商業(yè)模式百花齊放

????薩爾瓦多以音樂作為例來說明問題。他說：“只要人們不糾纏于擁有實(shí)體產(chǎn)品，很多以前做不到的事現(xiàn)在我們都可以做到。”流媒體音樂網(wǎng)站Spotify提供的免費(fèi)+增值無限量服務(wù)正在改變我們消費(fèi)內(nèi)容的方式。

????這一點(diǎn)同樣適用于實(shí)體商品。目前有很多企業(yè)的盈利模式正是運(yùn)用了“充分利用閑置資產(chǎn)”這一理念。旅行房屋租賃公司Airbnb為用戶聯(lián)系有空房出租的房主。汽車租賃網(wǎng)站Getaround幫助人們租用私家汽車。泊車服務(wù)公司Park Circa幫助司機(jī)們在停車位緊張的區(qū)域分享車位、車道和車庫。消費(fèi)者對這種新型“分享”模式越來越適應(yīng)，企業(yè)也會變得越來越有創(chuàng)意，類似模式服務(wù)的新一波浪潮將會隨之到來。

More business models

????"If you're not constrained by physical artifacts, then we can do all kinds of things we could never do before," says Salvador, who points to music as one example. With its "all-you-can-listen" freemium model, Spotify is helping change the way we consume content.

????The same holds true with physical goods. Businesses are capitalizing on the idea of putting excess to good use. Airbnb has users renting other people's apartments; Getaround lets people borrow other people's cars; and Park Circa lets drivers share spaces, driveways, and garages in areas where parking is a premium. As consumers become more comfortable with this new form of "sharing," we'll see businesses become more inventive and offer up a new wave of services with similar models.