from enthusiastic supporters
• Music Gym makes finding a recording studio as easy as joining a gym
The Mesh reveals the next wave of information-enabled commerce, showing readers how to plug in and profit.
- 本の長さ256ページ
- 言語英語
- 出版社Portfolio
- 発売日2010/9/23
- 寸法15.24 x 2.54 x 21.59 cm
- ISBN-101591843715
- ISBN-13978-1591843719
商品の説明
レビュー
-Seth Godin
"Lisa Gansky makes a compelling case for the new competitive logic of sharing- and shows how to build not just a single company, but an entire business ecosystem, around this concept. If you want to understand the future, and maybe even help create it, read this book."
-Daniel H. Pink, author of Drive and A Whole New Mind
"This is a brilliant, important book. Lisa Gansky has put her finger on one of the most important trends that will shape our culture over the next decades. She puts social media in a broader economic, cultural, and environmental context."
-Tim O'Reilly, founder and CEO, O'Reilly Media
"This book offers a timely introduction to the reality and importance of Mesh companies-ones that provide products and services through sharing, via community participation and a culture of trust-in a way that really matters."
-Craig Newmark, founder of Craigslist
"Easy access to shared and personalized goods and services is going to be an integral and ubiquitous part of the new economy. Lisa has tapped into, explains, and explores this new phenomenon."
-Robin Chase, cofounder and founding CEO, Zipcar
"The Mesh clearly reveals the dramatic shift enabled by our connected world. And Gansky's practical experience makes it real. It's essential reading for anyone in business."
-John Donahoe, CEO, eBay
"Gansky's book is an important read for anyone who cares about the planet or is looking to make a ton of money."
-David Hornik, venture capitalist, August Capital
抜粋
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.
These new share platforms differ in important ways from the type that profited Conrad Hilton. In Hilton’s first few decades of operation, the communication infrastructure connecting the hotels to each other and to their customers—principally telephones and telegraphs—did not change much. Under that system, you called or wired to make a reservation for a nonnegotiable price. A clerk transcribed the information into the hotel’s paper-based reservation system.
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 café 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 latté. 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.
That’s possible because our GPS-enabled mobile devices move in real space and time with us. An Urbanspoon app on your phone, for example, can pick up your location and guide you to nearby recommended restaurants. The Craigslist app can help you quickly find a mechanic in a pinch. Physical goods are also electronically tracked by location and time—think of the UPS or FedEx tracking numbers that tell you where your package is at the moment. As a result, the network can connect us to the things we want exactly when we want them. We can increasingly gain convenient access to those goods, greatly reducing the need to own them. Why buy, maintain, and store a table saw or a lawn mower or a car when they are easily and less expensively available to use when we want them?
Mobile computing, enabled by GPS, WiFi, 3G, and Bluetooth, is growing at an explosive rate, and is expected to overtake desktop computing within only a few years. What’s more, the game-changing expansion of Web-enabled mobile networks has converged with the explosion of social ones. Each reinforces the other. Within a historical eye-blink, we have constructed a whole new language of sharing. You text, poke, and tweet your friends to meet at the pub you chose on Yelp, and then share the evening’s goofy photos on Facebook the hungover morning after. Awesome.
Something else has changed, too. The credit and spending binge that crashed the economy has left us with a different kind of hangover. We’re increasingly conscious of how we’ve raced through our personal and environmental assets. We’re forced to rethink what we care about. Throughout the world, we are reconsidering how we relate to the things in our lives and what we want from our businesses and communities. We need a way to get the goods and services we actually want and need, but at less cost, both personal and environmental. Fortunately, we’re quickly gaining more power to do so.
For now, most companies stubbornly stick to various twists on a single tried-and-true formula: Create a product or service, sell it, and collect money. Just sell the guy a lawn mower and watch him walk out the door. Few businesspeople, including most entrepreneurs and venture capitalists, have imagined creating
wealth any other way. Though they may use social media to market their products, their minds are still stuck in a 2-D buyer/seller/own-it world.
Around these entrenched businesses, a new model is starting to take root and grow, one in which consumers have more choices, more tools, more information, and more power to guide those choices. I call this emerging model “The Mesh.” In recent years, thousands of Mesh businesses have been created and scaled up, a few into well-known brands. These businesses understand and cleverly exploit the perfect storm of mobile, location-based capabilities, Web and social network growth, changing consumer attitudes, and the historically understood market benefits of share platforms. In this book, I’ll explore the ideas that underlie the myriad forms of the Mesh, and why it conveys extraordinary competitive advantages to entrepreneurs and businesses.
Fundamentally, the Mesh is based on network-enabled sharing—on access rather than ownership. The central strategy is, in effect, to “sell” the same product multiple times. Multiple sales multiply profits, and customer contact. Multiple contacts multiply opportunity—for additional sales, for strengthening a brand, for improving a competitive service, and for deepening and extending the relationship with customers. Using sophisticated information systems, the Mesh also deploys physical assets more efficiently. That boosts the bottom line, with the added advantage of lowering pressure on natural resources. Not always and not for everything, but a Mesh network that manages shared transactions has the growing capacity to soar past a company that sells something once to one owner. All of us reap the rewards of dramatically improved service and choice at a lower personal cost.
This has been my life’s work: how to get more real value for people by leveraging the Web as a sharing platform. In 1993, I had the terrific good fortune to work with Dale Dougherty and Tim O’Reilly in creating GNN, the first commercial Web site. We designed the first online transaction and ran the first ads on the Web. We helped unleash the Internet revolution, which uprooted and reconfigured most major industries and business models, displaced leading brands, and forced the redesign of hundreds of key products. We sold GNN to AOL.
A few years later, I saw a very young boy at O’Hare mimicking taking a photograph with his fingers. Instead of holding his “viewfinder” up to his eye, he held it out in front, like a view screen. There it was. Digital images were clearly the future. Using the Web, here was an opportunity to turn the business of sharing and printing photos on its ear. Kamran Mohsenin and I began riffing about a better, faster, and less wasteful model. Those conversations led to the creation of Ofoto.
Ofoto used the Web’s rich and growing digital infrastructure to share photos through people’s social networks of family, friends, and colleagues. As we hoped, Ofoto became very profitable while generating far less waste than the traditional film model. We sold Ofoto to Eastman Kodak, where it became the company’s core digital photo service. We grew to be the largest online photo sharing and printing service in the world, with well over 40 million customers.
Over the last several years, I’ve continued to bring a variety of Web and mobile services to market, while sustaining a concern about nature and communities. During my career, I have worked with the founders of Yahoo!, AOL, Google, PayPal, and Mozilla. Again and again I’ve watched the same process unfold: an innovator sees a new opportunity, exploits it, inspires others, and we all benefit.
In this fast-moving environment, it has become an essential business skill to recognize, well ahead of your competitors, the discontinuity that generates new platforms, models, expectations, and brands. See it first. Act. Win.
The Mesh is that next big opportunity—for creating new businesses and renewing old ones, for our communities, and for the planet. And it’s just beginning.
著者について
登録情報
- 出版社 : Portfolio (2010/9/23)
- 発売日 : 2010/9/23
- 言語 : 英語
- ハードカバー : 256ページ
- ISBN-10 : 1591843715
- ISBN-13 : 978-1591843719
- 寸法 : 15.24 x 2.54 x 21.59 cm
- カスタマーレビュー:
著者について
著者の本をもっと発見したり、よく似た著者を見つけたり、著者のブログを読んだりしましょう
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トップレビュー
上位レビュー、対象国: 日本
レビューのフィルタリング中に問題が発生しました。後でもう一度試してください。
著者に対して次のようなちょっとしたファンレターを書いた。
-ものづくりで成功した日本企業にて、meshプロジェクトを立ち上げるのは難しい。彼らは依然として新たな製品を市場に投入し続けることで繁栄を極めようとしていること
-meshyな動きが遅れて入ってきた日本において、日本企業でmeshプロジェクトを提案するには、本誌で書かれている手法に工夫が必要であること
丁寧に以下のような返答を頂いた。
-設立済みの企業で、meshを利用して既存の製品やサービスを修正したり、新たな製品を作り出すのはとてもチャレンジングである
-日本において、多くのmesh企業、団体、組織が日々成長している(自己解釈:現実的にも起業家が先導していることを示唆)
レビューに戻り、欧米でmeshが広まった背景には、日本よりも深刻な経済不況がある。欧米の成功例をそのまま日本に適用できるとは思っていない。社会性に目を向けて、どのようなmeshプロジェクトが日本で成功するかを考慮する必要がある。
他の国からのトップレビュー
Je pense que "The Mesh" a été une référence pendant longtemps et je l'ai malheureusement lu trop tardivement. En effet tout ce que décrit Lisa Gansky sur les "consomacteurs" basé sur l'analyse des modèles ZipCar ou Uber est déjà en marche.
Si vous n'aviez pas conscience de l'arrivée de nouvelle vague de l'économie de partage alors le livre vous réveillera. Sinon, il ne vous apprendra pas grand chose de plus.
À méditer avant d'acheter donc
The core premise of Mesh businesses is: "When information about goods is shared, the value of those goods increases, for the business, for individuals, and for the community."
The author says that, "fundamentally, the Mesh is based on network-enabled sharing--on access rather than ownership. The central strategy is, in effect, to "sell" the same product multiple times. Multiple sales multiply profits, and customer contact. Multiple contact multiply opportunity--for additional sales, for strengthening a brand, for improving a competitive service, and for deepening and extending the relation with customers."
The book also references a recent study, which concluded that, "a recommendation from a "trusted source" like a friend or family members was fifty times more likely to persuade someone to buy a product or try a new brand. The same study reported that word of mouth is the "primary factor" behind between 20 and 50 percent of purchases, and emphasized the expanded role of information networks in driving this development."
---
WHAT IS THE MESH
The 4 Characteristics of a Mesh Business as listed in the book are:
Sharing a high code, frequently used goods
Advanced Web and Mobile Information Networks
Focus on Physical Goods and Materials
Engage with Customers Through Social Networks
"The Mesh model is based on a series of transactions, on sharing something over and over. Creating a share platform is the first, necessary-but-not-sufficient building block of the Mesh. The second is to create information infrastructure that takes advantage of mobile, Web, and social networks. Then each interaction, and transaction, becomes an opportunity to gather and exchange information with a customer."
The 7 Keys to Building Trust in the Mesh:
Say What You do
Use Trials
Do What You Say
Perpetually Delight Customers
Embrace Social Networks and Go Deep
Value transparency, but protect privacy
Deal with negative publicity and feedback promptly and skillfully
WHY THE MESH
Tomorrow's business leaders recognize that trust in a business's environmental and social practices increasingly drives informed consumers' decisions. Successful Mesh businesses harness information from customers, combine it with data from physical products and social networks, and then use that information to satisfy customers, and their friends, in ways never before dreamed of. Good Mesh businesses are smart about combining more frequent customer contact with enhanced information sources to create and refine superior experiences, partnerships, products, and offers.
MESH COMPANIES HIGHLIGHTS
Zipcar is one of the companies profiled in the book. The author says that, "The robust information platform and focus on building the brand distinguished Zipcar from early car-sharing companies that were merely long on good intentions, many of which failed. In fact, Zipcar is primarily an information business that happens to share cars."
So if you're in the information business, you are a Mesh business whether you realize it or not.
TCHO, a chocolate company in SF, produces "beta editions" of its dark chocolate. "Based on customer feedback and continuous flavor development, new versions of the chocolate emerge as often as every thirty-six hours. Version 1.0 went through 1,026 iterations in a year."
Why did Netflix slaughter Blockbuster? Blockbuster was late in acknowledging customer resentments, and late in understanding the spreading power of social networks to shape brand perception. They created a share platform, but neglected other elements that make Mesh businesses so competitive.
This is an excellent book that could help realign the business perspective on how to succeed in the future. Embracing openness, sharing and focusing on customer satisfaction are some of the key practices that could catapult your business from mediocre to stellar now and in the future.
Many of her points were well researched and thoroughly presented. The maturation of the internet and smart mobile devices enables significant data accumulation on customers and near real-time updates on products and services. These trends are gaining momentum and will significantly impact large segments of business.
I felt she was a little heavy on environmental issues, citing them as one of the primary forces pushing businesses toward a mesh model. Yes, scarcity of resources drives up prices and makes all of us - businesses and consumers - more efficient and selective in our use of these resources. However, most businesses become more efficient at utilizing resources when it becomes economically viable to do so (or they are forced to by bureaucrats). With global warming / climate change recently shown to be misunderstood at best and a hoax at worst, I do not believe reducing a product or services' carbon footprint will be a sustainable driver of mesh momentum. See Climate of Corruption: Politics and Power Behind The Global Warming Hoax or The Great Global Warming Blunder: How Mother Nature Fooled the World's Top Climate Scientists for more insight.
One of the best features is the extensive list of mesh businesses in a wide variety of market segments. Combining this with an understanding of the other drivers will start you thinking on how to create a mesh business or transition one to being 'meshy.'