Sharing is the New Buying: How to Win in the Collaborative Economy

HOW TO WIN IN THE COLLABORATIVE ECONOMY
SHARING
IS THE NEW
BUYING

TABLE OF CONTENTS
1. INTRODUCTION: CUSTOMERS IN
THE COLLABORATIVE ECONOMY 3
2. EXECUTIVE SUMMARY 5
3. THE COLLABORATIVE ECONOMY OPPORTUNITY 8
4. SHARING IS GROWING 11
5. SHARING IS MAINSTREAM 14
6. SHARING IS PRAGMATIC 19
7. SHARING IS SATISFYING 22
8. HOW TO WIN IN THE COLLABORATIVE ECONOMY 25
9. ABOUT THIS REPORT 29

1. INTRODUCTION: CUSTOMERS IN THE COLLABORATIVE ECONOMY
TWO NEWLYWEDS SPEND THEIR HONEYMOON IN A RENTED LOFT
INSTEAD OF A CHAIN HOTEL. A first-time mom rents a stranger’s
truck in her neighborhood to pick up a baby crib. An entrepreneur
taps the crowd to fund a new product on Kickstarter rather than seek
traditional investors.
These transactions are part of a much larger transformation: the birth
of the collaborative economy. The collaborative economy isn’t simply a
new way of buying or selling: it’s a powerful movement in which people
are getting goods and services from each other (what people call the
“sharing economy”), or even making them outright (also known as the
“maker movement”). Just as social media enabled peer-to-peer sharing
of content, the technologies of the collaborative economy now enables
peer-to-peer sharing of goods, services, transportation, space and
money at a speed and scale that were unimaginable a decade ago.
In this world, the people formerly called “consumers” are also funders,
producers, sellers and distributors. Their stories matter to big brands
because this movement means that people can get what they need from
each other—rather than buying from you.
IN THE COLLABORATIVE
ECONOMY, PEOPLE CAN
GET WHAT THEY NEED
FROM EACH OTHER—
INSTEAD OF BUYING
FROM YOU.
CLICK TO TWEET:
90,112 people show what the
collaborative economy means for
big brands.
Rather than buying new goods from big brands . . . customers buy pre-owned goods from each other on eBay.
Rather than hiring a moving company . . . customers get moving help on TaskRabbit.
Rather than owning a car . . . customers share cars on demand via Car2Go.
Rather than staying at hotels . . . customers stay in homes through Airbnb.
Rather than getting a loan from a bank . . . customers borrow from each other through Lending Club.
Behind these customer-to-customer transactions is a new generation of startups: startups that are heavily funded by venture
capitalists (and increasingly, by Google). Use of their online services is quickly spreading thanks to key technologies like mobile
apps, the internet of things and social networking. And the sharers who use these services have already begun to function like
hotels, taxis, farms, restaurants, manufacturers and other traditional businesses. The crowd is becoming a company unto itself.
This report takes you inside that crowd with the first large-scale examination of the customers who make up the collaborative
economy. It’s the result of another kind of groundbreaking collaboration: between Crowd Companies, a brand council for the
collaborative economy and Vision Critical, a cloud-based insight community technology company. Together, we engaged 90,112
customers in the US, Canada and the UK to find out how they are participating in the collaborative economy—and what that
participation means for companies like yours.

VISION CRITICAL SHARING IS THE NEW BUYING CROWD COMPANIES
4
NEO-SHARERSRE-SHARERS
MONEY
TRA
NSPORTATI
O
N
SERVICES
GOODS
PRE-OWNED GOODS
LOANER PRODUCTS
CUSTOM PRODUCTS
PROFESSIONAL
SERVICES
PERSONAL SERVICES
TRANSPORTATION
SERVICES
LOANER VEHICLES
MONEYLENDING
CROWDFUNDING
MAKER MOVEMENT
MAKER MOVEMENT
SPACE
OFFICE SPACE
PLACE TO STAY
A TAXONOMY OF THE COLLABORATIVE ECONOMY: CATEGORIES AND EXAMPLES

5
2. EXECUTIVE SUMMARY
Businesses need to understand the collaborative economy in order to embrace the opportunities it offers. But there is
remarkably little data on how many people are participating in sharing, let alone on who they are or why they are doing it.
That’s why Crowd Companies and Vision Critical teamed up to ask 90,112 people about their participation in the
collaborative economy and to translate their insights into crucial knowledge and recommendations for businesses. By
asking people in the US, Canada and the UK about their experience with 11 different types of online sharing services, we
discovered that there are three different groups of customers in the collaborative economy today:
Non-sharers are people who have yet to engage in the collaborative
economy. But many of them intend to try sharing services in the next
12 months, so they are a key target audience for both established
businesses and sharing startups. They make up roughly 60% of the US
and Canadian population and 48% of the UK.
NON-SHARERS
Re-sharers buy and/or sell pre-owned goods online using well-
established services like eBay and Craigslist. While many of them intend
to try other kinds of sharing in the next 12 months, they have not done
any “neo-sharing” in the past 12 months. They account for 16% of the US
and Canadian population and 29% of the UK.
RE-SHARERS
Neo-sharers are already using emergent sharing services: in the past 12
months, they have used at least one of the latest generation of sharing
sites and apps, like Etsy, TaskRabbit, Uber, Airbnb and KickStarter. Neo-
sharers now constitute 23% of the population in the US and the UK and
25% in Canada.
NEO-SHARERS
Together, sharers make up roughly 40% of the population. What they say about their experience of sharing not only helps
us understand who makes up the collaborative economy today, but how businesses can serve them tomorrow.
CUSTOMER INSIGHT FOR THE COLLABORATIVE ECONOMY
LEARNING FROM 90,112 CUSTOMERS
Success in the collaborative economy is all about customer relationships. That’s why we used Vision Critical’s
cloud-based insight community technology to engage 90,112 customers in three countries and to understand
how they collaborate with businesses and with other customers.
Because we’ve built a relationship with these community members over many years, we have been able to layer the
data we’ve recently gathered about their participation in re-sharing and neo-sharing on top of what we already
know about their demographics, lifestyle, media usage and attitudes.
The results not only give us a dramatically clearer picture of sharing as it exists today: they also give us a picture
of the customer insight and collaboration skills that companies need to develop in order to compete effectively
in the collaborative economy for years to come.

6
80 MILLION
SHARERS IN
USA
61%
10 MILLION
SHARERS IN
CANADA
23 MILLION
SHARERS IN
UK
23%
16%
48%
29%
23%
59%
16%
25%
NEO-SHARERSRE-SHARERSNON-SHARERS
THE WORLD OF SHARING
In the past 12 months, have you ever used a website or mobile app for any of the following [sharing services]? / Asked Oct-Dec 2013

7
THE COLLABORATIVE ECONOMY
OPPORTUNITY
Companies that embrace sharing will win loyal
customers and increase market share.
SHARING IS GROWING
The size of the collaborative economy could
double in the next 12 months.
SHARING IS MAINSTREAM
Sharers look a lot like the mainstream, once you
factor in the relative youth of neo-sharers.
SHARING IS PRAGMATIC
Sharing is driven by convenience, price and the desire
for unique, quality goods and services.
SHARING IS SATISFYING
The vast majority of sharers are very or extremely
satisfied with the experience of sharing.
HOW TO WIN IN THE COLLABORATIVE
ECONOMY
Every business unit stands to win by embracing new
models of on-demand sharing and collaboration.
24%
48%
27%
75%
91%
73%
OF THE POPULATION NOW ENGAGES
IN NEO-SHARING AND ANOTHER
THIRD ARE RE-SHARING.
OF NEO-SHARERS ARE 18-34 YEARS OLD.
OF AMERICAN NEO-SHARERS HAVE
INCOMES OF $50K-100K — JUST LIKE
THE OVERALL POPULATION.
OF SHARERS MENTION
CONVENIENCE AS A REASON FOR
SHARING AND MORE THAN HALF
MENTION PRICE.
OF SHARERS WOULD RECOMMEND
THE LAST SHARING SERVICE THEY
USED.
OF NEO-SHARERS USE SOCIAL
NETWORKING SITES.
THE COLLABORATIVE ECONOMY AT A GLANCE

8
3. THE COLLABORATIVE ECONOMY OPPORTUNITY
In a world where people can get what they need from each other, how can big brands survive and succeed? That is the
question every business should be asking, now that the collaborative economy is well established and set to grow. Like
social media before it, sharing will be rapidly adopted because the same technologies that make it easy to share also
make it easy to spread the word about the benefits of sharing.
As sharing spreads, it promises to disrupt virtually every industry. Customers who can trade pre-owned goods will buy
fewer new products. Businesses that can buy expertise by the hour may hire fewer permanent employees. Drivers who
can readily access a car on demand don’t need to own one. Travelers who value authenticity and adventure now rent
apartments in residential neighborhoods instead of rooms in large downtown hotels. People who can borrow or raise
money from their friends—or total strangers—can’t be held hostage by the interest rates of conventional financial
institutions.
But many of the startups behind the sharing services available today lack the resources to scale—resources such as
money, distribution and a trusted brand. These are the assets that established companies can use to catch up and
succeed in the collaborative economy—if they move quickly to seize an early-mover advantage in their market.
COLLABORATION AND SHARING AREN’T NEW
The urgency of joining the collaborative economy today can obscure a crucial truth: collaboration and sharing have been
around since the beginning of civilization. Sometimes it is as simple as asking someone if you can borrow their pen or if
they can tell you what time it is. At others, it’s a community effort like barn raising—a tradition that continues today with
the work of Habitat for Humanity. Alone or together, we are hard-wired to share.
While sharing isn’t new, the social, economic and technological context of sharing have changed dramatically in recent
years. Together, these three sets of drivers have turned sharing from a private or local behavior into a transformational
movement:
1. SOCIETAL DRIVERS: The desire for an independent lifestyle, public concern about environmental and community
sustainability and disillusionment with a consumer culture of acquisitiveness all drive greater consumer interest in
sharing rather than owning.
2. ECONOMIC DRIVERS: Rising costs of production, the desire to maximize resource utilization and consumer
interest in developing new sources of income through freelancing and making all create pressures and
opportunities for the growth of the collaborative economy.
3. TECHNOLOGICAL DRIVERS: Technologies like mobile devices, social networks, sensors (enabling the “internet of
things”) and payment systems all facilitate new types of sharing services that rely on real-time identification of idle
resources and peer-to-peer transactions.

9
These forces are having an enormous and disruptive impact not because they represent something entirely new, but
because they are building on and amplifying existing behaviors. Technological change in particular has accelerated and
scaled up our long-held traditions of making and sharing. New forms of sharing are proliferating rapidly and they threaten
to transform virtually every sector of the economy.
FINDING YOUR PLACE IN THE COLLABORATIVE ECONOMY
The good news for established businesses is that the collaborative economy is still in its early days: no category of neo-
sharing enjoys the participation of more than 10% of the population. But together, they’ve won the business of a quarter
of the population and that quarter—the neo-sharers—are trying more and more forms of sharing all the time. That means
that companies have a narrow window in which to win the hearts of sharers.
ALL RESPONDENTS NEO-SHARERS
MONEYLENDING
CROWDFUNDING
PRE-OWNED GOODS
LOANER PRODUCTS
CUSTOM PRODUCTS
PROFESSIONAL SERVICES
PERSONAL SERVICES
TRANSPORTATION SERVICES
LOANER VEHICLES
OFFICE SPACE
PLACE TO STAY
GOODS
SERVICES
TRANSPORTATION
SPACE
MONEY
34%
67%
5%
23%
9%
38%
6%
27%
8%
35%
4%
18%
4%
17%
3%
12%
7%
29%
5%
20%
6%
27%
PARTICIPATION IN THE COLLABORATIVE ECONOMY BY CATEGORY
In the past 12 months, have you ever used a website or mobile app for any of the following? / Asked Oct-Dec 2013

10
The potential gains from winning that trust are enormous, if we are to draw on the lessons of the one form of online
sharing that has been around long enough to make serious inroads with today’s consumers. Eighteen years after the
launch of Craigslist and eBay, a third of the population engages in re-sharing: buying and selling pre-owned goods
through sharing sites. If a third of the population embraces neo-sharing over the course of the next decade, do you want
your company left out of that picture?
Here are a few ways big brands have joined the collaborative economy by embracing new business models:
These companies have already realized tangible gains from their move into the collaborative economy, not least because
of the enormous attention that comes from engaging with customers in an exciting new way. The gains that companies
can achieve today pale in comparison to the benefits of embracing a rapidly expanding area of the economy or the risks
of missing out.
COMPANY BUSINESS MODEL BUSINESS BENEFITS
GOODS
Patagonia creates a customer
marketplace
Partnering with eBay,
Patagonia encouraged
customers to buy and sell
their pre-owned goods—not
just new ones.
Patagonia delivered on its
brand promise of quality
and sustainability with a
compelling demonstration
that their clothes are durable
and long lasting—while
creating a thriving customer
community.
GE partners with Quirky Quirky enables the crowd
to submit ideas for new
products and a small team
designs, develops and
manufactures for traditional
retail.
GE benefits from a renewable
source of crowd innovation
and offers resources that
startups don’t have: scale,
reach and retail relationships.
SERVICES
Walgreens partners with
TaskRabbit
Walgreens recently enabled
TaskRabbit to deliver
pharmaceutical goods to
residents.
Walgreens extends its value
promise to the home—well
beyond the usual in-store
point of sale—by serving
patient needs at their
doorstep.
TRANSPORTATION
BMW offers cars on demand BMW rents their 1-Series
electric cars in their new
DriveNow program.
Rather than sell a thousand
cars, BMW can now sell one
car a thousand times and
offer parking apps and more.
SPACE
W Hotel partners with Desks
Near Me
The W Hotel New York offers
guests access to premium
workspaces via the sharing
site Desks Near Me.
In New York City’s
competitive hospitality
market, W stands out by
offering extended resources
for discerning business
travels.
MONEY
U-Haul enables crowdfunding The U-Haul Investors Club
enables the crowd to fund
their trucks and equipment.
U-Haul gets a diversified
investment stream and also
fosters shared fate with the
crowd who invested—the
highest form of customer
loyalty.

11
TOP 9 SHARING SITES BY COUNTRY
We asked 2,500 people in three countries which website or app they had used in their most recent sharing transaction.
Here are the websites they mentioned the most often; the most-mentioned sites are at the top of the list.
4. SHARING IS GROWING
The collaborative economy is about to take off. In nearly every category, at least
as many people intend to try sharing in the next 12 months as have tried it in the
past 12 months.
This means that people want new business models of access over traditional
models of ownership. Rental, on-demand, subscription and try-and-buy models will increase in demand from these types
of customers. Traditional manufacturing and selling for consumption is no longer the only viable business model.
To embrace the opportunity that this growth offers, businesses need to know which types of sharers and which types of
sharing, are growing the fastest.
THE INTENT TO SHARE
We can anticipate that much of the collaborative economy’s growth will be driven by neo-sharers, who are much more
likely to express the intention to try new forms of sharing. These are the customers businesses must reach if they are to
succeed in the collaborative economy. And there are more of them every day:
• Neo-sharing could double in the next 12 months. In all the neo-sharing categories, there are roughly equal
numbers of recent and prospective users.
• Intent to try new forms of sharing is highest among neo-sharers. In most categories of sharing, 12 to 15% of
neo-sharers who haven’t tried that type of sharing say they will in the next 12 months. (For custom products, it’s
even higher: 17%. For office space, it’s a little lower: 10%.) This means that much of the growth of sharing will come
from existing neo-sharers who are broadening the range of neo-sharing services they use.
• There is no runaway category for prospective growth. Nearly every category of neo-sharing enjoys similar levels
of interest from prospective users: 4% to 9% intend to try it in the next 12 months.
• Custom products are the type of neo-sharing that interests the most prospective users. In the past 12
months, 9% of the population has shared custom products and another 9% intend to try it in the next 12. But that’s
only a narrow advantage over other categories of neo-sharing.
CLICK TO TWEET:
The size of the collaborative
economy could double in the
next 12 months.
US UK CAN
What was the website or app you used for your most recent sharing transaction?” / Asked Dec 2013-Jan 2014

12
2013 PARTICIPATION 2014 PARTICIPATION (PROJECTED FROM INTENT)
46%
11%
18%
13%
16%
9%
9%
7%
13%
10%
12%
MONEYLENDING
CROWDFUNDING
PRE-OWNED GOODS
LOANER PRODUCTS
CUSTOM PRODUCTS
PERSONAL SERVICES
LOANER VEHICLES
OFFICE SPACE
PLACE TO STAY
GOODS
SERVICES
TRANSPORTATION
SPACE
MONEY
In the past 12 months, have you ever used a website or mobile app for any of the following?
In the next 12 months, will you use a website or mobile app for any of the following? / Asked Oct-Dec 2013
PARTICIPATION IN THE COLLABORATIVE ECONOMY: RECENT AND PROJECTED

13
RE-SHARING IS THE GATEWAY TO THE COLLABORATIVE ECONOMY
While the growth of the collaborative economy will be driven by the growth of neo-sharing services, re-sharing remains an
important entry point for people who are not yet sharing:
• Non-sharers are more likely to try re-sharing. In the next 12 months, 14% of non-sharers intend to try a re-
sharing site. This is much greater than the level of non-sharer interest in neo-sharing services: only 3% to 5% of
non-sharers intend to try neo-sharing services like loaner vehicles or crowdfunding.
• Re-sharing growth slows. While re-sharing services will continue to grow and onboard new people into the
collaborative economy, they won’t grow as fast as neo-sharing. For every three people who have provided or
received pre-owned goods in the past 12 months, there is only one new person who intends to try re-sharing in the
next 12 months.
• Non-sharer uptake reflects tech usage. The difference between sharer and non-sharer interest in sharing mirrors
the overall lag in non-sharers’ technology usage. Non-sharers are less likely than sharers (and especially
neo-sharers) to engage in many different kinds of online activities, so it makes sense that they are slower to try
online sharing.
The fact that non-sharers are more interested in trying re-sharing than neo-sharing likely reflects the greater maturity of
re-sharing services. Craigslist and eBay have been around since 1995, so consumers (even non-sharers) already know
about these sites. But in neo-sharing, even the biggest players are relative newcomers: Etsy (notably, in the next-largest
category after buying and selling pre-owned goods) started in 2005. Airbnb and TaskRabbit launched in 2008 and Uber
in 2009. These companies—and the sharing categories in which they still dominate—are startups in the truest sense of
the word. When eBay was 5 years old, it too had only reached about 10% of the population.
The importance of re-sharing sites as gateways to neo-sharing provides key opportunities for players in the collaborative
economy. Companies who offer rental products such as BMW’s DriveNow car rental service should target prospects on
re-sharing sites like eBay, Craigslist and Kijiji. These sites attract re-sharers who are ripe for trying new sharing services.
Recommendations are crucial to driving these re-sharers into neo-sharing, so word-of-mouth programs that encourage
neo-sharers to invite their friends can be very effective: for example, Uber offers discounts to those who invite other
people in their social networks.
While intent to share is an important indicator of the prospective growth of the collaborative economy, there are three
more reasons to predict this growth:
• Sharers are mainstream. The broadly typical demographic, attitudinal and behavioral profile of sharers means
there’s no reason to assume that the growth of the sharing economy will be limited by the breadth of its appeal. If
sharers look like everybody else, it’s at least possible that everybody else is going to get into sharing.
• Sharers are young. Since nearly half (48%) of neo-sharers are 18-34 we can expect neo-sharing to grow over the
long term.
• Sharing is viral. Since recommendations are widely cited as a reason for using sharing services and since sharers
are overwhelmingly likely to recommend the services they’ve used, we can anticipate a virtuous circle in which
sharing drives more sharing.

14
5. SHARING IS MAINSTREAM
Contrary to the image of sharers as tech-savvy urban hipsters, sharers are very
much like the population as a whole: in other words, a lot like your customers.
They skew younger, but that’s because this is an emergent behavior and not
simply something you do until you grow up and start shopping at the local mall.
But emergent doesn’t mean small: sharing is already a widespread way to buy
and sell, or to lend and borrow. So companies can’t afford to limit their collaborative economy ventures to urban areas or
early adopters, because the sharing of goods and services is already mainstream.
CLICK TO TWEET:
Sharers look a lot like the
mainstream, once you factor in the
relative youth of neo-sharers.
FEMALE MALE
18-34 35-54 55+
NON-SHARERS
50% 50%
NEO-SHARERS
51% 49%
RE-SHARERS
55% 45%
NON-SHARERS
24%
38%
38%
NEO-SHARERS
48%
33%
19%
RE-SHARERS
28%
41%
31%
MARRIED
KIDS IN
HOUSEHOLD
HOMEOWNER
NON-SHARERS NEO-SHARERSRE-SHARERS
33%
25%
66%
38%
32%
67%
27%
36%
62%
Demographic and lifestyle data from past profiling studies
BASIC DEMOGRAPHICS AND LIFESTYLE CHOICES

15
MEET THE SHARERS
For businesses that wonder who these sharers are, a few demographic details are crucial:
• More than half of sharers have tried neo-sharing sites. While a portion of sharers have limited their sharing
to buying, selling or donating pre-owned goods, the majority of American and Canadian sharers have also tried
newer forms of sharing. In the US, Canada and the UK, neo-sharers now constitute up to a quarter of the general
population.
• Re-sharing drives sharing higher in the UK. The UK has the same rates of neo-sharing as Canada and the US,
but has much higher rates of re-sharing (29%, compared with 16% in the other two countries). Because re-sharing
is much more common in the UK, more than half of the UK population has used a sharing site in the past 12 months,
compared to 40% in the US and Canada.
• Sharing has a small gender gap. Sharers skew slightly female because women are more likely to use re-sharing
sites: 55% of re-sharers are women.
• Sharers are younger. The relative youth of sharing reflects the fact that younger people are much more likely to
use neo-sharing sites. Nearly half of neo-sharers are 18-34, as opposed to roughly a quarter of re-sharers and
non-sharers.
Other than their age, sharers look a lot like the rest of your customers:
• Neo-sharers make mainstream lifestyle choices. Neo-sharers are only a little less likely to be married or to
own their own home and are actually more likely to have kids at home.
• Neo-sharers are a little more progressive. Compared to 34% of non-sharers and just 29% of re-sharers,
39% of American neo-sharers think of themselves as Democrats. Also, only 32% of Canadian neo-sharers
voted Conservative in the last federal election (compared with 37% of non-sharers and 39% of re-sharers).
• Sharers are online. Sharers (and especially neo-sharers) are more likely to engage in many different kinds
of online activities.
If you can talk to your customers, you can talk to sharers. In fact, the collaborative economy makes that kind of
engagement more important than ever: the high levels of technology use among sharers mean that companies who
know how to leverage social media marketing and other digital marketing channels will have an enormous advantage
marketing their sharing goods and services.
But clever offline promotions can be very effective too: Westin Hotels now allow guests to rent New Balance shoes and
apparel instead of packing bulky fitness gear. This kind of tactic is a great example of how sharing can create cross-
promotional opportunities that will appeal to the very wide range of customers who now make up the collaborative
economy.
12 THINGS A LOT OF PEOPLE SHARE
In our follow-up survey of sharers, we asked what they had provided or received in their latest online sharing transaction.
Many listed one of the following:
1. BOOKS 2. CARS 3. CLOTHES 4. CONDOS AND COTTAGES
5. DVDS 6. JEWELRY 7. COMPUTERS, PHONES AND ELECTRONICS
8. FURNITURE 9. CLEANING SERVICES 10. MONEY 11. TOYS 12. WRITING SERVICES

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ONLINE
SHOPPING
SOCIAL
NETWORKING
WATCHING
VIDEOS/PODCASTS
SHARING
PHOTOS
STREAMING
MUSIC
68% 86% 85% 55% 66% 73% 32% 40% 57% 29% 39% 55% 22% 29% 44%
NEO-SHARERSRE-SHARERSNON-SHARERS
SHARERS ARE AFFLUENT
The relationship between age and sharing raises the possibility that sharing—especially on neo-sharing sites—is driven
by economic need. Maybe sharing is a stage of life: you travel by couch surfing until you get old enough (and picky
enough) to insist on a hotel room and you share a car until you can afford your own. But the relationship between sharing
and income shows just the opposite: while 27% of American neo-sharers have incomes of $50,000-$100,000 (just like
the overall population), sharers are more likely to be affluent and less likely to be low-income:
• Affluent people are more likely to be neo-sharers. While up to 25% of the general population in each
country are neo-sharers, among Americans with incomes over $100,000, 35% are neo-sharers; among Canadians
with incomes over $100,000, 32% are neo-sharers; among Britons with incomes over £60,000, 35% are
neo-sharers. And while only 8% of American non-sharers have incomes over $100,000, among neo-sharers, 14%
earn that much each year.
• Sharers are less likely to be low-income. While 55% of Americans have incomes of less than $50,000 per
year, that figure drops to 53% for re-sharers and 49% for neo-sharers. And while 45% of British non-sharers have
incomes of under £20,000, only 41% of re-sharers and 36% of neo-sharers have incomes that low.
• High-income people are no more or less likely to be re-sharers. In each country, the percentage of re-sharers in
the top income bracket is the same as in the general population.
Which of the following activities do you do on the Internet? / Asked May 2013
PARTICIPATION IN ONLINE ACTIVITIES

17
To reach the affluent sharers who have significant discretionary income, run unique, exclusive events that suit the
collaborative economy. Instead of focusing on product sales, think about how you can offer affluent neo-sharers
experiences or access to elite products. For example, Uber partnered with Cosmopolitan Hotels in Las Vegas to create an
all-inclusive package for wealthy LA residents, including transportation and hotel, available from the tap-and-go Uber app.
THE AGE EFFECT
Age is the explanation for most—though not all—of the modest attitudinal, behavioral and lifestyle differences between
neo-sharers, re-sharers and non-sharers:
• Generational differences correlate with American neo-sharers’ income and political differences, as well as the
greater likelihood that they have kids at home.
• Neo-sharers are even more likely to be married, educated, home-owning and politically aware than their age
would lead us to expect.
• Age is even more strongly linked to the higher levels of online activity among neo-sharers.
It’s time for businesses to recognize that sharers are their customers and that their customers are sharers. Yes,
companies with a high proportion of young customers face the most urgent challenge: with 37% of 18-34s now
engaged in neo-sharing, any company that relies on a younger demographic to drive sales must find a way to drive or
combine sales with sharing. But all businesses need to know that sharers are not a niche market. Sharers are part of the
mainstream set of customers that businesses can’t afford to ignore.
IS SHARING AN URBAN PHENOMENON?
To answer this question, we looked at sharing in and outside of the 10 largest US cities. Most types of sharing are more
prevalent in the top 10 urban areas than in other parts of the country and even more prevalent in metro New York City
(See “Participation in the Collaborative Economy: New York, Top 10 Metro Areas and the Rest of USA” graphic on the next
page).
To some extent this is in the nature of the goods and services being shared: it’s harder to make vehicle-sharing work
in lower-density areas. But the greater prevalence of sharing also pertains to categories where there is no intrinsic
relationship to location, such as buying/selling custom products, crowdfunding and borrowing/lending money. And the
pattern inverts when it comes to buying or selling pre-owned goods. Once again, we’re largely looking at an age effect:
larger cities have more 18-34 year-olds.
While this means we shouldn’t expect the collaborative economy to stay within city limits, the greater density of young
people and sharers in large urban centers does make big cities a smart place for businesses to start or test a collaborative
economy offer.
PROMOTE BY SHARING
Looking for a collaborative economy startup as a partner in your next great marketing promotion? Consider:
SURF AIR ETSYUBERBOATBOUND
BAGBORROWANDSTEALONEFINESTAY POSHMARK

18
18-34 35-54 55+
METRO NYC TOP 10 URBAN
CENTRES
OUTSIDE TOP 10
METRO AREAS
38%
33%
29%
36%
36%
28% 29%
37%
33%
METRO
NYC
TOP 10 URBAN
CENTRES
OUTSIDE TOP 10
METRO AREAS
25%
8%
12%
30%
7%
11%
32%
5%
9%
10%
11%
9%
11%
6%
8%
6%
8%
7%
6%
4%
3%
5%
11%
5%
9%
2%
6%
8%
11%
6%
8%
5%
6%
MONEYLENDING
CROWDFUNDING
PRE-OWNED GOODS
LOANER PRODUCTS
CUSTOM PRODUCTS
PERSONAL SERVICES
LOANER VEHICLES
OFFICE SPACE
PLACE TO STAY
GOODS
SERVICES
TRANSPORTATION
SPACE
MONEY
18-34 35-54 55+
METRO NYC TOP 10 URBAN
CENTRES
OUTSIDE TOP 10
METRO AREAS
38%
33%
29%
36%
36%
28% 29%
37%
33%
METRO
NYC
TOP 10 URBAN
CENTRES
OUTSIDE TOP 10
METRO AREAS
25%
8%
12%
30%
7%
11%
32%
5%
9%
10%
11%
9%
11%
6%
8%
6%
8%
7%
6%
4%
3%
5%
11%
5%
9%
2%
6%
8%
11%
6%
8%
5%
6%
MONEYLENDING
CROWDFUNDING
PRE-OWNED GOODS
LOANER PRODUCTS
CUSTOM PRODUCTS
PERSONAL SERVICES
LOANER VEHICLES
OFFICE SPACE
PLACE TO STAY
GOODS
SERVICES
TRANSPORTATION
SPACE
MONEYIn the past 12 months, have you ever used a website or mobile app for any of the following? / Asked Oct-Dec 2013
Age and location data from past profiling studies
PARTICIPATION IN THE COLLABORATIVE ECONOMY:
NEW YORK, TOP 10 METRO AREAS AND REST OF USA

19
6. SHARING IS PRAGMATIC
The collaborative economy may be a movement, but that part of what makes this
movement so powerful is that a lot of making and sharing is driven by the same
pragmatic considerations that drive conventional forms of consumption and
production. For businesses that already know how to compete on price or quality,
the interests of today’s sharers provide a way into the collaborative economy.
CLICK TO TWEET:
Sharing is driven by convenience,
price and the desire for unique,
quality goods and services.
CONVENIENCE
BETTER PRICE
PRODUCT/SERVICE QUALITY
COULDN’T FIND ELSEWHERE
RECOMMENDATION
SUSTAINABLE LIFESTYLE
CONNECT ONLINE
CURIOSITY
CONNECT LOCALLY
ACCESS OVER OWNERSHIP
OTHER+
??
73%
55%
47%
40%
40%
30%
27%
26%
24%
13%
13%
75%
60%
36%
26%
29%
27%
18%
17%
23%
6%
13%
NEO-SHARERSRE-SHARERS
How important were each of the following reasons for using a peer-to-peer site or app for your most recent sharing transaction? / Asked Dec 2013-Jan 2014
WHY THEY SHARED

20
WHY THEY SHARE
When asked about the reasons they chose a sharing service for their most recent sharing transaction, sharers most often
mention a few factors:
• Convenience and price. Both re-sharers and neo-sharers overwhelmingly mention convenience as a factor in their
transactions, followed closely by price.
• The product or service itself. The number of sharers citing quality, or the ability to find something they couldn’t
find elsewhere, reflects the importance of what was provided or received as much as how it was exchanged.
• Word of mouth. Recommendations also appear to be a significant driver, reflecting the role of word-of-mouth in
how people discover sharing sites.
While neo-sharers are more likely to cite values like sustainability, community and a preference for access over ownership
in their mix of motivations, they too rate price, convenience and product or service quality as the top transaction drivers.
UNKNOWN
CAN’T RECALL
25%
OTHER
6%
WORD OF MOUTH
SOMEONE TOLD
ME ABOUT IT
SOCIAL NETWORK
47%
13%
BLOG
3%
TRADITIONAL MARKETING
GOOGLE OR OTHER
WEB SEARCH
NEWS MEDIA
ONLINE AD
7%
8%
16%
EMAIL FROM WEBSITE
5%
PRINT OR TV AD
2%
APP STORE
2%
How did you hear about the website or app you used? / Asked December 2013-January 2014
HOW PEOPLE FIND SHARING SERVICES

21
SOCIAL AND ENVIRONMENTAL FACTORS
Even though sharers are more likely to cite practical motivations for their latest sharing transactions, they still associate
sharing services with social and environmental benefits. Sustainability, the ability to connect online or locally, or to
choose access over ownership were each cited by no more than a third of sharers when explaining why they chose a
sharing site.
Yet sharers are still more likely to associate these qualities with sharing services. Whether a specific transaction is driven
by practical motivations or altruistic ones, the environmental or social benefits of sharing may still be significant . . . and
may still be recognized and valued by sharers.
Even collaborative economy ventures that are driven by sustainability or social goals may find it effective to tap into
pragmatic considerations when they are trying to attract new customers or transactions. Sharing a car is convenient;
renting fashion is economical; staying in someone’s home offers a more authentic experience: these are the kinds of
messages brands need to push when they are entering the collaborative economy. Rather than leading with taglines
about sustainability or community, companies need to emphasize convenience, value and quality because that is what
actually drives sharing transactions. Or go beyond a tagline by showcasing the cost advantages of sharing with interactive
calculators that vividly illustrate the benefits of on-demand access over purchase.
For any business that has competed on price, convenience or quality to drive traditional sales, it won’t be a huge leap to
push those buttons in order to drive sharing. If you know how to deliver a satisfying purchase experience, you may not be
far from offering a satisfying sharing experience. But be aware that the bar for satisfying sharers has already been set and
set high.
ASSOCIATE LOANER VEHICLES WITH SUSTAINABLE
ONLY 28% ASSOCIATE RETAIL STORES WITH SUSTAINABLE
ASSOCIATE SHARING PLACES TO STAY WITH COMMUNITY
ONLY 25% ASSOCIATE RETAIL STORES WITH COMMUNITY
ASSOCIATE LOANER PRODUCTS WITH HELPING OTHERS
ONLY 12% ASSOCIATE RETAIL STORES WITH HELPING OTHERS
46%
41%
48%
HOW SHARERS SEE SHARING SERVICES
Which of these words do you associate with buying, borrowing or renting goods or services in the following ways? / Asked Dec 2013-Jan 2014

22
7. SHARING IS SATISFYING
Customer satisfaction is what separates a durable shift in consumer behavior
from a trendy flash in the pan. That’s why we put sharers’ latest sharing
transaction under the microscope and asked them to rate their experience and
satisfaction on a variety of dimensions. And by most measures, these are very
satisfied customers.
Buyer/recipients were overwhelmingly positive about their sharing experience. When asked about their latest sharing
transaction, three quarters of buyers were “very” or “extremely” satisfied with:
• Product or service received. Buyers gave high marks to the value and usage experience of the product or
service they obtained in their latest transaction.
• The experience of using a sharing service. Almost 4 out of 5 buyers really liked the interface and purchase
experience of the services they used.
• Customer service. When asked about the customer experience provided by sharing services, 71% of buyers
indicated they were highly satisfied.
CLICK TO TWEET:
The majority of sharers in the
collaborative economy are very
or extremely satisfied with their
experience.
BUYERS SELLERS
QUALITY
VALUE
PURCHASE EXPERIENCE
PRODUCT/SERVICE EXPERIENCE
SITE USAGE EXPERIENCE
CUSTOMER SERVICE
PURCHASE/SALE EXPERIENCE
PRICE/EARNINGS
80%
79%
81%
81%
79% 72%
71%
69%
60%
62%
How satisfied were you with the following aspects of your latest sharing transaction? / Asked December 2013-January 2014
SATISFACTION WITH SHARING TRANSACTIONS

23
Seller/providers are also largely happy with their sharing experience, if a little less so than buyers. When it comes to their
last sharing experience, 60 to 72% of buyers say they were “very” or “extremely” satisfied in terms of:
• The experience of using a sharing service. Like buyers, the vast majority of sellers are “very” or “extremely”
satisfied with the interface of the last service they’ve used and with their purchase/sale experience.
• Price/earnings from sharing. Seller ratings of the price or earnings received from sharing are just a little
lower than buyer ratings for the value delivered by shared goods and services: 60% say they were “very” or
“extremely” satisfied.
• Customer service: 62% of sellers were “very” or “extremely” satisfied with the customer service provided by
the last sharing site they used.
Even more remarkable is the number of sharers who said they would re-use or recommend their most recent sharing
experience:
• Reflecting on their most recent sharing experience, 91% of sharers intend to engage in this type of sharing
again in the next 12 months.
• 65% of sharers said they would “definitely” recommend and 26% said they would “probably” recommend.
This is another reason to anticipate the rapid growth of sharing services: the high likelihood to recommend
reinforces the role of word of mouth in driving site discovery and transactions.
CUSTOMER INSIGHT FOR THE COLLABORATIVE ECONOMY
12 QUESTIONS TO ASK YOUR CUSTOMERS
Q1 Have you ever used a sharing website or app? For which types of sharing?
Q2 Which types of sharing do you intend to try in the next 12 months?
Q3 On which types of sharing sites have you been a seller/provider and on which a buyer/borrower?
Q4 Which factors led you to use a sharing site for your most recent sharing transaction?
Q5 Would you recommend the sharing sites you’ve used to friends or colleagues?
Q6 Which specific sharing services have you used (or do you intend to try) in our industry or market?
Q7 Which of the following types of products and services have you bought, sold or rented via a sharing site?
(Give them a list of your own products and services as possible answers.)
Q8 How satisfied are you with different aspects of your sharing experience—and how does that compare
with your satisfaction with our products, services or website?
Q9 Which of our products would you like to access/rent instead of buying?
Q10 Would specific sharing services make it easier or more enjoyable to buy from us? Provide a list of options
(for example, a fleet of car share vehicles in the parking lot of your big box store, or car sharing that picks
people up from your restaurant).
Q11 Do you have pre-owned goods you would like to sell or trade-in towards purchases from us?
Q12 If we offered a sharing site or service, would you try it? (Describe the type of service or offering you are considering.)

24
The high satisfaction levels of today’s sharers suggest that businesses entering the collaborative economy face both
enormous opportunity and potential pitfalls. On the one hand, user satisfaction with sharing sites points to the intrinsic
satisfactions of sharing: if you can deliver a product or service your customers like through a sharing service they feel
good about using, sharers may be predisposed to embrace it. On the other hand, the high ratings customers give to
current sharing sites suggest the urgency of getting into the sharing space quickly—before all those happy customers
lock into the sharing services they already use and love.
Because successful sharing generates a network effect, businesses that tap into the collaborative economy stand to
win—and they stand to win big. Customers who have a positive sharing experience will recommend your brand to their
friends, driving not only further sharing but also brand awareness and loyalty. But tapping into the power of word of
mouth is only one of many ways companies can win in the collaborative economy.
TO A FRIENDOR COLLEAGUE
THE LAST SHARING SERVICE THEY USED
WOULDRECOMMEND
91% OF SHARERS

25
8. HOW TO WIN IN THE COLLABORATIVE ECONOMY
The societal, economic and technological shifts behind the emergence of the collaborative economy have not only
inspired the birth of sharing startups—they also cause major disruptions for established businesses and business
models. As a result, companies must change tactics and shift their business strategy to prepare for a new economy in
which people get what they need from each other.
MARKET OPPORTUNITIES
While many of the opportunities of the collaborative economy are specific to particular industries and business units,
there are several major opportunities that no company or team should overlook:
• Offer “lifestyle as a service” to younger and more affluent markets. Younger and more affluent people are
more likely to be neo-sharers, as this lifestyle helps them access a life of luxury and ease without being saddled
with ownership. Therefore, luxury brands should offer access over ownership for affluent customer bases, giving
them exclusive goods on demand and the prestige of trying new items. Marketers should emphasize access to
luxury, ease and convenience and pricing over sustainability or altruistic messaging.
• Bring new marketplace business models to opportunity-rich urban areas. Urban areas are at the forefront
of the move toward the collaborative economy, not only due to the economies of scale afforded by greater urban
density, but also because that same density facilitates the word-of-mouth recommendations that drive much
of sharing’s growth. Brands seeking to leverage this movement should sponsor existing marketplaces and
offer value-added services to get experience with sharing and then use this experience to launch their own
branded sharing services. Companies that develop their own sharing services can use software like NearMeCo and
ShareTribe or build from scratch.
• Drive sharing with social media marketing. Brands can use sharers’ propensity for social networking to ignite
the virtuous circle between high customer satisfaction and recommendations. Because such a high percentage
of sharers use social networking on a regular basis (73% of neo-sharers and 66% of re-sharers, compared with
just 55% of non-sharers), brand marketers can use social media marketing tactics to drive the growth of sharing
services. The popularity of photo sharing among re-sharers and neo-sharers suggests that it may be particularly
effective to get people to promote their positive sharing experiences by posting photos.
• Market the direct benefits of sharing services. While sharing is driven by convenience, price and the quality or
distinctiveness of the goods and services received, startups and thought leaders in the collaborative economy
sometimes focus on community building and sustainability. Sharers are usually driven by more immediate needs.
The marketing of sharing services should therefore focus on the ease of accessing resources quickly and without
hassle and on the value, distinctiveness and quality of what can be obtained from sharing.

26
GETTING YOUR COMPANY READY
The collaborative economy demands nothing short of business model transformation. But unlike many previous shifts
and movements nearly every part of a company may be affected. That’s why each business unit will have its own role to
play as we move into a collaborative economy where customers are integrated into a wide range of business functions.
WHAT’S CHANGING HOW TO PREPARE HOW TO FURTHER INVEST
EXECUTIVES
New business models are emerging as
manufacturers and distributors reconfigure
for on-demand, rental and subscription
models.
Assess how collaborative economy
business models will impact your
market demand.
Embrace the fact that consumers
are now empowered by technology
to share goods, services and space
rather than purchasing them
outright.
MARKETING AND MARKET RESEARCH
Sharing doesn’t just bring a new segment
for marketers to reach or research—it offers
a new way to engage customers. Customer
conversation is no longer an input into the
R&D or marketing process: it is now part of
how companies innovate and communicate.
Move from iterative research to
ongoing customer engagement by
using insight community technologies.
Identify how your current customers
are participating in the collaborative
economy and to find out which of your
products or services they want to
access instead of buying.
Leverage your customer insight
channels to engage your customers
in ongoing co-creation. Use your
customer communities to incubate
sharing initiatives.
CORPORATE DEVELOPMENT
New startups, backed by VCs and Google,
are cropping up everywhere. Some have
already been acquired, such as Zipcar,
which was purchased by Avis and Braintree,
a mobile payments platform recently
acquired by PayPal for $800 million.
Educate stakeholders in your company
about the sharing movement and
its potential impact on every aspect
of your company, including finance,
product development, production
and quality, marketing, supply chain,
inventory control and legal.
Create teams to investigate
investing in sharing startups.
Integrate relevant and appropriate
startups through partnerships and
acquisitions. (Avis moved smartly
and quickly by acquiring Zipcar while
it was in its early phase.)
LEGAL
Rules are changing. People are shifting
from ownership to access models, such
as rentals, on-demand availability and
subscriptions. The sharing of goods and
services challenges liability laws.
Direct your legal department to raise
their awareness of issues relative to on-
demand and sharing business models,
as well as workforces assembled on
demand and/or working in shared
spaces.
Bring legal to the table now.
Determine what the liability laws
are, what they will need to be in the
sharing economy and how you will
address any gaps or lags. Create
cross-functional, strategic teams
that include legal, engineering,
design, quality, production and
marketing.

27
PRODUCT AND R&D
The crowd is making its own goods on
websites like Shapeways, CustomMade and
Etsy. New technologies like 3D printers are
accelerating the creation of both simple and
complex objects.
Consider partnering in markets where
products are resold and crowd potential
is utilized. Walgreens has partnered
with TaskRabbit to deliver healthcare
goods to local customers.
Product teams need to take a second
look at durability. Products must be
able to withstand sharing wear and
tear. R&D teams need to prepare for
the disruption of markets and the
potential opportunities to co-innovate.
SOCIAL MEDIA AND SOCIAL BUSINESS TEAMS
The first phase of sharing was media and
ideas through social media. The second
phase is quickly shifting to the realm of
physical goods.
Social media teams should be tracking
collaborative economy news, especially
in your industry and thinking about how
to leverage it to your advantage.
Make your social media team the
program leaders. Most of the tactical
changes will fall on their shoulders.
MARKETING AND SALES
People who share goods and services are
typically savvy users of social media. They
learn about these collaborative and sharing
opportunities from others through a variety
of social media tools.
Look for leading examples of
collaborative economy marketing such
as Quirky, a website that posts profiles
and photos of people who submit ideas
for crowd-created projects. Their ideas
are marketed by cyber word of mouth
(CWOM) before they become reality.
Encourage people to use sharing
services that include your company’s
goods and services, promoting
your brand. Do this by traditional
word of mouth and CWOM. Market
aggressively using social media sites.
Make your website collaborative.
FINANCE
The crowd is funding its own projects on
sites like Kickstarter and Indiegogo. Some
brands have already recognized the value of
tapping the crowd for funding. Barclaycard’s
“Ring” permits holders’ expanded input and
control over their card usage.
Analyze models, like U-Haul’s “Investors
Club,” where average people invest in
transportation assets and receive a cut
of the revenues. Using variable sources
of capital injection fosters the loyalty
that comes with shared destiny.
Integrate the crowd into all
aspects of funding and design.
Make collaborative innovation
a fundamental strategy. Model
revenue-sharing with the crowd
to gain long term partnerships.
Seek venture capital funds to join
in. (Examples include Andreessen,
Menlo, Sherpa, Structure VC and
Collaborative Fund.)

28
CUSTOMER SUPPORT
People are sharing goods and resources.
Those who do are typically frequent users
of social media, meaning that consumer
access to second- and third-hand goods
should continue to expand.
Tap crowd-based support communities
to help your own brand. Some already
use services like Zendesk, but also
expand to TaskRabbit and oDesk.
Develop customer support licenses
that permit your customers to also
be purveyors of your goods and
services. Encourage product teams
to build products that are durable
and sharable.
OPERATIONS AND SUPPLY CHAIN
People are collaborating to activate idle
resources, such as slow or non-moving
inventory, or creating or filling jobs through
means that might have been considered
unconventional.
Inventory and supply chain teams need
to realize the power of social media and
collaboration to generate income from
idle inventory and space. Localmotion.
com helps to identify resources, like
trucks and cars and provide them to
folks who need them on demand.
The principle of activating idle
resources should be applied to your
business. Use sensors (“the internet
of things”) to identify and activate
unused assets for use by others.
Utilize excess inventory and capacity
by sharing and collaborating with
others outside of your corporate
circle.
HUMAN RESOURCES
Many people are moving to and developing
a preference for, the freelance culture, using
sites like oDesk and TaskRabbit. Recruiting
has become a new form of outsourcing,
reducing the corporate cost of benefits.
Meanwhile, employees who participate in
crowdsourcing and co-creation expect more
workplace engagement and ownership over
their work.
Become familiar with entities similar
to oDesk. Track employees’ skills and
capabilities and identify others that
might be able to benefit from idle
workers inside your own company.
Experiment with internal engagement
and co-creation activities to assess
opportunities for maximizing internal
participation in value creation.
Tap crowd-based services for
highly flexible or creative needs.
For example, crowdSPRING can
provide marketing with creative
variations on demand. CrowdFlower
and Amazon Mechanical Turk offer
“human computing as a service.”
Deploy co-innovation tactics within
the enterprise to maximize the
contribution of your own employees.

29
By no means are these recommendations a complete breakdown of the business model changes that are to come. Each
industry and company will vary in the specific tactics and resources required. Preparing each individual business unit
today is crucial to preparing your entire company for the collaborative economy—preparation that is ever more urgent.
Social shifts like the desire for sustainability and an independent lifestyle will accelerate as today’s young consumers and
neo-sharers get older and even more mainstream. Economic pressures and opportunities like rising production costs
and the need to maximize utilization will intensify the search for new business models that can satisfy them. Meanwhile
the technologies that have made the collaborative economy possible—sensors, mobile, social networks—get better and
more pervasive every day.
While the speed and scale of the transformation required may seem daunting, they are also what makes the collaborative
economy so exciting to businesses and sharers alike. In many ways, the collaborative economy resolves the core tension
that the business world has grappled with for nearly two hundred years: how to balance the competitive opportunities
of large-scale production with consumer and employee expectations for agency and autonomy. The internet and
particularly social media, have heightened that tension, both by making it possible to increase the scale of production
(thanks to network-enabled integration across companies and countries) and by intensifying consumer expectations for
responsiveness in the companies they work with or buy from.
The advent of co-creation and sharing makes it possible to square that circle: to include your customers in the process
of developing, delivering and distributing your goods and services. Companies that hang back from that opportunity,
perhaps daunted by the transformations it requires, may find their core business at risk from a new generation of sharing
services that meet the demands of today’s customer. But businesses that embrace it—businesses that use sharing to
leverage their existing assets and competencies in entirely new ways—will find that the collaborative economy can take
them to new heights.
YOUR NEXT STEP
JOIN THE TEAM BEHIND
SHARING IS THE NEW BUYING
FOR OUR WEBINAR ON THE COLLABORATIVE ECONOMY
http://visioncritical.com/sharingnewbuyingwebinar

9. ABOUT THIS REPORT
SPECIAL THANKS
This report has been a team effort, drawing on input from experts in the collaborative economy, professional design assistance and
research and creative support from the Vision Critical team.
AUTHORS
INDUSTRY EXPERTS
Neal Gorenflo, Co-Founder and Publisher of Shareable Magazine
(http://shareable.net)
Lisa Gansky, Chief Instigator of Mesh Labs
(http://meshing.it)
Vivian Wang, Market Advisor to Crowd Companies
(http://twitter.com/vivowang)
Benita Matofska, Founder and Chief Sharer of Compare and Share
(http://compareandshare.com)
Natalie Foster, Executive Director and Co-Founder of Peers
(http://peers.org)
Fred Neil, Vice President, CRM & Customer Insights at The Home Depot
(http://www.homedepot.com)
DESIGNERS
Infographics: Cheryl Loh, Visual Designer at Lemonly
(http://lemonly.com)
Report Design: Carolyn Laihow, Graphic Designer at Vision Critical
PROJECT TEAM (VISION CRITICAL)
Kelvin Claveria, Social Media Marketing Assistant
Jenny Smelyanets, PR Manager
Tilman Queitsch, Research Associate
Rochelle Ceniza, Senior Data Analyst
Sunny Sung, Marketing Manager
Fabiana Neves, Senior Project Manager
ADDITIONAL COUNSEL (VISION CRITICAL)
Andrew Reid, Founder & President
Tyler Douglas, Chief Marketing Officer
Nick Stein, Senior Vice President of Marketing
Thao Ngo, Vice President of Marketing
Dax Sorrenti. Multimedia Content Developer
Marylene Robert, Team Lead of Project Management
JEREMIAH OWYANG @JOWYANG
Jeremiah Owyang is the Chief Catalyst and Founder of Crowd Companies. Jeremiah helped major companies
navigate the first phase of sharing, called social media. He’s committed to helping companies through the second
phase of sharing, as people share and create the physical world around them. Over the course of his career,
Jeremiah has identified big trends before they happen, and helped major companies through the transition. He was
a founding partner and research direct at the Altimeter Group, a former Forrester analyst, and launched the social
media program for Hitachi Data Systems as part of the Global Web Marketing team. A sought-after speaker, writer
and commentator, Jeremiah blogs at http://web-strategist.com
ALEXANDRA SAMUEL @AWSAMUEL
Alexandra Samuel is Vice President for Social Media at Vision Critical, leading the company’s social media business
and marketing strategy. Her 20 years of online community experience include leading a 3-year research program
on digital government for Don Tapscott, investigating online social capital for Robert Putnam’s Bowling Alone, and
founding one of the world’s first social media agencies. She has written for the Wall Street Journal, the Harvard
Business Review, TheAtlantic.com and Oprah.com, and is the author of the Harvard Business Review Press ebook
series Work Smarter with Social Media. Alexandra holds a Ph.D. in Political Science from Harvard University, and
blogs at alexandrasamuel.com.
ANDREW GRENVILLE @GRENVILLEANDREW
Andrew Grenville is the Chief Research Officer at Vision Critical. A research veteran of 25 years, Andrew leads the
company in the development of innovative and informative analytics and approaches to research. Andrew is the
author of numerous research products and measurement scales, with applications in a wide range of areas including
branding, social capital, social media, health and religion. Global social and marketing research is also a focus of
Andrew’s work. Andrew has published numerous peer-reviewed journal articles and book chapters and has been
quoted in numerous publications, including The Economist.

VISION CRITICAL
Vision Critical is the world’s leading provider of insight communities, supporting more than 650 brands worldwide.
Through its cloud-based insight community platform, Vision Critical helps businesses and organizations gain input from
thousands of customers and non-customers at a time that is critical in decision-making processes. With the rise of peer-
to-peer sharing and the threat that the movement poses to big corporations, Vision Critical Insight Communities enable
large enterprises to win in the collaborative economy by working together with customers to uncover insight that drives
new product development, improved communications, better advertising and business innovation.
CROWD COMPANIES
The mission of Crowd Companies is to bring empowered people and resilient brands together to collaborate for shared
value. We are creating a brand council to bring internal, corporate agents of change in a setting where they can further
learn and engage in the collaborative economy. We offer three services: 1) Connection with innovative peers in a private,
real-world and online setting; 2) Get education by industry experts in centralized calls and meetings; and 3) Move to
action by partnering with the innovation network of startups who want to work with large companies.
METHODOLOGY
This report is based on two surveys conducted between October 2013 and January 2014 by Vision Critical’s Voice of
Market with participants from the U.S., U.K. and Canada ages 18 and over. The initial survey of 90,112 respondents
provided data on the overall incidence, frequency and nature of participation in the collaborative economy. The questions
regarding the collaborative economy were imbedded in a general omnibus survey covering a variety of topics. The topic
of the collaborative economy was not mentioned in the invitation to the survey. A follow-up survey of over 2,500 sharers
provided deeper insight into the nature of participation in the collaborative economy and in particular, on respondents’
most recent sharing transactions.
The data is demographically representative of the adult (18+) populations of the U.S., U.K. and Canada. The results were
weighted by age, gender, region and education, to be representative of the demographics of each nation. The margin of
error—which measures sampling variability—is +/- 0.3% for the sample of 90,112 and +/- 2% for the sample of 2,517, 19
times out of 20. For more information on the survey methodology, please contact media@visioncritical.com.

Sharing is the New Buying: How to Win in the Collaborative Economy

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Sharing is the New Buying: How to Win in the Collaborative Economy